Organization design

This report introduces the Seven-Step Workforce Planning model, which provides a sound framework for understanding the basic elements of workforce planning. The model incorporates workforce planning concepts from two organizations: the International Public Management Association for Human Resources and the Office of Personnel Management.

Tom Stanton's report focuses on the delivery of emergency financial benefits, such as pensions, Social Security, and Temporary Assistance for Needy Families, as well as payments relating to the disaster such as emergency food stamps, unemployment insurance, and emergency cash assistance.

Professor Oster examines air traffic control systems in Canada and the United Kingdom to see whether their experience with funding capital investments might be applicable to the United States. Both Canada and the United Kingdom have converted to private sector operating models for their air traffic control systems.

So, what happens next? The next president will face a very different set of management challenges from the ones that confronted the current president when he took office. Can we begin to predict and start preparing to respond to these challenges? That is the task that Dr. Kettl took on, through our encouragement, using his insightful essay in Part I of this report to promote discussion during a two-day forum that the IBM Center for The Business of Government convened this past summer.

This report is based on research conducted by the Organisation for Economic Cooperation and Development (OECD), including site visits, interviews, and two major OECD conferences. The report focuses on key design and implementation issues for three principal market-type mechanisms used to provide public services in OECD countries: (1) outsourcing, (2) public-private partnerships, and (3) vouchers.

The authors present an honest description of the transformation of the GAO. The report openly discusses challenges faced and overcome, mistakes made, and lessons learned. It challenges the reader to think broadly about human capital management as a driver for organizational transformation and what it can mean for the public sector as a whole. Like the Government Accountability Office, other public and private organizations have also successfully used human capital management to transform their organizations. Three keys appear to be essential to such transformation.

This research reviews a highly successful model of network collaboration that contained the outbreak of Exotic Newcastle disease, (a highly contagious disease among poultry), in California in 2002. The success of the effort was in part the result of the incident management system approach taken, a model of collaboration broadly applicable to all infrequent emergency situations. disaster preparedness, disease, contagious, fatal, public emergency, emergencies, california, caCollaboration: Networks and Partnerships

This report was prepared to assist new political appointees as they enter the political world of Washington, D.C. The study is based on two surveys of previous political appointees, as well as personal interviews with nearly 50 former political executives from both Democratic and Republican administrations. Their experiences have been distilled into seven key lessons: turn to your careerists, partner with your political colleagues, remember the White house, collaborate with Congress, think media, pace yourself, and enjoy the job.

This report examines the experiences of five federal agencies which are currently running focused initiatives to apply the tools, principles and perspectives of organizational learning. As a program assessment, this study addresses the successes and failures of organizational learning based on these five case studies, and presents these findings to the community at-large. Human Capital Management

This paper describes the emerging implementation strategies of government in the twenty-first century. The first section describes three models of government available to policy makers who believe that the bureaucratic model cannot solve the problems at hand: Reinvented Government, Government by Network and Government by Market. Reinvented Government is government shorn of many public sector trappings and geared towards performance.