Author Archive

Andrew Feldman

Andrew Feldman

Andrew Feldman is a director in the public sector practice at Grant Thornton. He also hosts the Gov Innovator podcast, with more than 160 interviews for results-focused leaders. His previous roles include a Visiting Fellow at the Brookings Institution, Special Advisor for Evidence-Based Policy at the U.S. Department of Education, a Special Advisor on the Evidence Team at the White House Office of Management, one of the top-three appointed leaders at Wisconsin’s labor department, a Senior Policy Advisor in the Office of Wisconsin Governor Jim Doyle, a Staff Economist at the White House Council of Economic Advisors, and Special Assistant to the President at the social policy research firm MDRC. A native of Milwaukee, Wisconsin, he has a B.A. in economics from Swarthmore College, an M.P.P. from the Harvard Kennedy School, and a Ph.D. in public policy from Harvard University. He is a fellow of the National Academy of Public Administration.
Andrew Feldman is a director in the public sector practice at Grant Thornton. He also hosts the Gov Innovator podcast, with more than 160 interviews for results-focused leaders. His previous roles include a Visiting Fellow at the Brookings Institution, Special Advisor for Evidence-Based Policy at the U.S. Department of Education, a Special Advisor on the Evidence Team at the White House Office of Management, one of the top-three appointed leaders at Wisconsin’s labor department, a Senior Policy Advisor in the Office of Wisconsin Governor Jim Doyle, a Staff Economist at the White House Council of Economic Advisors, and Special Assistant to the President at the social policy research firm MDRC. A native of Milwaukee, Wisconsin, he has a B.A. in economics from Swarthmore College, an M.P.P. from the Harvard Kennedy School, and a Ph.D. in public policy from Harvard University. He is a fellow of the National Academy of Public Administration.
Management

The Evidence-Based Policy Revolution Waiting to Happen

Government decision makers need to know more than whether a program works. They also need to know whether it's cost-effective.

  • Andrew Feldman and Rebecca Maynard
Management

Creating the Foundation for Building an Agency Culture That Values Evidence

Here are six ideas to help you focus on what’s doable.

  • Andrew Feldman
Management

Why Your Agency Should Have an Evaluation Policy Now

It’s necessary to comply with the Evidence Act, but it also provides a critical foundation for making the most out of the new law.

  • Andrew Feldman
Management

The Opportunity Agencies Should Seize

Federal agencies are now required to produce learning agendas. Here’s how to make them useful.

  • Andrew Feldman
Management

Think Government Can’t Do Anything Quickly and Cheaply? Think Again.

Looking to build a “test, learn and adapt” culture, federal agencies have conducted dozens of rapid, low-cost experiments over the last few years.

  • Andrew Feldman
Management

How to Build a Learning Culture Within Your Agency

Borrow a technique from improv comedy: Think “Yes, and…”

  • Andrew Feldman
Management

The Missing Piece in OMB’s Push for High-Value Government

The administration should seize the opportunity to catalyze high-value work at all levels of government.

  • Andrew Feldman and Kathy Stack
Featured eBooks
Life After Government
Artificial Intelligence in Action
Cyber in the Era of Great Power Competition
Management

Social Science? Data Science? Evidence-Based Government Needs Both

Results-focused leaders need to get savvy about both if they want to catalyze a culture of continuous improvement.

  • Andrew Feldman
Management

What Government’s Broken Strategic Planning Needs: Evidence

Instead of trying to create the perfect strategic plan, agencies should aim to get better at learning what works.

  • Andrew Feldman
Management

OMB Wants To Strengthen a Learning Culture in Government

That’s a good thing.

  • Andrew Feldman and Nick Hart
Management

What Government Really Can Learn from Business

Some agencies have begun to embrace disciplined innovation; others should follow.

  • Andrew Feldman and Jim Manzi
Management

For High-Performance Government, Deputy Secretaries Need to Act Like Chief Operating Officers

There is no substitute for a top leader’s focused attention—not memos from the executive suite, orders from OMB, or hearings by Congress.

  • Seth Harris and Andrew Feldman
Management

Is Your Agency Ready for New Evidence-Based Policy Tools?

The goal is to strengthen a culture of learning and improvement.

  • Robert Shea and Andrew Feldman
Management

Fighting the Opioid Epidemic with Evidence and Innovation

How Congress and the Health and Human Services Department can reduce opioid-related deaths.

  • Andrew Feldman, Richard Frank and Christopher Spera
Featured eBooks
Life After Government
Artificial Intelligence in Action
Cyber in the Era of Great Power Competition
Management

It’s Time To Bust Some Myths About How States Can Use Federal Funds

Agencies could help governors, mayors and other local leaders address pressing social issues by clearing up misunderstandings.

  • Andrew Feldman and Thaddeus Ferber
Management

Agencies Need to Get Savvy About Low-Cost Program Evaluation

It’s more important than ever to get the most impact from every program dollar.

  • Andrew Feldman and Benjamin Castleman
Management

Here’s Something We Can All Agree On: Agencies Need to Deliver Results

In a time of superheated politics, a focus on government performance is especially important.

  • Seth Harris and Andrew Feldman