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   <title>Recent articles by  Robert Knisely from governing.com</title>
   <link>http://www.governing.com/authors/rss/rss/?a=90143642</link>
   <description>Robert Knisely was a senior federal official and deputy director of Vice President Al Gore's Reinventing Government project.</description>
   
   
         
               
                      	    				    	    																													    													    															
    	    				    	    																																											    													    															
                                                                                                                                                                            																																				



																												


                  
                  
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            <title>Thinking Outside the (Ballot) Box</title>
            <link>http://www.governing.com/blogs/bfc/col-internet-electronic-voting.html</link>
            <description>We shouldn't have to stand in long lines to vote. If Estonians can cast their ballots over the Internet, why can't Americans?</description>
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            <title>The Right Government Tool for the Job</title>
            <link>http://www.governing.com/blogs/bfc/col-14-tools-of-government-lester-salamon.html</link>
            <description>An illuminating book lists 14 "tools of government." The trick is employing them wisely.</description>
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            <title>What Government Can (and Can’t) Learn from Steve Jobs</title>
            <link>http://www.governing.com/blogs/bfc/steve-jobs-management-leadership-lessons-government.html</link>
            <description>Much of his distinctive and personal way of managing is a poor fit for the public sector. But there are some lessons in how he led.</description>
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            <title>How Many Governments Do We Need?</title>
            <link>http://www.governing.com/blogs/bfc/how-many-governments-do-we-need-county-consolidation.html</link>
            <description>America’s web of local governments made sense in the 1600s.  For efficiency’s sake, it’s time to rethink that structure.</description>
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            <title>Homelessness: Think Strategically, Act Humbly</title>
            <link>http://www.governing.com/blogs/bfc/Homelessness-Think-Strategically-Act.html</link>
            <description>The problem of homelessness has proven vexing for a long time. There were homeless people before that couple in a stable, and there still are...</description>
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            <title>Not Being There</title>
            <link>http://www.governing.com/blogs/bfc/Not-Being-There.html</link>
            <description>Organizations - even Federal bureaucracies - are only information and people. The more information becomes mobile, the less people need to be.  A December 2008 report...</description>
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            <title>Data to the People - A Tour of DC</title>
            <link>http://www.governing.com/blogs/bfc/Data-to-the-People.html</link>
            <description>The District of Columbia's Apps for Democracy initiative is turning government inside out and upside down. As a long-time resident of the DC area, I...</description>
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            <title>In Search of “What Works”</title>
            <link>http://www.governing.com/blogs/bfc/dc-what-works.html</link>
            <description>A popular book from the 1980s chronicled the strategies of successful companies. Government leaders today are on a similar quest for effectiveness. </description>
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            <title>Breaking the Tyranny of Rules</title>
            <link>http://www.governing.com/blogs/bfc/breaking-tyranny-rules.html</link>
            <description>If we want more responsive government in an age of disintermediation, we need rules and regulations both tagged and accessible by everyone.</description>
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            <title>GAO and the Department of Redundancy </title>
            <link>http://www.governing.com/blogs/bfc/gao-department-redundancy.html</link>
            <description>Real increases in both effectiveness and efficiency are waiting to be harvested. This is unlikely to happen, however, if the system isn't driven to do so.</description>
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            <title>The Secret to StateStat's Success</title>
            <link>http://www.governing.com/blogs/bfc/secret-statestat-success.html</link>
            <description>It is the 'in person' feature of StateStat that sets it apart from other successful performance measurement programs.</description>
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