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PRCTCL INVTN GVRNMNT: HOW FRNT-LINE LDRS TRNSFRMNG PBLC

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<table border="0" cellpadding="0" cellspacing="0" width="306"><colgroup><col width="306"></colgroup><tbody><tr><td height="20" width="306">This book is a comprehensive guide to an exciting new approach that managers at any level can use to transform their corners of government. Whether people want more government or less, everyone wants an efficient government. Traditional thinking is that this requires a government to be run more like a business. But a government is not a business, and this approach merely replaces old problems with new ones. In their six-year, five-country study of seventy-seven government organizations—ranging from small departments to entire states—the authors found that the predominant private-sector approaches to improvement don’t work well in the public sector, while practices that are rare in the private sector prove highly effective. The highest performers they studied had attained levels of efficiency that rivaled the best private-sector companies. Rather than management making the improvements, as is the norm in the private sector, these high-performers focused on front-line-driven improvement, where most of the change activity was led by supervisors and low-level managers who unleashed the creativity and ideas of their employees to improve their operations bit by bit every day. You’ll discover how Denver’s Department of Excise and Licenses reduced wait times from an hour and forty minutes to just seven minutes; how the Washington State Patrol garage tripled its productivity and became a national benchmark; how a K–8 school in New Brunswick, Canada, boosted the percentage of students reading at the appropriate age level from 22 percent to 78 percent; and much more.</td></tr></tbody></table>

Practical Innovation in Government

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Front Cover.
Half Title Page.
Title Page.
Copyright Page.
Dedication.
Contents.
Preface.
1: Introduction: The Practical Secret to High-Performing Government Operations.
2: Front-Line&#x2013;Driven Improvement.
3: The Problems with Management-Driven Improvement in Government.
4: The Power of Front-Line&#x2013;Driven Improvement.
5: The Critical Role of the Front-Line Leader.
6: Creating and Developing a Local Improvement Culture.
7: Creating Organization-Wide Front-Line&#x2013;Driven Improvement.
8: What Transforming a Large Organization Involves: The Case of New Brunswick.
9: The Top Leader&#x2019;s Role in Creating Front-Line&#x2013;Driven Improvement.
10: Creating the Improvement Infrastructure and Launching the Initiative.
11: A Full Set of Problem-Solving Approaches for a Wide Spectrum of Issues.
12: Systems for Getting and Handling Large Numbers of Small Front-Line Ideas.
13: Dealing with Mid-Level Process Problems.
14: Solving High-Level Complex Problems.
15: Pulling It All Together: The UK Royal Mint&#x2019;s Full Spectrum of Problem-Solving Approaches.
16: When Government Leads the Way: Pushing the Boundaries of Innovation and Improvement.
17: York Region&#x2019;s Innovative Engagement Methods.
18: Highways England and Its Continuously Improving Supply Chain.
19: How Denver Became the Global Benchmark for Legalizing Marijuana.
20: Denmark&#x2019;s MindLab and User-Centered Policy Innovation.
Conclusion: How to Get Started.
Notes.
Acknowledgments.
Index.
About the Authors.
Other Backmatter.

Practical Innovation in Government.css-1p8rvzy{position:absolute;padding-left:8px;}

Practical Innovation in Government