Today's government organization bears little relation to the government organizations of the past. Traditional government organizations:
Today, government services are provided by a network of organizations. In some cases, government agencies have divested the ability to provide services to a variety of subordinate agencies. For example, for decades mental health services were provided at the state level in cumbersome and often-substandard state institutions. Propelled by community action and federal court orders, those institutions were shut down and most services were transferred to community control. Today, mental health services are provided through a network of community, not-for-profit and for-profit organizations. Where once, state mental health agencies were direct providers of services, now those agencies regulate and help fund others engaged in service provision.
In other cases, agencies have contracted with for-profit organizations for the provision services not essential to the public purpose of the agency. For example, many functions previously provided by uniformed military personnel are being provided by contractors. Those services include food service, fleet maintenance, and, even, base security.
The level of service outsourcing is expanding quickly with no sign of slowing, particularly as government resources become scarcer. According to the Office of the President, spending on federal government contracts has more than doubled between 2001 to 2008 and reached the $500 billion mark in that year.
That trend toward outsourcing government services, though sometimes challenging and ill-conceived, is likely to increase as governments are challenged to continue to do "more with less," the mantra that reflects the ongoing and increasingly severe financial constraints on government, which has, unfortunately, been coupled with a demand for heightened levels of services to the public.
In this new environment, the role of public-sector managers has changed. Rather than managing long-term employees, whose activities were monitored on a daily basis, managers in today's modern organization is being asked to:
Meeting these challenges requires a new set of management skills, skills that are focused more on managing toward outcomes rather than activities. The challenges include identifying those outcomes, specifying them clearly, managing changes in needed outcomes, creating the legal frameworks that build relationships and, at the same time, ensure compliance, and managing transitions.
This two-day workshop is designed for managers who are seeing these new challenges. Its objectives are to:
The educational goals of this workshop are to:
Course OutlineDay 1:
AudienceThis two-day workshop is designed for managers who are seeing the new challenges in government organizations.
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