Government

Thomas Stanton is a Fellow at the Center for Advanced Governmental Studies at Johns Hopkins University, where he has taught graduate seminars on topics including the law of public institutions; government and the American economy; government and the credit markets; and public and private management.  His books include, Making Government Manageable: Executive Organization and Management in the 21st Century, edited with Benjamin Ginsberg, (Johns Hopkins University Press, 2004).  He also edited, Meeting the Challenge of 9/11: Blueprints for Effective Government (M.E. Sharpe Publishers, 2006). His recent book, edited with Douglas Webster, is Managing Risk and Performance: A Guide for Government Decision Makers (John Wiley & Sons, 2014).

 

Improving risk management 

"Improving Government Decision Making through Enterprise Risk Management," by Douglas W. Webster and Thomas H. Stanton, 2015

“The Growing Movement for Enterprise Risk Management in Government: The United States Begins to Catch Up,” Asia Pacific Journal of Public Administration, September 2015

“Managing Risk of Government Agencies and Programs,” presentation to the Standing Panel on Executive Organization and Management, National Academy of Public Administration, July 2014

“Managing Risk of Federal Agencies and their Programs through Enterprise Risk Management (ERM),” chapter 1 of Thomas H. Stanton and Douglas W. Webster, Managing Risk and Performance: A Guide for Government Decision Makers, 2014

“Introduction to Risk Management for Government Managers,” Chapter 3 of Thomas H. Stanton and Douglas W. Webster, Managing Risk and Performance: A Guide for Government Decision Makers, 2014

“Risk Management and Challenges of Managing in the Public Sector,” Chapter 4 of Thomas H. Stanton and Douglas W. Webster, Managing Risk and Performance: A Guide for Government Decision Makers, 2014 (Coauthored with Paul L. Posner)

“Risk Management and the Dynamics of Budget Cuts,” Chapter 10 of Thomas H. Stanton and Douglas W. Webster, Managing Risk and Performance: A Guide for Government Decision Makers, 2014

“Risk Management and Decision Making: Lessons from the Financial Crisis for Federal Managers,” Chapter 12 of Thomas H. Stanton and Douglas W. Webster, Managing Risk and Performance: A Guide for Government Decision Makers, 2014

“Risk Management is Essential at a Time of Downsizing,” Public Administration Review, March/April 2013

“Bringing Risk-Awareness into the Culture: Enlisting Support of the Agency’s ‘Barons,’” Association of Federal Enterprise Risk Management, AFERM Updates, August 2012

“Governance, Risk Management and the Financial Crisis: Learnings from the Financial Crisis Inquiry Commission,” PRMIA DC, RiskJournal, Summer 2012

“Firms That Thrive vs. Those That Fail: A Relentless Pattern,” Corporate Compliance Insights, July 18, 2012
 


Improving program design and management

“Leverage and the Regulatory Process,” chapter 8 of David M. Anderson, Leveraging: A Political, Economic, and Societal Framework, Springer, 2014

"The Governance Structure of the Pension Benefit Guaranty Corporation: An Independent Review," September 2013 (Served as Chair of the study panel).

Improving Managerial Capacity of the Federal Government: A Public Administration Agenda for the Next President,”
Public Administration Review, November/December 2008

“Defending Cyberspace: Protecting Individuals, Government Agencies and Private Companies Against Persistent and Evolving Threats,” monograph, Johns Hopkins University, July 2008

Meeting the Challenge of September 11,” Introduction to Thomas H. Stanton, ed.,
Meeting the Challenge of 9/11: Blueprints for Effective Government, M.E. Sharpe Publishers, 2006 

Moving Toward More Capable Government: A Guide to Organizational Design,”
Chapter 1 in Thomas H. Stanton, ed., Meeting the Challenge of 9/11: Blueprints for Effective Government, M.E. Sharpe Publishers, 2006

Reform of Public Service Delivery: Are There Lessons From the United States?
(中国公共服务部门的改革:能从美国学到些什么)Comparative Studies, Beijing, Vol. 12, 2004

“Executive Organization and Management after September 11,”
Introduction to Thomas H. Stanton and Benjamin Ginsberg, eds., Making Government Manageable, Johns Hopkins University Press, 2004

“Program Design and the Quest for Smaller and More Efficient Government,”
Chapter 10 in Thomas H. Stanton and Benjamin Ginsberg, eds., Making Government Manageable, Johns Hopkins University Press, 2004

“Developing and Implementing Comprehensive Identity Management Systems: Insights from a Symposium at the Johns Hopkins University,” 2003

“The Administration of Medicare,” Washington and Lee University Law Review, 2003, The Administration of Medicare-A Neglected Issue

Understanding Federal Asset Management: An Agenda for Reform,
IBM Center for the Business of Government, July 2003

“Lessons Learned: Obtaining Value From Federal Asset Sales,”
Public Budgeting & Finance, Spring 2003

Moving Toward More Capable Government: A Guide to Organizational Design,
PwC Endowment for the Business of Government, June 2002

“Government Corporations and Government Sponsored Enterprises,”
Chapter 3 in Tools of Government: A Guide to the New Governance, Lester M. Salamon, Editor, Oxford University Press, 2002 (coauthored with Ronald C. Moe)

Medicare Fraud and Abuse Enforcement: Finding the Middle Ground,” Health Affairs, July/August 2001


Improving collaboration with other agencies and the private sector

Working Paper, “Improving Collaboration by Federal Agencies: An Essential Priority for the Next Administration,” National Academy of Public Administration, September 2007, published as Chapter 5 in Alan P. Balutis, Terry F. Buss, and Dwight Ink, eds., Transforming American Governance, 2011.

Delivery of Benefits in an Emergency: Lessons from Hurricane Katrina,
IBM Center for the Business of Government, January 2007.
Reprinted in Jessica A. Hubbard, ed., Emergency Management in Higher Education, Public Entity Risk Institute, 2008.

“Improving Federal Relations with States, Localities, and Private Organizations on Matters of Homeland Security: The Stakeholder Council Model,”
Chapter 13 in Thomas H. Stanton, ed., Meeting the Challenge of 9/11: Blueprints for Effective Government, M.E. Sharpe Publishers, 2006

“Grid West: An Assessment of the Proposed Governance Structure,” report of a panel of the National Academy of Public Administration, October 2004 (served as Panel Chair and Project Director)