High-performance Government: Structure, Leadership, Incentives
In one of the most important critiques of U.S. government in more than a decade, the 2003 report of the Volcker Commission pulled no punches in describing an underperforming, dysfunctional U.S. government. The commission's report urged improvements in reorganization, leadership, and performance, but stopped short of specifying how to put its recommendations into practice. In High-Performace Government: Structure, Leadership, Incentives experts from the RAND Corporation offer practical ways to reorganize and restructure, enhance leadership, and create flexible, performance-driven agencies. Edited by Robert Klitgaard, Dean and Ford Distinguished Professor of International Development and Security at the Pardee RAND Graduate School, and Paul C. Light, Founding Director of the Center for Public Service at the Brookings Institution and Senior Adviser to the Volcker Commission, this new book presents an innovative approach for rethinking government. This book looks at examples of successful reforms and examines what can be learned from them to improve the way our government works. High-Performance Government includes an opening discussion by Robert Klitgaards, the full text of the Volcker Commission report, and a dozen chapters by senior RAND researchers. These chapters discuss how to confront the challenges posed by the changing role and increasing uncertainty of government; restructure under the constraints of structural politics; reorganize the national security apparatus; tailor public-private partnerships to particular needs; reform the system of presidential appointments; enhance leadership and incentives in the civil service; and much more.
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accountability achieve activities Administration agencies American applicants appointments approach benefits better career challenges chapter civil service Commission competencies Congress cost countries create decisions defined Department Economic effective effort employees example executive experience federal government foreign future give given goals human identify important improve incentives increase individuals Institution investment leaders leadership less measures ment military missions Office operations organizational organizations outcomes partnerships percent performance performance measures personnel political positions possible PPPs practices President presidential problems programs promotion public service RAND recommendations recruiting reform require Research responsibility result role schools sector selection Senate senior served skills sources specific staff strategies structure suggests tion United workers
Page 110 - Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns— the ones we don't know...
Page 161 - Council is to advise the President with respect to the integration of domestic, foreign, and military policies relating to national security.
Page 70 - Fellow at the Humphrey Institute of Public Affairs at the University of Minnesota.
Page 405 - nations that root out corruption, respect human rights, and adhere to the rule of law . . . invest in better health care, better schools and broader immunisation ... [and] have more open markets and sustainable budget policies, nations where people can start and operate a small business without running the gauntlets of bureaucracy and bribery
Page 167 - Safety would bring together the departments of Health and Human Services (HHS), Housing and Urban Development (HUD), Education, and Veterans Affairs; the Social Security Administration; DHS's offices for domestic emergencies; and Justice's anti-crime offices.
Page 96 - In a regime of Free Trade and free economic intercourse it would be of little consequence that iron lay on one side of a political frontier, and labor, coal, and blast furnaces on the other. But as it is, men have devised ways to impoverish themselves and one another; and prefer collective animosities to individual happiness.
Page 406 - No amount of resources transferred or infrastructure built can compensate for or survive bad governance. Predatory, corrupt, wasteful, abusive, tyrannical, incompetent governance is the bane of development.
Page 113 - The problem here is that there will always be some uncertainty about how quickly he can acquire nuclear weapons. But we don't want the smoking gun to be a mushroom cloud.
Page 61 - In the days following the September 1 1 , 200 1 , terrorist attacks on the United States, Mineta, the US Secretary of Transportation, urged President George W.