It is our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.
In 2009, the American Recovery and Reinvestment Act provided a one-time boost in spending to state and local governments of more than $275 billion which was distributed via 65 different new or existing federal programs.
The mission of the National Guard Bureau Joint Process Improvement Office is to create a culture of continuous improvement by deploying tools, training, and mentoring soldiers and airmen throughout the National Guard.
“Abracadabra,” “hocus-pocus” and “presto-chango” are clichéd magic words designed to deliver a variety of wishes to boys and girls in books. Sometimes they work, and sometimes they don’t, and sometimes they have perverse effects. The lesson, typically, is to be careful of what you wish for.
As with each edition, this issue of The Business of Government magazine has as its focus the core mission of the Center—connecting research to practice as a means to improve public management. We do this by bringing together insights and perspectives, blended with an equal measure of practicality and reflection, from an array of government leaders, public managers, thinkers, practitioners, and academics.
This guide offers ideas on how agencies can start closing the gaps between managers and staff, as well as tips on how to use the Staff/Manager Alignment Score to supplement and refine efforts to improve the workplace.
Big problems call for big solutions. And so, with the states mired in historically unpleasant fiscal times, many have decided they need to go far beyond Band-Aid solutions in favor of tourniquets and transplants.