Using Performance Data for Accountability: The New York City Police Department's CompStat Model of Police Management

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the New York City Police Department’s innovative model of police management known as COMPSTAT. The study identifies the management practices that are associated with COMPSTAT and documents the process of dissemination and adoption of COMPSTAT by other police departments across the nation. Managing for Performance and Results

 
 
 

Using Evaluation to Support Performance Management: A Guide for Federal Executives

Submitted by on Thu, 03/12/2009 - 20:00

his report documents the ways in which program evaluation is currently being used to support performance management. The authors draw from current practices to derive recommendations for improving the links between program evaluation and performance measurement, and management in the federal government. Managing for Performance and Results

 

Using Activity-Based Costing to Manage More Effectively

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the value of activity-based costing (ABC) for decision-making in public-sector universities. The study shows how activity-based costing can be applied to institutions of higher education and could improve the information available to academic administrators, legislators, voters and customer. The purpose of this report is to demonstrate the feasibility and benefits of, and obstacles and limitations to, applying ABC in an academic environment. Financial Management

Understanding Innovation: What Inspires It? What Makes It Successful?

Submitted by on Thu, 03/12/2009 - 20:00

Public sector innovation may be considered an oxymoron, but for 15 years the Ford Foundation and John F. Kennedy School of Government at Harvard University have been identifying innovative public sector programs at the state, local, federal and tribal government levels through the Innovations in American Government Awards program, funded by Ford and administered by the Kennedy School.

Understanding Federal Asset Management: An Agenda for Reform

Submitted by on Thu, 03/12/2009 - 20:00

This project reviews federal management practices related to real property, personal property, and financial assets for which the federal government is responsible. Financial Management

 

Understanding Electronic Signatures: The Key to E-Government

Submitted by on Thu, 03/12/2009 - 20:00

The project explores the Internal Revenue Service’s (IRS) use of electronic signatures for its electronic filing program for individual tax returns. The case study describes how IRS approached the need for electronic authentication solutions. Since its launch, the number of returns signed electronically each year has increased. Technology and E-Government

Transforming Government: The Renewal and Revitalization of the Federal Emergency Management Agency

Submitted by on Thu, 03/12/2009 - 20:00

This report investigates the effectiveness and efficiency of the disaster assistance programs of the Federal Emergency Management Agency (FEMA). In particular, the study explores the evolution of disaster management from the Bush Administration to the Clinton Administration and compares FEMA responses to Hurricane Hugo and Hurricane Andrew with agency responses to more recent disaster such as the Northridge Earthquake. Organizational Transformation

Transforming Government: Dan Goldin and the Remaking of NASA

Submitted by on Thu, 03/12/2009 - 20:00

This report provides a case study of a leading change agent, Daniel Goldin, Administrator of NASA. Goldin has been a change agent in an extremely austere and political environment. The study examines how Goldin initiated and carried through an organizational change process. Specifically, the report discusses how Goldin met his goals, where he fell short, and the lessons learned from his strategies and approach to change. Organizational Transformation

 

Transforming Government: Creating the New Defense Procurement System

Submitted by on Thu, 03/12/2009 - 20:00

This report focuses on the government leaders within the Pentagon and the White House who transformed the weapons procurement process from a rule-bound, inflexible, and inefficient system to a more subjective, cost-effective, and innovative public acquisition process. The study seeks to discover how these public sector leaders injected private sector business methodologies into the traditional federal bureaucracy and offers an illustration of how this government team exemplified leading widespread change and instilling innovation. Organizational Transformation

Transforming Government: The Revitalization of the Veterans Health Administration

Submitted by on Thu, 03/12/2009 - 20:00

This report describes and analyzes the transformation of the Veterans Health Administration (VHA), one of the country’s largest organizational transformations in recent years. The goal of the transformation was to create an organization that could provide care as efficiently as leading private-sector health care organizations and that would embrace innovation and continuous quality improvement.

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