LEADER 04047nam 2200625Ia 450 001 9910822152003321 005 20200520144314.0 010 $a0-8157-9652-8 035 $a(CKB)2550000000004340 035 $a(OCoLC)70773060 035 $a(CaPaEBR)ebrary10063855 035 $a(SSID)ssj0000432080 035 $a(PQKBManifestationID)11301745 035 $a(PQKBTitleCode)TC0000432080 035 $a(PQKBWorkID)10478171 035 $a(PQKB)10679703 035 $a(MiAaPQ)EBC3004391 035 $a(Au-PeEL)EBL3004391 035 $a(CaPaEBR)ebr10063855 035 $a(OCoLC)923615484 035 $a(EXLCZ)992550000000004340 100 $a19990520d1999 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aMaking Washington work $etales of innovation in the federal government /$fJohn D. Donahue, editor ; with a foreword by Alan Altshuler and Patricia McGinnis 205 $a1st ed. 210 $aWashington, D.C. $cBrookings Institution Press$dc1999 215 $a1 online resource (232 p.) 300 $a"An undertaking of the Innovations in American Government Awards Program of the Ford Foundation, Harvard University's John F. Kennedy School of Government, and the Council for Excellence in Government." 311 $a0-8157-1895-0 320 $aIncludes bibliographical references and index. 327 $aJamming in the symphony -- Fast track product recall -- Transforming military supply -- Shutting down sweatshops -- Collecting taxes by telephone -- Banishing chlorofluorocarbons -- Boosting legal hiring -- Sharing tricks to pare costs -- Reclaiming relevance -- Motivating job safety -- Collaborative stewardship -- Reforging the community connection -- Getting new drugs on the market -- Rebuilding disaster management -- Keeping pensions secure. 330 $aEverybody knows federal agencies are brain-dead leviathans. Everybody knows that the watchword of federal management is "that's the way we've always done it." Everybody knows that any creativity within American government shows up only in the cities and states. Everybody's wrong. In 1995 the Ford Foundation's annual "Innovation in American Government" award competition was opened up to federal candidates and a third of the winners since then have been federal institutions. This book profiles the 14 federal award winners from 1995 to 1998 and challenges the conventional wisdom about the federal bureaucracy's capacity to adapt. Examples include the Consumer Product Safety Commission, which figured out how to identify and act upon business and government's shared stake in keeping dangerous products out of consumers' hands; and the Wage and Hour inspectors in the Labor Department, who deployed market leverage to put pressure on the garment-industry scofflaws whose sweatshops had evaded conventional enforcement. The stories show how pressure, promises, and professional pride can galvanize federal managers and front-line workers to overcome what are admittedly imposing impediments to change, and persevere with new ways to deliver on their missions. And they illustrate the unfashionable truth that innovation is within Washington's repertoire after all. Copublished with the Council for Excellence in Government. 606 $aPolitical planning$zUnited States 606 $aAdministrative agencies$zUnited States$xManagement 606 $aOrganizational change$zUnited States 606 $aGovernment productivity$zUnited States 615 0$aPolitical planning 615 0$aAdministrative agencies$xManagement. 615 0$aOrganizational change 615 0$aGovernment productivity 676 $a352.3/0973 701 $aDonahue$b John D$0299990 712 02$aJohn F. Kennedy School of Government. 712 02$aCouncil for Excellence in Government. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910822152003321 996 $aMaking Washington work$93921404 997 $aUNINA