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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... recruiting and retention . First , public response to the Great Depression , then to the war against the Axis powers , drew committed and talented Americans to government to manage those enormous enterprises . In the 1960s , as the ...
... recruits are rethinking their com- mitment , either because they are fed up with the constraints of out- moded personnel systems and unmet expectations for advancement or simply lured away by the substantial difference between public ...
... recruitment crises . In effect , there has been a reluctant concession to reality . The benefits have been evident but scattered and uneven . The broader issues of how compensation can rationally be determined across the government ...
... recruiting and managing federal employees cannot be effective without a comple- mentary organizational framework . Tinkering around the edges is not enough . Decades of dis- jointed tinkering , in fact , have contributed to many of the ...
... recruit the most talented individuals for service as presidential appointees and senior career managers and find a better approach to allocating positions and coor- dinating efforts between them . Recommendation 5. The President and ...
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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