Facilitating Innovation in the Federal Statistical System Summary of a Workshop (2011) / Chapter Skim
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4 Possible Remedies to Barriers
4 Possible Remedies to Barriers
Pages 33-40
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From page 33... ...
OVERCOMING THE ENVIRONMENTS THAT HINDER INNOVATION In his paper, Dillman outlined three steps to overcome the three interconnected features of large government survey organizations that make it difficult to create an environment of innovation, discussed in Chapter 3. First, he noted that for research to positively affect government survey practice, much of it must be done on government surveys, but the professionals are not there in sufficient numbers to do this.
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From page 34... ...
. He stresses the importance of instilling this capability into the information technology parts of an organization, since, on one hand, the acquisition of informa tion technology is one of the main driving forces in innovation, and, on the other hand, information technology units are often concerned with operational efficiency and not reduction of survey error.
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From page 35... ...
To change this would be a significant task and would require legislation, and the paper acknowledges that such a change is unlikely in the current political climate. Consequently, according to Habermann's paper, consideration might be given to another idea: creating a private not-for-profit research center, devoted to the problems of the federal statistical system, which is not hindered by the hiring constraints of federal agencies.
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From page 36... ...
If it is not possible to simplify the recruitment process or to hire noncitizens, and if the contracting rules prove intractable to change, then a more innovative approach to providing a central focus for research and innovation may be required. Habermann's paper discusses the approach of a private not-for-profit research center.
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From page 37... ...
Landefeld stated that, although there is never going to be a Statistics USA centralized statistical system, in his view stronger leadership is needed at the top with the authority to make some decisions about priorities in the budget process and about cross-cutting priorities. The need for incentives for outside researchers and for agency staff was also noted by John Eltinge (Bureau of Labor Statistics)
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From page 38... ...
One way to do this, according to Groves, is through the use of the Intergovernmental Personnel Act. This allows researchers, primarily from academic institutions, to leave the academic world for a specified period of time, work in a statisti cal agency, and then return.
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From page 39... ...
John Haltiwanger suggested that the statistical agencies could work with foundations, communities, and corporations, such as IBM, that have experience with building incubators and allowing them to flourish. The hard part is ensuring that the innovation ideas from incubators are not left to wither and die.
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From page 40... ...
Barry Nussbaum was enthusiastic about the idea and offered cooperation in hosting the website. Criteria for Successful Innovation Ivan Fellegi identified three criteria for a successful research or inno vation program.
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