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The Operator's Manual for the New Administration explains how
government works and how to make it work to advance policy goals
and objectives. Bringing decades of experience in government
administration, the authors have identified eight key
tools-leadership, performance, people, money, contracting,
technology, innovation, and collaboration-that executives must
utilize in order to be successful.
Since the 1980s, the language used around market-based government
has muddied its meaning and polarized its proponents and critics,
making the topic politicized and controversial. Competition,
Choice, and Incentives in Government Programs hopes to reframe
competing views of market-based government so it is seen not as an
ideology but rather as a fact-based set of approaches for managing
government services and programs more efficiently and effectively.
Published in cooperation with IBM.
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. Part I increases our
understanding about the potential use of performance information in
government. It starts with a chapter on how government leaders can
overcome obstacles to using performance information. Another
chapter presents a comprehensive framework for tying performance to
the budget process. The book provides specific examples of how
performance information has been used to dramatically improve
program outcomes. Part II presents case studies on the use of
performance information to improve results in a range of federal
agencies, in Texas state government, and in the City of Baltimore.
As pioneering efforts, these examples do not all present success
stories; nevertheless, the lessons learned will be instructive to
public managers as the 'managing for results' movement advances
toward maturity.
In recognition of its 20th anniversary, The IBM Center for the
Business of Government offers a retrospective of the most
significant changes in government management during that period and
looks forward over the next 20 years to offer alternative scenarios
as to what government management might look like by the year 2040.
Part I will discuss significant management improvements in the
federal government over the past 20 years, based in part on a
crowdsourced survey of knowledgeable government officials and
public administration experts in the field. It will draw on themes
and topics examined in the 350 IBM Center reports published over
the past two decades. Part II will outline alternative scenarios of
how government might change over the coming 20 years. The scenarios
will be developed based on a series of envisioning sessions which
are bringing together practitioners and academics to examine the
future. The scenarios will be supplemented with short essays on
various topics. Part II will also include essays by winners of the
Center's Challenge Grant competition. Challenge Grant winners will
be awarded grants to identify futuristic visions of government in
2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J.
Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori
Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright,
Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and
Darrell M. West.
In recognition of its 20th anniversary, The IBM Center for the
Business of Government offers a retrospective of the most
significant changes in government management during that period and
looks forward over the next 20 years to offer alternative scenarios
as to what government management might look like by the year 2040.
Part I will discuss significant management improvements in the
federal government over the past 20 years, based in part on a
crowdsourced survey of knowledgeable government officials and
public administration experts in the field. It will draw on themes
and topics examined in the 350 IBM Center reports published over
the past two decades. Part II will outline alternative scenarios of
how government might change over the coming 20 years. The scenarios
will be developed based on a series of envisioning sessions which
are bringing together practitioners and academics to examine the
future. The scenarios will be supplemented with short essays on
various topics. Part II will also include essays by winners of the
Center's Challenge Grant competition. Challenge Grant winners will
be awarded grants to identify futuristic visions of government in
2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J.
Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori
Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright,
Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and
Darrell M. West.
Getting It Done was written for those who have answered the call to
public service. Now, in this 2017 edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
Getting It Done was written for those who have answered the call to
public service. Now, in this 2017 edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
Getting It Done was written for those who have answered the call to
public service. Now, in this revised edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
The Operator's Manual for the New Administration explains how
government works and how to make it work to advance policy goals
and objectives. Bringing decades of experience in government
administration, the authors have identified eight key
tools-leadership, performance, people, money, contracting,
technology, innovation, and collaboration-that executives must
utilize in order to be successful.
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. The second part presents case examples of how
collaborative approaches have actually worked in the public sector,
when they should be used, and what it takes to manage and
coordinate them.
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
collaborationOCowithin 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. The second part presents case examples of how
collaborative approaches have actually worked in the public sector,
when they should be used, and what it takes to manage and
coordinate them."
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