Government Executive February 1999
OVERVIEW
Stacking Up
The Government Performance Project rates management at 15 agencies.
INFORMATION TECHNOLOGY
High-Tech Hurdles
Everyone wants to evaluate IT performance, but few have figured out how to do it.
CAPITAL MANAGEMENT
Capital Considerations
Performance-oriented requirements for buying and managing assets are spurring the evolution of capital management.
FINANCIAL MANAGEMENT
Money Matters
Most agencies can't accurately record and report financial data. As a result, management suffers and fiscal accountability remains a distant goal.
HUMAN RESOURCES
The Human Factor
Human resources managers are innovating even as they downsize, but hiring, rating, performance and labor relations problems persist.
MANAGING FOR RESULTS
Extreme Measures
Agencies are struggling to avoid dysfunctional measurement as they try to prove programs are achieving real-world results.
Agencies
Social Security Administration
Food and Drug Administration
Federal Emergency Management Agency
Food and Nutrition Service
Food Safety and Inspection Service
Veterans Health Administration
Environmental Protection Agency
Federal Housing Administration
Occupational Safety and Health Adminstration
Patent and Trademark Office
U.S. Customs Service
Federal Aviation Administration
Health Care Financing Administration
Internal Revenue Service
Immigration and Naturalization Service
Columns
Editor's Notebook
The Public Service: Does Management Matter?
Congress: Retribution Before Results
The Media: Hammered Out
PROJECT PARTNERS:
Syracuse University's Maxwell School of Citizenship & Public Affairs Alan K. Campbell Public Affairs Institute
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