The Challenge of Managing Across Boundaries: The Case of the Office of the Secretary in the U.S. Department of Health and Human Services

Submitted by on Thu, 03/12/2009 - 20:00

Since its creation in 1953 as an amalgam of several existing agencies, the U.S. Department of Health and Human Services (originally the Department of Health, Education and Welfare) has struggled to find the appropriate balance between centralized functions in the Office of the Secretary and autonomy to the various agencies and bureaus contained within its boundaries. Over the years, the pendulum has swung back and forth between emphasis on centralization and decentralization.

The Challenge of Developing Cross-Agency Measures: A Case Study of the Office of National Drug Control Policy

Submitted by on Thu, 03/12/2009 - 20:00

This report presents a case-study of the Office of National Drug Control Policy’s development and implementation of a performance measures system. The study examines how the agency moved to a system of accountability linked to program resources and offers insight into the challenge of holding agencies accountable for programs that cut across organizational lines. Managing for Performance and Results

The Challenge of Coordinating "Big Science"

Submitted by on Thu, 03/12/2009 - 20:00

Recent years have seen an increase in cross-agency research and development projects. These initiatives are large and significant in national policy. They include: information technology, nanotechnology, climate change, global change, and bioterrorism. For example, global change has grown to involve eighteen federal agencies and departments, including entities within the executive office of the president. The aim of these and other interagency programs is to draw on the special skills of each organization and weave them into a whole that is greater than the sum of the parts.

The Baltimore CitiStat Program: Performance and Accountability

Submitted by on Thu, 03/12/2009 - 20:00

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

The Auction Model: How the Public Sector Can Leverage the Power of E-Commerce through Dynamic Pricing

Submitted by on Thu, 03/12/2009 - 20:00

This report explores the vast potential that online auctions present for policy-makers and executives at all levels of government. The study focuses on how the auction model and dynamic pricing can reinvent the way in which government units execute purchasing, disposal of surplus, obsolete, or seized property, and internal allocation of resources. The report examines both the theoretical concepts that will drive government's involvement in online auctions, as well as practical application methods for implementing the auction model.

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

Submitted by on Thu, 03/12/2009 - 20:00

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.

Strategies for Using State Information: Measuring and Improving Performance

Submitted by on Thu, 03/12/2009 - 20:00

This report examines how federal agencies should adapt their activities now that all federal agencies and most states are moving to results-focused management, especially in the context of technology advances that make public access to and analysis of performance information more affordable. The study creates a vision for how federal agencies can use performance measures more effectively to motivate performance improvements and enhance public accountability of state programs.Managing for Performance and Results

Staying the Course: The Use of Performance Measurement in State Governments

Submitted by on Thu, 03/12/2009 - 20:00

This report provides an overview of performance management at the state level, and how state budgeting systems have evolved to now incorporate measurement of program activities and results. It describes why performance initiatives continue to be touted by both legislatures and central management in the states. The report describes which components of performance measurement and performance-related initiatives have been most useful in the states. The authors also identify key trends.

State Web Portals: Delivering and Financing E-Service

Submitted by on Thu, 03/12/2009 - 20:00

This report investigates how state governments can add value to their web portals by including relevant content and services, and by strategically positioning their websites. The study characterizes state government portals and investigates current and future plans for electronic service delivery via the World Wide Web. Technology and E-Government

State Government E-Procurement in the Information Age: Issues, Practices, and Trends

Submitted by on Thu, 03/12/2009 - 20:00

This report seeks to understand how Information Technology (IT) contributes to the effectiveness of state procurement management and to increase knowledge to improve future applications of IT in state and local government procurement management systems. Technology and E-Government

 

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