Improvement

 

Improvement

Working to Transform Your Organization

Monday, January 1st, 2001 - 13:00
A part of the larger report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," this essay, "Working to Transform Your Organization," describes how political appointees can successfully transform organizations. Four organizations were chosen as case studies and eight common lessons emerged about how leaders successfully undertake large-scale transformation initiatives.

Measuring the Performance in E-Government

Monday, January 1st, 2001 - 13:00
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

Implementing Alternative Sourcing Strategies: Four Case Studies

Monday, January 1st, 2001 - 13:00
Four case studies highlight how organizations have implemented outsourcing, competitive sourcing, and public-private partnerships to achieve savings and better performance. First is NASA's initiative to outsource its computer desktop maintenance to the private sector. The second illustrates the use of competitive sourcing by the IRS as part of its effort to modernize. The third, Offutt Air Force Base's decision to compete more than 1,500 positions, is an example of the military’s efforts to shift more active duty personnel from support to combat-oriented positions.

The Promise of E-Learning In Africa: The Potential for Public-Private Partnerships

Monday, January 1st, 2001 - 13:00
This project examines the contribution that e-learning and public-private partnerships have made and can make in Africa. A quantum leap in education is required in order for Africa to attain the target of universal primary education by 2015, meet the burgeoning demands for access to secondary education and deliver the appropriate education and training for post-secondary student to enter the knowledge-economy. Technology and E-Government

Government Management of Information Mega-Technology: Lessons from the Internal Revenue Service’s Tax Systems Modernization

Monday, January 1st, 2001 - 13:00
Author(s): 
This report provides a history of computer modernization efforts by the Internal Revenue Service (IRS), beginning with the initial Tax Systems Modernization project and ending with the current initiative. The study reviews the many hurdles faced by the IRS, highlighting those obstacles related to legislative constraints, bureaucratic entanglements, political complexities, civil service restrictions, and contracting and procurement requirements. Innovation

Human Capital 2002

Monday, January 1st, 2001 - 13:00
This book provides eight studies on the "state" of human capital in government today. Carol Chetkovich discusses the challenge of recruiting the best and the brightest to government. Hal G. Rainey describes how four federal agencies are using special authorities to "win the war for talent." Ray Blunt presents two studies on how government can better develop its future leaders. Michael D. Serlin describes the need for increased mobility among federal executives and presents case studies of six leaders who exemplified mobility throughout their careers.

The Baltimore CitiStat Program: Performance and Accountability

Monday, January 1st, 2001 - 13:00
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

Collaboration: Using Networks and Partnerships

Monday, January 1st, 2001 - 13:00
As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration--within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are.

Transforming Government: Dan Goldin and the Remaking of NASA

Monday, January 1st, 2001 - 13:00
Author(s): 
This report provides a case study of a leading change agent, Daniel Goldin, Administrator of NASA. Goldin has been a change agent in an extremely austere and political environment. The study examines how Goldin initiated and carried through an organizational change process. Specifically, the report discusses how Goldin met his goals, where he fell short, and the lessons learned from his strategies and approach to change. Organizational Transformation

Human Capital 2004

Monday, January 1st, 2001 - 13:00
After explaining the role of human capital management and its inherent challenges, the book is divided into two parts, each presenting compelling case studies. The first part explores the workplace challenges. Here the challenge is that of building a workplace, supported by an effective, streamlined personnel system, that promotes top performance. Case studies analyze the IRS, USAID, USPS, and civil service reform in Texas, Georgia, and Florida. The second challenge to human capital management relates to people. The challenge here is getting the most from people.