Improvement

Government, like the private sector, is now beginning to tap into and deploy the resources of organizations and individuals in other sectors to develop and create innovations, such as new ways to deliver public services.

Governments use analytics (often described as "business intelligence") to enable and drive their strategies and performance in an ever more volatile and turbulent environment. Analytics and fact-based decision making can make a powerful contribution to the achievement of government missions, just as they are now making to the accomplishment of corporate business objectives.

Dr. Behn prepared this report to summarize and present the questions most frequently posed to citiStat staff and to Mayor Martin O'Malley. The report explains how CitiStat should be viewed as a management strategy rather than a management system. When viewed as a management strategy, Dr. Behn argues, the program can be replicated and customized to each mayor's individual needs and priorities. A key insight is that there is no single, right approach as to how to develop a successful management performance and accountability structure.

This report reviews the history of performance management efforts within the federal government and discusses the successes, challenges, and failures over the years. In addition, the report offers insights from other performance management experiences in both public and private sector organizations. The authors describe differences between private and public sector performance management practices, as well as present a comparative analysis of corporate and non-corporate use of good management practices.

Since the passage of the government Performance and Results Act of 1993, there has been increased interest in the federal government on improving service delivery and delivering results. Dr. Maleyeff’s report is a comprehensive review of how public sector managers can use Lean Six Sigma to improve the execution and delivery of results. Dr.

This report focuses on the procurement function within higher education. Since universities are spending billions of dollars on a range of goods and services, it seemed prudent to conduct a benchmarking study of procurement practices across a broad range of colleges and universities. This study seeks to uncover leading practices that colleges and universities across the nation, as well as other nonprofit organizations, may consider adopting as they wrestle with common financial challenges.

Boeltzig and Pilling identified specific groups of people who typically are not connected to the Internet and examined the circumstances of each - rural, poor, disabled, seniors, and ethnic minorities. They focused on how these groups of people, such as homebound individuals, could benefit most from using online government services. They also identified technical as well as social barriers that limit access. Their recommendations are aimed at both increasing access for these targeted groups and increasing use by individuals in the targeted groups.

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.