Preparing for Wireless and Mobile Technologies in Government

This report seeks to fill the gap that exists in understanding the technology readiness of the government workforce and the impact on leveraging wireless technology for e-government applications. Technology and E-Government

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

Performance Leadership: 11 Better Practices That Can Ratchet Up Performance

In the report, Professor Behn moves away from the conventional tenet of public administration to "make the managers manage." Instead, he offers an approach that encompasses eleven "better practices" that he has observed in use by successful public managers over the years. This approach focuses not on individual attributes and virtues, but rather on activities or practices which can spur improvements in program performance.

New Tools for Improving Government Regulation: An Assessment of Emissions Trading and Other Market-Based Regulatory Tools

This report examines the use of market-based regulatory tools by the U.S. Environmental Protection Agency and other federal and state regulatory agencies. These regulatory tools, including emissions trading programs and marketable permits and emission taxes, have been widely heralded as central to the next generation of regulatory laws and programs. They promise to dramatically reduce the cost of achieving environmental goals, giving regulated industries more flexibility, and integrating regulatory requirements into overall business goals.

Moving Toward Market-Based Government: The Changing Role of Government as the Provider

One of President Bush’s five management initiatives is competitive sourcing. The administration has established a goal that the federal government should competitively source 50% of all non-inherently governmental positions by 2005. To achieve this goal will require a major shift in the way government does its business. This project defines competitive sourcing and outsourcing, shows which situations are appropriate to use one or the other, and lists steps for successful implementation.

Moving Toward a More Capable Government: A Guide for Organizational Design

This important report serves as an excellent companion piece to another published report, “Applying 21st-Century Government to the Challenge of Homeland Security,” by Elaine C. Kamarck of Harvard University. The Stanton report examines the organizational dilemma frequently faced by government: when to create or restructure a government agency or instrumentality. The Kamarck report examines three new forms of government that do not involve the creation of new government organizations or instrumentalities: reinvented government, government by network, and government by market.

Moving to Public-Private Partnerships: Learning from Experience around the World

In recent years, many government agencies have sought new project delivery methods. Because of the many drawbacks to the traditional competitive bidding process, new procurement and project delivery methods have been sought.

This project examines new innovative techniques, such as the design-build-maintain (DBM) and the design-build-maintain-operation (DBMO) contracts. Civil infrastructure is used as a case study to illustrate innovative methods of contracting. Co

Modernizing Human Resources at the Internal Revenue Service

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.

Mediation at Work: Transforming Workplace Conflict at the United States Postal Service

This study addresses the history, implementation, management, institutionalization and evaluation of the world’s largest employment mediation program, the United States Postal Service’s REDRESS (Resolve Employment Disputes, Reach Equitable Solutions Swiftly) Program. Designed and implanted top-down as alternative dispute resolution for complaints of discrimination, it also served as a bottom-up method for changing how employees and supervisors handle conflict at work through its award-winning use of transformative mediation.


Measuring the Performance in E-Government

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