The Procurement Partnership Model: Moving to a Team-Based Approach

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

The emerging partnership model of procurement is characterized by team-based approaches, new contracting vehicles, an outcome orientation, and increased emphasis on open communication and due diligence.This report describes the strategies that have worked for both achieving results and ensuring accountability. The report also outlines what still needs to be done to see these successful approaches utilized more widely in the procurement process. Contracting

The President's Management Council: An Important Management Innovation

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

In 1993, the President's Management Council (PMC) was created. The PMC consists primarily of the deputy secretaries of each federal departemnt. The PMC served as the coordinating body for the administration's initiatives in management in government. In this report, the value of the PMC as a management innovation is assessed. The study is based on on-the-record inteviews with current and former Council members and is the the only study thus far of the PMC.

The Power of Frontline Workers in Transforming Government: The Upstate New York Veterans Healthcare Network

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

The project describes and analyzes how a government organization, providing services within the ongoing constraints of bureaucratic routine, reduced funding and political influence and used the entrepreneurial capabilities of its workforce to navigate major strategic challenges successfully. The organization examined was a single health service network within the Veterans Health Administration (VHA), the Upstate New York Veterans Health Network, which allowed its work force to become more entrepreneurial and independent in performing their responsibilities.

The Potential of the Government Performance and Results Act as a Tool to Manage Third-Party Government

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

In 1993, Congress passed the Government Performance and Results Act (GPRA) which mandated federal agencies to develop strategic and performance plans. This report evaluates the implementation of GPRA across five federal health care agencies. The results is an analysis of how different policy tools in the different agencies effect performance goals, the way each does its respective business, and the connection between performance measures and program activity. Managing for Performance and Results

The Influence of Organzational Commitment on Officer Retention: A 12-Year Study of U.S. Army Officers

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

The goal of this report is to improve employee retention rates within the public sector by examining the longitudinal influence of organizational commitment on turnover intentions and actual turnover behavior. By determining the length of time it takes for organizational commitment to develop and the point at which it stabilizes within the employees' tenure in the organization, managers will have a better understanding of when and how organizational commitment develops. Human Capital Management

 

The Importance of Leadership: The Role of School Principals

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

This report examines how public school leaders affect change by transforming the environment and culture of schools, turning rule bound organizations, often more concerned with the needs of staff, into responsive organizations more concerned with student needs and performance. The study identifies high performing schools and conduct a series of interviews to understand the leadership tools and service delivery techniques that lead to higher performance.Leadership

The Defense Leadership Management Program: Taking Career Development Seriously

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

This project examines the implementation of the innovative Defense Leadership Management Program (DLAMP) and draws conclusions about its strengths and weaknesses. DLAMP is an innovation in the public sector's management of human resources and an attempt by the federal government to provide a program of systematic career development for it's civilian employees. Programs such as DLAMP are an important component of the public sector’s efforts to shore up its workforce for the challenges of the new century and make government service an attractive career option for generations to come.

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.

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