Accountability

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Accountability

Modernizing Human Resources at the Internal Revenue Service

Monday, January 1st, 2001 - 14:00
This project describes the many human resource innovations that have taken place in the Internal Revenue Service over the past five years. Organizational human resource innovations include splitting the personnel function in IRS into three parts: the Office of Strategic Human Resource Management, agency-wide Shared Services, and "embedded" human resource units in each of the major operating divisions. This project also describes the use of broadbanding at the IRS.

The Procurement Partnership Model: Moving to a Team-Based Approach

Monday, January 1st, 2001 - 14:00
Author(s): 
The emerging partnership model of procurement is characterized by team-based approaches, new contracting vehicles, an outcome orientation, and increased emphasis on open communication and due diligence.This report describes the strategies that have worked for both achieving results and ensuring accountability. The report also outlines what still needs to be done to see these successful approaches utilized more widely in the procurement process. Contracting

Transborder Service Systems: Pathways for Innovation or Threats to Accountability?

Monday, January 1st, 2001 - 14:00
Author(s): 
This report describes the emergence of contracts that cross local borders. One example is Edison Schools, which is now the country’s leading private manager of public schools, operating 136 schools in 22 states. Another example is Maximus Incorporate that operates social service programs in all 50 states, 49 of the fifty largest cities, and 27 of the thirty largest counties. A third example includes the construction of the new Cross Israel Highway that is led by the Canadian Highways Infrastructure Corporation.

Public-Private Strategic Partnerships: The U.S. Postal Service-Federal Express Alliance

Monday, January 1st, 2001 - 14:00
Author(s): 
In recent years, postal services around the world have been transformed, adopting private sector operational modes and efficiencies. Services have acquired for-profit firms in delivery, logistics and freight forwarding, or established strategic alliances with them. This project reviews government and for profit postal operation alliances around the world to identify the best practices to guide future alliances. usps, postal service, federal express, Collaboration: Networks and Partnerships

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

Monday, January 1st, 2001 - 14:00
Author(s): 
This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

The Baltimore CitiStat Program: Performance and Accountability

Monday, January 1st, 2001 - 14:00
Author(s): 
This project examines managing for results through Baltimore’s CitiStat program in housing and community development, particularly as the city attempts to orchestrate its performance goals, objectives, and outcome measures with those federal and state agencies funding municipal programs. md, maryland Managing for Performance and Results

Results of the Government Leadership Survey

Monday, January 1st, 2001 - 14:00
Author(s): 
Will the federal government be able to recruit and retain employees with the qualities needed for leaders in the future? To help answer that question, the IBM Center for The Business of Government surveyed career and noncareer members of the federal Senior Executive Service (SES). Survey results showed that federal executives have a new vision of leadership and think that changes in current leadership systems will help make the vision a reality. Human Capital ManagementLeadership

Making Performance-Based Contracting Perform: What Federal Departments and Agencies Can Learn From State and Local Governments

Monday, January 1st, 2001 - 14:00
Author(s): 
This report identifies several best practices of performance-based contracting for general government services (excluding health and human services). The best practices are used to construct several case studies demonstrating the creative combination of output, quality and outcome performance standards and, payment mechanisms to influence contracting behavior. Contracting

Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance Efforts

Monday, January 1st, 2001 - 14:00
Author(s): 
The project describes how performance measures and monitoring processes influence the collaborative processes used to develop and implement watershed management programs. ca, california, fl, florida, nv, nevada, or, oregon Collaboration: Networks and Partnerships, Green

Entrepreneurial Government: Bureaucrats as Businesspeople

Monday, January 1st, 2001 - 14:00
Author(s): 
This report examines the story of a hardy group of civil servants who are moving away from stodgy, stovepiped, red-tape-ridden bureaucracies to create new business that are in some cases good enough to beat private companies competing for government contracts. These programs -an amalgam of franchise operations, revolving fund reimbursable services, multi-agency contract operators and fee-based service providers- offer lessons for a government determined to run with the efficiency and effectiveness of business. Innovation