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

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

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

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

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

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

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

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

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

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

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

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

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

Managing Workfare: The Case of the Work Experience Program in the New York City Parks Department

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

This report examines the implementation of welfare reform in the United States, specifically in New York City. In the future, many local governments will be faced with the challenge and opportunities presented by the presence of former welfare recipients in the workforce. New York City has the largest local workfare population in the United States, and the New York City Parks Department manages one of the city's largest Work Experience Program (WEP) workforces. Innovation

 

Managing the New Multipurpose, Multidiscipline University Research Center: Institutional Innovation in the Academic Community

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

One of the most dramatic changes in U.S. policy in decades, largely undocumented, is the gradual shift from funding individual projects to funding science centers. This study includes historical analysis of the evolution of science centers, focusing on the new (post-1975) science and technology centers and explores what are the management imperatives resulting from this new mode of organizing scientific research. nsf, national science foundationCollaboration: Networks and Partnerships

 

Managing Telecommuting in the Federal Government: An Interim Report

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

This report analyzes and evaluates telecommuting in the public sector. It focuses on two federal agencies to describe the implementation and management of telecommuting. The results are recommendations of best practices and suggestions for improvement for telecommuting in the public sector. Human Capital Management

 

Managing Outcomes: Milestone Contracting in Oklahoma

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

This report documents examples of milestone contracting between public agencies and social service nonprofit agencies, with a particular focus on a recent innovation in Oklahoma's way of managing its contracts with nonprofit organizations. Oklahoma's milestone contracting specifies a series of distinct and critical achievements and confers payment for a set of collaboratively defined programmatic results. This approach is explored in greater detail by examining Oklahoma's approach, while also thinking through a full range of potential uses of this emerging contract system.

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