This publication sets out a framework for analysing the performance of governments in developing countries, looking at the government as a whole and at local and municipal levels, and focusing on individual sectors that form the core of essential government services, such as health, education, welfare, waste disposal, and infrastructure. It draws lessons from performance measurement systems in a range of industrial countries to identify good practice around the world in improving public sector governance, combating corruption and making services work for poor people.
This report, published in its entirety (OTA-TCT-578) and in a summary form (OTA-TCT-579) containing only the first chapter of the complete report, focuses on key topics and issues that are central to the successful use of electronic delivery by government. The review conducted by the Office of Technology Assessment concludes that the movement toward electronic delivery of government services is accelerating, but that many factors must be considered. The greatest risks of electronic delivery are overlooking the human element and users' needs, which would further widen the gap between the technologically literate and the technologically illiterate, and failing to capitalize on all the opportunities that partnerships among government agencies and the private sector could provide. Changes that will be required in federal management are outlined, and options for successful implementation of electronic delivery are sketched. Many rely on the amplification of existing structures. Five appendixes complement the complete report, including a list of the 11 boxes, 5 figures, and 22 tables that illustrate the discussion; and lists of acronyms and terms, contributors, field study participants, and contractor reports. The summary volume contains four tables and two boxes. (SLD)
Managing Local Government Services, 3rd ed. is a comprehensive text on the subject of local government services relevant to local governments of all sizes. This edition is refocused and updated to include the demographic, economic, technology and cultural trends that affect the management of service delivery. New chapters discuss the shift from ¿government¿ to ¿governance,¿ alternative methods of service delivery, community development, and the five management practices that are fast becoming the standard for professional local government management.Each chapter lays out the manager¿s responsibilities in each service area, and provides effective policies, practices, and procedures. Short case examples give you a practical look at the goals, challenges, and solutions in the manager¿s world.
Political rhetoric surrounding the role of information and knowledge in society in the twenty-first century is often thrown into sharp relief by the realities of practice. Delivering the Vision explores the way in which public service visions have developed globally and how successful they have been in contributing to major social and economic change. This edited text contains a range of case studies from the United Kingdom, the Republic of Ireland, Canada, the USA and Australia. Contributors focus both on those factors critical to success and on reasons for failure, but a common theme to emerge across all contributions is the requirement for a clear political vision, commitment and leadership if the shift from traditional forms of social and economic organisation to high-value, knowledge-intensive economies is to be safely negotiated. At the same time, individual case studies provide valuable blueprints for successful implementation of an ambitious public service change agenda. Delivering the Vision is accessible and relevant to all those interested in the management and reform of public sector organisations. It is a companion volume to the editor's earlier text Managing Information and Knowledge in the Public Sector (Routlegde: 2000)
Going Public examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector.
