Letters from Executive Director Jonathan Brock

Collection of letters from Jonathan Broch, the Executive Director of the U.S. Secretary of Labor\u27s Task Force on Excellence in State and Local Government Through Labor-Management Cooperation

Report Finds Labor Management Cooperation Critical To State and Local Government Success

News release announcing the final report of the U.S. Secretary of Labor\u27s Task Force on Excellence in State and Local Government Through Labor-Management Cooperation

Task Force Mission Statement

The economic success of our Nation, as well as the social well-being of its citizens, depend, in large measure, on the essential services and infrastructure provided by state and local government. The imperative to compete in an increasingly worldwide economy and to respond to increasing societal demands requires that governments at all levels perform in a timely and cost-effective manner. It is essential that public management and organizations of their employees work together in order to respond effectively to these fundamental needs. To this end, the Secretary of Labor has established a Task Force on Excellence in State and Local Government through Labor-Management Cooperation

Meeting Agendas

Collection of meeting agendas for the U.S. Secretary of Labor\u27s Task Force on Excellence in State and Local Government Through Labor-Management Cooperation (1994-1996)

Facilitating organisational decision making: a change risk assessment model case study

Purpose: This paper aims to take the challenge to propose a novel modelling approach named Change Risk Assessment Model (CRAM), which will contribute significantly to the missing formality of business models especially in the change risk assessment area and decision-making. Organisational change risks are assessed with the aid of analytic hierarchy process (AHP) in an attempt to define the internal dynamics of organisational change management within project management eliciting also risk cause-and-effect relationships. Design/methodology/approach: The study discusses interviews/survey/AHP. Findings: The study presents the following findings. Change risk factors assessment (identification and prioritisation) recommendations (see Case Study) integration of change management; project management; risk management top four risk factors, namely, leadership, communication, project management team and culture. Research limitations/implications: As projects can be different in a variety of factors (quality, scope), an exhaustive list of risk factors cannot be identified. There is a continuous risk identification process throughout the projects’ life cycle. For example, many risks can be classified initially as unknown and can be refined after the initiation phase of the project. AHP factors limitation (eight per level) possible bias (survey analysis). Practical implications: With the aid of modelling and especially CRAM, business change risks can be assessed numerically and prioritised. Several risk factors and related attributes were identified and categorised. This empowers project managers or other stakeholders to make proper decisions about whether to take on or abandon respective organisational or project changes. Social implications: One of the values of CRAM is that it can be regarded as a global change risk assessment method that can be applied regardless of project type, size or organisation. Moreover, it has the advantage that it can be used by any kind of project, as the method is designed to be tailored to specific needs, taking significant environmental change risk factors into account. AHP has numerous uses in operational research, in project management and in general in areas where decisions (evaluation and selection) have to be made. The analysis of the case study presented, indicated that it is vital to assess the degree (impact) that each risk attribute poses to address complex organisational decisions. Originality/value: CRAM aims to bridge the gap between theoretical and applied work in the integrated research field of change management, project management and risk management. Furthermore, the approach attempts to develop a novel systematic methodology (model) for assigning probabilities in attributes (criteria) pair-wise comparison and more specifically, modelling and assessing change management risks, adding a different perspective and technique to the research area

Land and water resource management in Hawaii

"Researched and compiled through the Special Analytic Studies Program sponsored by the Hawaii Institute for Management and Analysis in Government." Includes bibliographies

Working Together for Public Service: Final Report

The findings in this report are the unanimous conclusions of a 14 member Task Force on Excellence in State and Local Government through Labor-Management Cooperation, whose members were drawn from the ranks of labor, management, elected officials, neutrals and academics

Near-Real-Time Analysis of Publicly Communicated Disaster Response Information

Analysis of a disaster event can identify strengths and weaknesses of the response implemented by the disaster management system; however, analysis does not typically occur until after the response phase is over. The result is that knowledge gained can only benefit future responses rather than the response under investigation. This article argues that there is an opportunity to conduct analysis while the response is operational due to the increasing availability of information within hours and days of a disaster event. Hence, this article introduces a methodology for analyzing publicly communicated disaster response information in near-real-time. A classification scheme for the disaster information needs of the public has been developed to facilitate analysis and has led to the establishment of best observed practice standards for content and timeliness. By comparing the information shared with the public within days of a disaster to these standards, information gaps are revealed that can be investigated further. The result is identification of potential deficiencies in communicating critical disaster response information to the public at a time when they can still be corrected