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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.
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.
Delivering the Vision is a practitioner-focused text, accessible and relevant to all those interested in the management and reform of public sector organisations.
First Published in 1989. Routledge is an imprint of Taylor & Francis, an informa company.
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)
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.
"Organisations that grew up on the web have changed our attitude to the services we rely on every day. We expect them to work, be simple, cheap or free. They have done this by perfecting new technologies, practices, cultures and business models. However, organizations founded before the Internet aren't keeping pace - despite spending millions on IT. Faced with the digital revolution, many people working in large organisations instinctively see its consequences as another layer of complexity. To some of them, `digital' promises a better fax machine, a quicker horse, a brighter candle. In fact, digital is about applying the culture, practices, business models and technologies of the Internet era to respond to people's raised expectations. It is not a new function. It is not even a new way of running the existing functions of an organisation, whether those are IT or communications. It is a new way of running organisations. A successful digital transformation makes it possible not only to deliver products and services that are simpler, cheaper and better, but for the organisation as a whole to operate effectively in the online era. This book is a guide to building a digital institution. Based on experience and not theory it explains how a growing band of reformers in businesses and governments around the world have helped their organisations pivot to this new way of working, and what lessons others can learn from their experience. It is based on the authors' experience designing and helping to deliver the UK government's successful `Government Digital Service'. The GDS was a new institution made responsible for the digital transformation of government, designing public services for the Internet era. It snipped GBP4 billion off the government's technology bill, opened up public sector contracts to thousands of new suppliers, and delivered online services so good that citizens chose to use them over the offline alternatives, without a big marketing campaign. Other countries, and private sector companies too, took note. Here is a simple map to navigate a path through the blockers, buzzwords and bloody-mindedness that doom analogue organisations."--Publisher's description.