Managing for Results 2005

The 'managing for results' movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes—through a series of case studies—the progress being made in federal, state, and local governments in managing for results.

Human Capital 2004

Governments today face a growing set of challenges around the recruitment, retention, and management of their workforces. In short, the job of government today is straightforward: getting the best from its biggest assets—its people. Getting the most from people and building a workplace that promotes top performance is a huge challenge—one that we call 'human capital management.' Human capital management is increasingly important in an environment where governments are trying to directly improve the performance of their organizations by increasing the 'outputs' of their people.

Collaboration: Using Networks and Partnerships

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration—within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are.

Transforming Government Supply Chain Management

World-class, commercial supply chain management standards are now exceptionally high. The best organizations measure order-to-receipt time in two days or less, with near perfect probability. This speed is backed up by nimble systems capable of rapidly responding to unexpected contingencies and surge requirements.

New Ways of Doing Business

This book is an invaluable guide to navigating the sometimes controversial changes taking place in the internal operations of government, the delivery of services to citizens, and the delivery of environmental programs. Possibly the most monumental change taking place in our modern government is the lessening allegiance to the old model of in-house, in-departmental performance of tasks.

The Procurement Revolution

The ninth book in the IBM Endowment Series on the Business of Government, The Procurement Revolution continues the tradition of timely and vital information dissemination the series has come to stand for. Focusing on the titular revolutionary changes the government has had and will have to make in its approach to procuring goods and services, this book strives to capture the creativity and energy that can and should be brought to government procurement.

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E-Government 2003

Provides in-depth case studies of the 'state' of e-government today. The book chronicles the 'early days' of e-government and presents a collective snapshot in time as to where governments - at the federal, state, and local levels - are today as they continue their march toward e-government. Editors Abramson and Morin present a comprehensive 'progress report' on e-government before a distinguished list of contributors discuss such varied topics as the quality of federal websites, technology and innovation in the State Department, online voting, and public-sector information security.

Leaders

Leaders provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. W. Henry Lambright describes how Dr. Francis Collins is leading the Human Genome Project at the National Institutes of Health. Norma Riccucci presents a case study of how Dr. Helene Gayle led the nation's fight against HIV/AIDS and other sexually transmitted diseases. Beryl Radin analyzes the leadership style of Donna Shalala at the Department of Health and Human Services. Robert B.

Human Capital 2002

Human Capital 2002 provides eight studies on the "state" of human capital in government today. Carol Chetkovich discusses the challenge of recruiting the best and the brightest to government. Hal G. Rainey describes how four federal agencies are using special authorities to "win the war for talent." Ray Blunt presents two studies on how government can better develop its future leaders. Michael D. Serlin describes the need for increased mobility among federal executives and presents case studies of six leaders who exemplified mobility throughout their careers.

Innovation

Innovation provides five in-depth studies on the "state" of innovation in government today. Jonathan Walters analyzes what he has learned from studying winners of the Ford Foundation/Kennedy School Innovations in Government awards program. Sandford Borins examines the five building blocks of innovation. Janet Vinzant Denhardt and Robert Denhardt tell us how Phoenix created a culture of innovation within city government. William Eimicke studied San Diego County, California to find out how innovative programs can be implemented in a large county government.

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