The Quest to Become One

This report examines the efforts by three federal organizations--the Department of Veterans Affairs, the Department of Transportation, and the National Aeronautics and Space Administration--to change the behavior of those within the organization to move in greater concert toward the achievement of organizational goals. The three initiatives--One VA, ONE DOT, and One NASA--were each unique and faced distinct challenges. The report examines what it means for a federal organization to become "one," the hurdles each agency faced, and which strategies appear to work well.

Pay for Performance: A Guide for Federal Managers

This report provides timely advice to federal managers involved in the planning and implementation of pay-for-performance systems. It examines arguments for and against pay for performance, reviews various approaches to pay for performance, and discusses the challenge of implementing such systems. It also provides a framework for developing and evaluating specific pay-for-performance policies and management practices.

Performance Management for Political Executives: A 'Start Where You Are, Use What You Have' Guide

Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance Efforts

The project describes how performance measures and monitoring processes influence the collaborative processes used to develop and implement watershed management programs. ca, california, fl, florida, nv, nevada, or, oregon Collaboration: Networks and Partnerships, Green

Corporate Strategic Planning in Government: Lessons from the United States Air Force

This report analyzees and evaluates corporate strategic planning employed by the United States Air Force. The study covers the legacy left by the inception of corporate strategic planning in the Air Force in 1994 and identifies how the current leaders are adapting to the dynamic world. Strategic Thinking

Efficiency Counts: Developing the Capacity to Manage Costs at the Air Force Material Command

This report presents research on the Air Force Materiel Command’s experience in which a significant, if partial, transformation of expenditure planning and financial management rules and routines occurred within a period of fewer than three years. Financial ManagementOrganizational Transformation

Financial Risk Management in the Federal Government: Overview, Practice, and Recommendations

This report examines the role of financial risk management techniques in government. The goal of this study is to determine which private sector financial risk management techniques are best suited for government adoption. In addition, the report examines the common traits of successful financial risk management adoptions in government, and develops a series of recommendations that will serve as a guide for both agencies and oversight bodies.Financial Management

How Federal Programs Use Outcome Information: Opportunities for Federal Managers

A major purpose of the outcome information called for under the Government Performance and Results Act (GPRA) is that it be used by federal programs to help them improve the effectiveness of their services. It is widely recognized, however, that thus far the major thrust of agency GPRA outcome measurement efforts have been to respond to the Office of Management and Budget and Congressional requirement, not for internal service-improvement use.

Implementing State Contracts for Social Services: An Assessment of the Kansas Experience

This report examines how the State of Kansas, like many other states, is reconsidering the structure of service delivery for many of its social welfare programs. Like other states, Kansas has opted to "privatize" or contract several components of its social welfare services. In the areas of Medicaid and welfare program, Kansas has been very aggressive in examining the possibilities of alternative service delivery strategies. The study examines contracting for case management services in the Medicaid program. Missions and Programs

IT Outsourcing: A Primer for Public Managers

This report assesses the potential of using application service providers (ASPs) for improving the efficiency and effectiveness of public information and service delivery. Renting application services allows government to use the most advanced applications and technology at an affordable rate. ASPs address such e-government challenges such as lack of technology-trained staff, capital investment, implementation and maintenance, and uncertainty associated with fast-pace technological changes. Market-Based Government