Bücher der Reihe IBM Center for the Business of Government

Human Capital 2004 argues that human capital management is an essential component to an effective and efficient management of public agencies. The case studies approach used here explores the challenges to human capital management in two ways: in the workplace and through the people staffing the agencies.

Provides in-depth case studies of the 'state' of e-government today. The book chronicles the 'early days' of e-government and presents a collective snapshot in time as to where governments - at the federal, state, and local levels - are today as they continue their march toward e-government.

Innovation provides five in-depth studies on the 'state' of innovation in government today.

Written for newly appointed government agency heads and their senior management teams, this revised edition of Getting It Done addresses the current environment of government and what government leaders ought to know to survive and thrive with respect to it.

This volume provides in-depth case studies of the "state" of e-government. It chronicles the "early days" of e-government and presents a collective snapshot in time as to where governments are as they continue their march toward e-government.

The 'managing for results' movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes-through a series of case studies-the progress being made in federal, state, and local governments in managing for results.

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration-within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are. The second part presents case examples of how collaborative approaches have actually worked in the public sector, when they should be used, and what it takes to manage and coordinate them.

Since the 1980s, the language used around market-based government has muddied its meaning and polarized its proponents and critics. This work hopes to reframe competing views of market-based government so it is seen not as an ideology but rather as a fact-based set of approaches for managing government services and programs more efficiently.

From the patient and careful study of an issue, to the assembly of a trusted advisory team and the development and execution of a focused vision and agenda, leaders of all kinds will find some part of this book to incorporate into their own leadership strategies, for which this book's expert and pragmatic insights prove a refreshing boon.

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration-within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are. The second part presents case examples of how collaborative approaches have actually worked in the public sector, when they should be used, and what it takes to manage and coordinate them.