Everybody knows federal agencies are brain-dead leviathans.
Everybody knows that the watchword of federal management is "that's
the way we've always done it." Everybody knows that any creativity
within American government shows up only in the cities and states.
Everybody's wrong. In 1995 the Ford Foundation's annual "Innovation
in American Government" award competition was opened up to federal
candidates and a third of the winners since then have been federal
institutions. This book profiles the 14 federal award winners from
1995 to 1998 and challenges the conventional wisdom about the
federal bureaucracy's capacity to adapt. Examples include the
Consumer Product Safety Commission, which figured out how to
identify and act upon business and government's shared stake in
keeping dangerous products out of consumers' hands; and the Wage
and Hour inspectors in the Labor Department, who deployed market
leverage to put pressure on the garment-industry scofflaws whose
sweatshops had evaded conventional enforcement. The stories show
how pressure, promises, and professional pride can galvanize
federal managers and front-line workers to overcome what are
admittedly imposing impediments to change, and persevere with new
ways to deliver on their missions. And they illustrate the
unfashionable truth that innovation is within Washington's
repertoire after all. Copublished with the Council for Excellence
in Government
General
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