Federated Human Resource Management in the Federal Government: The Intelligence Community Model

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

The Intelligence Community developed a "federated" approach to its human capital system under the authority of the Intelligence Reform and Terrorism Prevention Act of 2004. This approach effectively balances the needs of the community with those of individual agencies. Unlike the traditional top-down approaches to policy development, the Office of the Director of National Intelligence worked closely with each of the 17 components of the Intelligence Community to agree upon a new human resource management framework.

Six Practical Steps to Improve Contracting

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

The IBM Center and George Mason University co-sponsored a series of breakfast seminars over the course of 2008 with a series of acquisition experts who constituted the Acquisition Reform Working Group. They believed that whoever won the election, contracting issues would be on the front burner. With the passage of the Stimulus Bill, having an effective federal contracting function will be critical to the success of the Bill.

Strengthening Government's Ability to Deal with the Financial Crisis

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

As the administration and Congress take actions to address the immediate financial crisis, determining how to place the government's response on a stronger organizational footing is a key step to reducing the likelihood that the nation will experience a similar financial crisis in the future. In his report, Stanton points out the need to address past policies' inconsistencies, lack of transparency, and shortcomings in organizational capacity. In order to do so, he recommends a number of steps to:

Moving Toward Outcome-Oriented Performance Measurement Systems

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

Public managers in communities across the country are under increasing pressure by the public to report on the outcomes and results of their programs. With both internal and external demands for information, public managers not only need to provide an accounting of resources expended and services provided, but also report on performance and outcomes.

Getting It Done: A Guide for Government Executives

Submitted by on Fri, 10/10/2008 - 00:00

This book has been written for those who have answered the call to public service. We greatly appreciate their willingness to work on the nation’s greatest problems.

The Operator's Manual for the New Administration

Submitted by on Sat, 07/12/2008 - 13:47

The Operator's Manual is a guide of how government works and how to make it work to advance policy goals and objectives. We present, in brief and simple terms, descriptions of the most important tools and levers that executives can use to advance agency goals and the president's agenda. This Manual will help executives understand the terrain of government, become familiar with the terms and lingo used inside agencies, and know how to effectively use the tools of government.

Integrating Performance and Budgets

Submitted by on Fri, 01/19/2007 - 12:55

Governments are under increasing pressure to produce—and to demonstrate—results in terms of their mission. Over the last decade, countries around the world have undertaken reforms with the aim of improving the relevance and effectiveness of public services and the quality of public sector management. Integrating Performance and Budgets showcases attempts by federal and state governments, as well as a mix of developed and developing countries, to introduce performance or results-oriented budgeting and management as a means to support better decision making and accountability.

Competition, Choice, and Incentives in Government Programs

Submitted by on Mon, 06/19/2006 - 00:00

Since the 1980s, the language used around market-based government has muddied its meaning and polarized its proponents and critics, making the topic politicized and controversial. Competition, Choice, and Incentives in Government Programs hopes to reframe competing views of market-based government so it is seen not as an ideology but rather as a fact-based set of approaches for managing government services and programs more efficiently and effectively.

Learning the Ropes: Insights for Political Appointees

Submitted by on Sun, 05/15/2005 - 00:00

Learning the Ropes: Insights for Political Appointees is geared to providing helpful advice to new political appointees on a variety of topics related to the challenge of managing in government. Chapter two by Judith Michaels presents key lessons learned from two surveys of previous political appointees, as well as personal interviews with nearly 50 former political executives from both Democratic and Republican administrations.

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