Managing for Results 2002 summarizes five innovative, yet practical, approaches that public sector organizations use to better manage for results, increase organizational performance, and improve accountability to stakeholders.
Managing for Results 2002 summarizes five innovative, yet practical, approaches that public sector organizations use to better manage for results, increase organizational performance, and improve accountability to stakeholders.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mark A. Abramson is executive director of The PricewaterhouseCoopers Endowment for The Business of Government. Prior to joining the Endowment, he was chairman of Leadership Inc. Mr. Abramson served as the first president of the Council for Excellence in Government. He also served in the Office of the Assistant Secretary for Planning and Evaluation in the U.S. Department of Health and Human Services. He is the co-editor of Transforming Organizations and E-Government 2001. John M. Kamensky is director of the Managing for Results practice, PricewaterhouseCoopers and senior research fellow for the Endowment for the Business of Government. During twenty-four years of federal service, he played a key role in pioneering the federal government's performance and results orientation. Prior to joining PricewaterhouseCoopers, Mr. Kamensky served for eight years as deputy director for Vice President Al Gore's National Partnership for Reinventing Government. Before that, he worked at the General Accounting Office for 16 years where he helped develop the Government Performance and Results Act.
Inhaltsangabe
Chapter 1 Managing for Results: Cutting Edge Challenges Facing Government Leaders in 2002 Chapter 2 Corporate Strategic Planning in Government: Lessons from the United States Air Force Chapter 3 The Challenge of Developing Cross-Agency Measures: A Case Study of the Office of National Drug Policy Chapter 4 Using Evaluation to Support Performance Management: A Guide for Federal Executives Chapter 5 Managing for Outcomes: Milestone Contracting in Oklahoma Chapter 6 Using Performance Data for Accountability: The New York City Police Department's Compstat Model of Police Management Chapter 7 The Potential of the Government Performance and Results Act as a Tool to Manage Third-Party Government
Chapter 1 Managing for Results: Cutting Edge Challenges Facing Government Leaders in 2002 Chapter 2 Corporate Strategic Planning in Government: Lessons from the United States Air Force Chapter 3 The Challenge of Developing Cross-Agency Measures: A Case Study of the Office of National Drug Policy Chapter 4 Using Evaluation to Support Performance Management: A Guide for Federal Executives Chapter 5 Managing for Outcomes: Milestone Contracting in Oklahoma Chapter 6 Using Performance Data for Accountability: The New York City Police Department's Compstat Model of Police Management Chapter 7 The Potential of the Government Performance and Results Act as a Tool to Manage Third-Party Government
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