Bantle Symposiums
Rethinking the Government-Business Relationship:We Need Each Other - Now More Than Ever
Thursday, March 31, 2016
Panel discussion featuring
Anne Rung,
Administrator, Office of Federal Procurement Policy
Rung was nominated in July
2014, as Administrator of OFPP at the Federal Office of Management and Budget.
Rung was senior director of administration at Commerce, and was with the
General Services Administration, where she was chief acquisition officer and associate
administrator in the Office of Governmentwide Policy. Prior to her federal
government service, she served as Deputy Secretary for Administration and
Procurement for the Pennsylvania Department of General Services (DGS). As
Deputy Secretary, she led four Commonwealth-wide operations supporting 77,000
employees, including the Commonwealth’s procurement program. She served for
three years as DGS Chief of Staff prior to becoming Deputy Secretary.
Stan Soloway,
Founder, Celero Strategies, LLC.
Soloway recently
stepped down from his 15-year tenure as president and CEO of the Professional
Services Council. He served as the deputy undersecretary of defense for
acquisition reform during the second half of the Clinton administration. Under
his leadership, PSC’s membership has grown more than 300 percent and the
association has completed three acquisitions, including, most recently, the
acquisition of the TechAmerica Foundation. His new company, Celero Strategies,
will bring insight borne of experience in both government and industry, as a
thought-leader and driver of change. Widely regarded as one of the most
significant thought leaders on the government-industry nexus and the federal
marketplace, Soloway has regularly testified before Congress, is a sought after
speaker for industry and government organizations and has been a contributing
author for more than a half-dozen books.
Lloyd Blanchard,
Director, Finance and Monitoring Services, IEM
Dr. Blanchard is
currently at IEM, a global security consulting firm. He is a former Office of
Management and Budget (OMB) Program Associate Director who oversaw $150 billion
of US federal budget, including budgets for the Treasury Department, Federal
Emergency Management Agency (FEMA), and the Departments of Housing and Urban
Development, Transportation, Justice, and Commerce, among others. He helped
implement President George W. Bush’s President’s Management Agenda, and oversaw
FEMA’s budget realignment in response to the terrorist attacks of September 11,
2001. Other positions Blanchard held include Deputy Chief Financial Officer for
Policy at NASA, Senior VP and COO at Medgar Evers College of the The City
Univeristy of New York, Vice Provost for Fiscal Management at LSU, and even a
member of faculty here at Syracuse University’s Maxwell School of Citizenship
and Public Affairs.
Larry White, Professor of Economics,
George Mason University
Can
the Banking System Regulate Itself? Is Government Regulation an Improvement
over Laissez Faire?
March
20, 2015
Historically,
banking systems have not operated purely on the basis of profit-and-loss market
discipline. Where the role of market discipline was politically circumscribed,
as in the United States, cooperative self-help and self-regulatory institutions
evolved, particularly clearinghouse associations. Government regulation of banks in the United
States has a complex history. Before the New Deal, our banking system was
weakened with geographic and other restrictions, and since then we have again
weakened our banking system with privileges like (systematically underpriced)
deposit guarantees and the promise of “too big to fail” rescues. Much as we use a baseline model of free trade
to understand the impact of tariffs and trade restrictions, I propose that we
should begin with a baseline model of free banking to understand the impact of
bank regulation. Just as many tariffs
and trade barriers can be understood as resulting from fiscal concerns combined
with “rent-seeking,” so too can many contemporary banking regulations. Apparent
rent-seeking actions at the Federal Reserve Bank of New York during the 2007-09
financial crisis are particularly troubling. The crisis gives us a window into
the dangers of allowing discretionary rule by authorities to trump the
principle of the rule of law.
Dustin Brown, Deputy Assistant Director for
Management, Office of Management and Budget, Executive Office of the President,
and MPA ALUM
March 3, 2015
Dustin
Brown is the Deputy Assistant Director for Management at the Office of
Management and Budget. He is a member of the Senior Executive Service and helps
lead the Office of Performance and Personnel Management which is responsible
for government-wide efforts to improve agency and cross-agency mission
performance, and works with the Office of Personnel Management to advance
Federal human capital issues. He also
helps lead the Administration’s efforts to modernize the inter-agency
infrastructure permitting process and reform the suitability and security
clearance process.
Dustin
leads the inter-agency Performance Improvement Council, which coordinates the
government’s performance management policies and implementation. In 2010, he worked with Congress to design
the Government Performance and Results Act Modernization Act.
Dustin
joined OMB’s Housing Branch in August, 2001, has worked in OMB’s International
Affairs Division, and as the OMB Director’s Special Assistant for Policy. He has a Master’s in Public Administration
from the Maxwell School of Citizenship and Public Affairs at Syracuse
University and has a bachelor’s degree from Manchester College in Indiana.
Dustin also received a Fulbright Scholarship to study in Quito, Ecuador. He is a Fellow of the National Academy of
Public Administration.
Prajapati Trivedi, Former Secretary to
the Government of India
Government
Performance Management: International Best Practice and Indian Experience
February 3, 2015
Until
August 2014, Dr. Prajapati Trivedi was Secretary to the Government of India
with the responsibility for Performance Management in Government of India.
Based in the Cabinet Secretariat, he reviewed and reported on the performance
of all government departments to the Cabinet Secretary and Prime Minister. He
designed and implemented the Performance Monitoring and Evaluation System for
Government of India that covers 80 departments and 800 responsibility centers
under them. Under his guidance 18 States of the Indian Union are at various
stages of adopting PMES.
During
2009-2014, Dr. Trivedi was involved with a large number of administrative
reforms and helped pioneer implementation of many of them. Some of his other
major contributions are: implementation of Citizens’/ Clients’ Charter and
Grievance Redress Mechanism in government departments, ISO 9001 certification
of government departments; E-office implementation; and implementation of
Corruption Mitigation Action Plans. He also served as Chairman of the National
Authority for Chemical Weapons Convention, representing India in the Executive
Council of the Organization for the Prohibition of Chemical Weapons in The
Hague, The Netherlands. Today, India’s National Authority is considered to be
an example of best practice globally.
Dr.
Trivedi has worked in more than 25 countries of the World and published four
major books on various aspects of public sector management and
privatization.