Organization design

In August 2007, five urban regions were selected by the USDOTSDOT to participate in a path-breaking federal transportation initiative. Known as the Urban Partnership program, the initiative funded a total of $1.1 billion in grants for integrated transit, highway pricing, technology, and telecommuting strategies aimed at reducing traffic congestion in major urban areas. The Minneapolis - St. Paul region was selected to receive one of the five grants.

Professors Cassell and Hoffmann observe that the public debate to date over the Troubled Asset Relief Program (TARP) has focused primarily on the policy issues involved, with significantly less attention paid to operational issues. Their report focuses on the challenges the federal government now faces in implementing a series of financial relief programs. To gain insight into how the federal government might act upon these operational challenges, they took an historical look at how the federal government responded to previous financial crises.

Jonathan Walters' report chronicles the Department of Veterans Affairs' (VA) efforts to realign and centralize its information technology activities. Describing it as an "ambitious, audacious and arduous crusade," Walters makes it very clear that this is still very much a work in progress. There are significant hurdles ahead and certain significant adjustments will no doubt need to be made for this ambitious undertaking to be ultimately implemented and sustained by the VA.

The Department of Defense launched an ambitious effort to transform its vast network of back office mission support systems in 2001. It has since invested large amounts of funding in the effort. What progress has been achieved to date? What has been its impact? This report provides answers and insights into these questions as it assesses the progress of this effort.

There has been a longstanding recognition that the federal government does not have enough employees with the requisite skills to meet every agency need. Agencies obtain real advantages in employing contractors that can offer specialized skills to handle short-term requirements. Moreover, using a competitive selection process helps to bring both efficiency and innovation to address government needs.

The success of the Incident Command System (ICS) as a hierarchical-network organizational model in emergencies such as forest fires led to its being designated by the federal government as the preferred approach for responding to emergencies. However, it seemingly failed in the response to Hurricane Katrina. Professor Moynihan examines the Katrina case, as well as others, and identifies the conditions under which the ICS approach can be successful.

As the administration and Congress take actions to address the immediate financial crisis, determining how to place the government's response on a stronger organizational footing is a key step to reducing the likelihood that the nation will experience a similar financial crisis in the future. In his report, Stanton points out the need to address past policies' inconsistencies, lack of transparency, and shortcomings in organizational capacity. In order to do so, he recommends a number of steps to:

Government, like the private sector, is now beginning to tap into and deploy the resources of organizations and individuals in other sectors to develop and create innovations, such as new ways to deliver public services.

Learn how agencies can put in place or enhance core processes to make the acquistion functions operate as effectively as possible.

This report presents findings about the organizational structure, processes, and tools that surround planning and resource allocation for homeland security in the executive branch and Congress. The author explores problems with today's arrangements and offers recommendations for consideration by the next president and the next Congress. Improving planning and resource allocation can help leaders establish control over priorities by strengthening the links between strategies and budgets.