Managing "Big Science:" A Case Study of the Human Genome Project

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

This report reviews the history of management of the National Human Genome Project at the National Institutes of Health, the federal government's largest science project since the National Aeronautics and Space Administration's Apollo Project. The Human Genome Project involved scientists around the world "working around the clock" for over 15 years. The study focuses on Project Director Francis Collins, who has overseen the successful completion of several of the Genome Project's goals.

Making Public Sector Mergers Work

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

Mergers and consolidations of government agencies and departments raise significant policy and management dilemmas for public sector leaders. This research project examines the theory and practice of public sector mergers at the federal and state levels with two main goals: (1) to provide broad guidance to policy makers on how to analyze proposed mergers, (2) give practical advice to agency and department managers on how to respond to the many challenges created when several independent public organizations suddenly become one.

Making Performance-Based Contracting Perform: What Federal Departments and Agencies Can Learn From State and Local Governments

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

This report identifies several best practices of performance-based contracting for general government services (excluding health and human services). The best practices are used to construct several case studies demonstrating the creative combination of output, quality and outcome performance standards and, payment mechanisms to influence contracting behavior. Contracting

 

Linking Performance and Budgeting: Opportunities in the Federal Budget Process

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

This report presents an overview and history of performance budgeting in the federal government. Professor Joyce presents a comprehensive view of how performance information can be used at the various stages of the budget process: preparation, approval, execution, and audit and evaluation.

Life after Civil Service Reform: The Texas, Georgia, and Florida Experiences

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

As with the federal government, states and local governments are examining alternatives to the traditional civil service system. This report examines civil service reform programs in Texas, Georgia, and Florida. Human Capital Management

Leveraging Technology in the Service of Diplomacy: Innovation in the Department of State

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

This report focuses on seeking out examples of information technology applications that advance the practice of diplomacy. Best practices in government agencies, international organizations and foreign ministries of other countries are highlighted. Technology and E-Government

Leveraging Networks: A Guide for Public Managers Working Across Organizations

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

This project examines the changing operational challenges faced by today’s public managers as they participate in collaborative undertakings with other governments and the nongovernmental sector. The lessons are derived from experiences in several Midwestern states, where many established networks operate. Collaboration: Networks and PartnershipsMissions and Programs

 

Leveraging Networks to Meet National Goals: FEMA and the Safe Construction Networks

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

This report analyzes the Federal Emergency Management Agency's (FEMA) work with the private sector in implementing FEMA's goals via public-private partnerships. The project includes an assessment of FEMA's Project Impact Program. The objective of the study is to assess and compare the achievement of national policy goals through private sector partnerhsip programs. Collaboration: Networks and PartnershipsMissions and Programs

 

Leadership for Change: Case Studies in American Local Government

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

This report profiles three outstanding local government executives – Robert O’Neill, Jan Perkins, and Phil Penland -- who have served in various local governments over the years. The study profiles the change activities of these city/county managers as they have sought to transfer a set of values and a methodology for leading change into a new setting. Case studies are developed on the change activities of each of these managers, drawing out lessons from their experiences that might suggest a model of leading change in American local governments. Leadership

Labor-Management Partnerships: A New Approach to Collaborative Management

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

This report addresses the issues of privatization through a study of the Indianapolis privatization and labor-management partnership experience. The study verifies the success of the Indianapolois labor-management partnership and identifies the factors that led to its success. Through interviews with key participants, focus groups, survey research, and data analysis, a complete picture of the Indianapolis privatization and their labor-management experience is consolidated and a conceptual model of collaborative management for the public sector is developed and tested.

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