First Published in 1989. Routledge is an imprint of Taylor & Francis, an informa company.

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.

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.

"A Joint Publication With Ontario Principals' Council."

"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.

Governments have been using technology to modernize the public sector for decades. The World Bank Group (WBG) has been a partner in this process, providing both financing and technical assistance to facilitate countries’ digital transformation journeys since the 1980s. The WBG launched the GovTech Initiative in 2019 to support the latest generation of these reforms. Over the past five years, developing countries have increasingly requested WBG support to design even more advanced digital transformation programs. These programs will help to increase government efficiency and improve the access to and the quality of service delivery, provide more government-to-citizen and government-to-business communications, enhance transparency and reduce corruption, improve governance and oversight, and modernize core government operations. The GovTech Initiative appropriately responds to this growing demand. The GovTech Maturity Index (GTMI) measures the key aspects of four GovTech focus areas—supporting core government systems, enhancing service delivery, mainstreaming citizen engagement, and fostering GovTech enablers—and assists advisers and practitioners in the design of new digital transformation projects. Constructed for 198 economies using consistent data sources, the GTMI is the most comprehensive measure of digital transformation in the public sector. Several similar indices and indicators are available in the public domain to measure aspects of digital government—including the United Nations e-Government Development Index, the WBG’s Digital Adoption Index, and the Organisation for Economic Co-operation and Development (OECD) Digital Government Index. These indices, however, do not fully capture the aspects of emphasis in the GovTech approach—the whole-of-government approach and citizen centricity—as key when assessing the use of digital solutions for public sector modernization. The GTMI is not intended to be an assessment of readiness or performance; rather, it is intended to complement the existing tools and diagnostics by providing a baseline and a benchmark for GovTech maturity and by offering insights to those areas that have room for improvement. The GTMI is designed to be used by practitioners, policy makers, and task teams involved in the design of digital transformation strategies and individual projects, as well as by those who seek to understand their own practices and learn from those of others.

Mission drives agencies, and the need to deliver better services to customers at a lower cost—whether an agency is supporting the warfighter overseas, a teacher seeking classroom resources or a family figuring out how to pay for college—is pushing every level of government to look for new solutions

With the widespread knowledge and use of e-government, the intent and evaluation of e-government services continues to focus on meeting the needs and satisfaction of its citizens. E-Government Services Design, Adoption, and Evaluation is a comprehensive collection of research on assessment and implementation of electronic/digital government technologies in organizations. This book aims to supply academics, practitioners and professionals with the understanding of e-government and its applications and impact on organizations around the world.

"Six American flags stand on the moon - irrefutable proof of government's ability to overcome difficult challenges. Yet evidence of failure surrounds us, from the devastation of Hurricane Katrina to the 2008-09 economic meltdown to the chronic dysfunction of our urban schools. William D. Eggers and John O'Leary argue that playing the blame game is an exercise in futility. In If We Can Put a Man on the Moon, they go beyond partisan squabbles to take a look at the process by which government tackles its biggest challenges." "Based on a review of over seventy-five government undertakings in the United States and abroad, Eggers and O'Leary pinpoint what it takes to successfully bring a public-sector initiative from great idea to desired results. They distill this "Journey to Success" into a practical set of steps that every public initiative must go through to deliver on its promise." --Book Jacket.

Exploring three rich cases across three countries, this book shows how government organizations need their clients to contribute time and effort to co-producing public services, and how organizations can better elicit this work from them, by providing good client service and appealing to their intrinsic needs and social values.