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. |
From inside the book
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... role of the state and by increasing un- certainty . Gregory Treverton argues that ten years from now , the lines between state and market will be even more blurred than they are today . In areas from health care to anti - poverty ...
... role of government and the extent to which government can aid its citizens with services and burden them with taxes . And overlaying all this are the now con- stant challenges to our national security and to our role and responsi ...
... role in American life . This role cannot be responsibly fulfilled by mediocre perfor- mance or mediocre talent . We also note a confluence of conditions that make this a pro- pitious time for innovation in the public service . The ...
... role clarification . Federal agencies that share closely related missions should be adminis- tered by the same organizational entity . A few large departments in which those agencies are grouped together should enhance their em- ployees ...
... roles of federal employees . Those charged with policy deci- sions should be political appointees , most of whom would work in the central offices of the large departments . Under the secretary would be deputy , under , and assistant ...
Contents
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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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