High-performance Government: Structure, Leadership, IncentivesRobert E. Klitgaard Rand Corporation, 2005 - 490 pages 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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... employees themselves often come to share the cynicism about government that afflicts many of our citizens . " A strong workforce comes from having the right people with the right skills in the right place at the right time . Only then ...
... employees worked in the lower levels of the administrative hierarchy - GS - 3 was the most populous grade and more than half of the General Schedule employees occupied grades at or below GS - 4 . For most federal employees , the work ...
... employees , and acknowledges the need for flexibility not possible under the old organizational structure and personnel system . One - Size - fits - All Management . The major public service reform commissions of the 20th century sought ...
... employees leave federal service because they can no longer tolerate the dismal facilities and working conditions in many agencies . Drab and tiny workspaces , in- adequate room for storage and record - keeping , and aging lighting ...
... employees in every agency who perform work similar to that of other employees in other agencies . Every agency has security personnel , human resource staff , accounting spe- cialists , and so on . And efforts to ensure commonality in ...
Contents
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9 | |
Governing the Market State by Gregory F Treverton | 84 |
HighPerformance Government in an Uncertain World by Robert J Lempert and Steven | 108 |
Organizing for Reorganizing by Susan M Gates | 134 |
Four Ways to Restructure National Security in the US Government by Lynn E Davis | 156 |
Using PublicPrivate Partnerships Successfully in the Federal Setting by Frank Camm | 174 |
Improving Government Processes From Velocity Management to Presidential Appointments by John Demond and Rick Eden | 212 |
Broadening Public Leadership in a Globalized World by Gregory F Treverton | 276 |
The Economic Complexities of Incentive Reforms by Beth J Asch | 304 |
Measuring Performance by Jacob Alex Klerman | 338 |
Lessons from Performance Measurement in Education by Laura Hamilton | 376 |
Choosing and Using Performance Criteria by Robert Klitgaard Johannes Fedderke and Kamil Akramov | 402 |
Bibliography | 442 |
About the Editors and About the Authors | 482 |
Developing Leadership Emulating the Military Model by Al Robbert | 250 |
Other editions - View all
High-Performance Government: Structure, Leadership, Incentives Robert Klitgaard,Paul C. Light,John Dumond No preview available - 2005 |
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