Accountability

 

Accountability

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

Government Reorganization: Strategies and Tools to Get It Done

Monday, January 1st, 2001 - 14:00
Author(s): 
This report provides various approaches to how government can undertake reorganization initiatives. It identifies four historical driving forces for reorganizations: to make government work better, to save money, to enhance power, and to address pressing problems. The report then examines four principal reorganization strategies that policy makers have used in the past: commissions, presidential reorganization authority, executive-branch reorganization staff, and congressional initiatives.

Corporate Strategic Planning in Government: Lessons from the United States Air Force

Monday, January 1st, 2001 - 14:00
Author(s): 
This report analyzees and evaluates corporate strategic planning employed by the United States Air Force. The study covers the legacy left by the inception of corporate strategic planning in the Air Force in 1994 and identifies how the current leaders are adapting to the dynamic world. Strategic Thinking

E-Reporting: Strengthening Democratic Accountability

Monday, January 1st, 2001 - 14:00
Author(s): 
This report traces the history of public reporting on government performance and how technology now allows government leaders to dramatically expand citizen access to government performance. Lee defines criteria for assessing how well federal, state, and local agencies report their performance to the public as well as provides examples of best practices to inspire government agencies at all level to move toward e-reporting. His findings and recommendations serve as a quick guide for public managers to assess their own reporting and how to emulate the best.

The Potential of the Government Performance and Results Act as a Tool to Manage Third-Party Government

Monday, January 1st, 2001 - 14:00
In 1993, Congress passed the Government Performance and Results Act (GPRA) which mandated federal agencies to develop strategic and performance plans. This report evaluates the implementation of GPRA across five federal health care agencies. The results is an analysis of how different policy tools in the different agencies effect performance goals, the way each does its respective business, and the connection between performance measures and program activity. Managing for Performance and Results

Measuring the Performance in E-Government

Monday, January 1st, 2001 - 14:00
Author(s): 
This project proposes to find and track current government use of performance measures for monitoring e-government performance at the local, state and federal levels. This information can then be used by other jurisdictions to aid in their own performance measurement efforts-- to the benefit of all e-government activities. minnesota, mississippi, texas, virginia Technology and E-Government