Improvement

 

Improvement

Supercharging the Employment Agency: An Investigation of the Use of Information and Communication Technology to Improve the Service of State Employment Agencies

Monday, January 1st, 2001 - 13:00
Author(s): 
This report determines critical challenges facing state employment agencies with regard to their use of communications and information technologies and identifies current best practices that address these challenges. When information and communications technologies are effectively transferred into employment commission functions, the possibility exists to radically improve commission service while at the same time reducing the costs of agency operations.

Modernizing Human Resources at the Internal Revenue Service

Monday, January 1st, 2001 - 13:00
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.

Transforming Government: The Renewal and Revitalization of the Federal Emergency Management Agency

Monday, January 1st, 2001 - 13:00
Author(s): 
This report investigates the effectiveness and efficiency of the disaster assistance programs of the Federal Emergency Management Agency (FEMA). In particular, the study explores the evolution of disaster management from the Bush Administration to the Clinton Administration and compares FEMA responses to Hurricane Hugo and Hurricane Andrew with agency responses to more recent disaster such as the Northridge Earthquake. Organizational Transformation

Designing Competitive Bidding for Medicare

Monday, January 1st, 2001 - 13:00
This report provides a case study of how one government agency--the Centers for Medicare & Medicaid Services (CMS) in the U.S. Department of Health and Human Services--has been mandated by Congress to begin competitive bidding in 2006. The mandated bidding process is a market-based approach to setting payments for the managed-care portion of Medicare. The report describes the basic features of any competitive bidding process, and outlines lessons from three systems of competitively bidding healthcare markets by the U.S.

Creating a Culture of Innovation:10 Lessons from America's Best Run City

Monday, January 1st, 2001 - 13:00
This report explores how managers create a culture of innovation through a comprehensive case study of Phoenix, Arizona, which has been consistently recognized as the best run city in America. Through interviews with Phoenix’s mayor and department heads in city government, themes are developed on creating a culture of change, encouraging responsible risk-taking, and undertaking public entrepreneurship. The study also provides recommendations for other managers who are focused on change and innovation within their organization. Innovation

Linking Performance and Budgeting: Opportunities in the Federal Budget Process

Monday, January 1st, 2001 - 13:00
Author(s): 
This report presents an overview and history of performance budgeting in the federal government. Professor Joyce presents a comprehensive view of how performance information can be used at the various stages of the budget process: preparation, approval, execution, and audit and evaluation.

Transforming Government: Creating the New Defense Procurement System

Monday, January 1st, 2001 - 13:00
Author(s): 
This report focuses on the government leaders within the Pentagon and the White House who transformed the weapons procurement process from a rule-bound, inflexible, and inefficient system to a more subjective, cost-effective, and innovative public acquisition process. The study seeks to discover how these public sector leaders injected private sector business methodologies into the traditional federal bureaucracy and offers an illustration of how this government team exemplified leading widespread change and instilling innovation. Organizational Transformation

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

Monday, January 1st, 2001 - 13:00
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

A Learning-Based Approach to Leading Change

Monday, January 1st, 2001 - 13:00
Author(s): 
This report examines the experiences of five federal agencies which are currently running focused initiatives to apply the tools, principles and perspectives of organizational learning. As a program assessment, this study addresses the successes and failures of organizational learning based on these five case studies, and presents these findings to the community at-large. Human Capital Management

Government Reorganization: Strategies and Tools to Get It Done

Monday, January 1st, 2001 - 13:00
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.