No matter what Washington does, it will fall to the states and localities to address the social, fiscal and economic effects. We need to talk about how that will play out.
It's not easy to determine what constitutes quality public-sector performance. Finding the answers to some crucial questions is the most important step toward a disciplined approach to high-performance government.
Getting better results needn't always mean massive spending and heavy infrastructure. There are innovative ways to get the same results at a fraction of the cost, or even at no cost.
Layoffs make a lot of news, but over the long haul, governments have controlled their headcounts mostly through attrition. And salaries have more than kept up with the private sector's.
Despite an accompanying funding cut, a block-granting experiment in Pennsylvania is showing promise for improving the way vulnerable populations are helped.
Analysis of long-term government commitments such as pensions is important, but overly rigid funding rules are a formula for intergenerational conflict.
The gap between the rhetoric and the reality of sequestration is an opportunity for Washington to follow in the footsteps of state and local governments by rethinking how services are delivered.
A remarkable book provides leaders with a practical, simple framework, based on the latest brain research, for turning an organization to a new direction.
Fraud is on the rise. There is evidence that fraud has permeated virtually every government-based benefit program at the state, local and federal level. The federal government estimates that three to five percent of public assistance dollars are lost each year to fraud, and tax related identity fraud has grown 650% since 2008.
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