Vol. 27 Nbr. 3, June 2011
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- The new era of public-private partnerships.
- Resources support governments' citizen engagement efforts.
- Economic trends.
- Volatility in revenue streams leads to more errors in estimates.
- Issue brief suggests role for defined contribution plans in the public sector.
- Survey indicates top workforce issues.
- The Chicago experience: a P3 checklist.
- Pros and cons of privatization.
- Understanding the buy side of P3 deals.
- Cooperating on solar power projects in Garfield County, Colorado.
- The Station at Potomac Yard: public, private, and non-profit collaboration.
- A university helps with GASB 54 implementation: an applied MBA student project helped the City of Roanoke, Virginia, with GASB Statement No. 54 implementation issues, while giving a faculty member new insight and a graduate student valuable experience.
- Performance management self evaluation: while governments should continually evaluate and look for opportunities to improve their services, the same can be done with their overall performance management approach.
- Public servant leadership a new paradigm for public service: the public servant-leadership approach combines the time-honored philosophy of servant-leadership with the new science of motivation in a way that improves service to constituents and accountability of workers.
- Monitoring performance at the program level helps with budget reductions: Santa Barbara County's cost center performance plan helps measure and monitor resources and activities at the lower levels of an organization.
- IRS finalizes 3 percent withholding regulations; efforts to repeal law still in play.
- Final GASB guidance on service concession arrangements: GASB Statement No. 60, which is scheduled to take effect no later than for the fiscal year that ends December 31, 2012, provides guidance on the appropriate accounting and financial reporting for public-private partnerships.
- In defense of the property tax.
- GFOA events.
- State and provincial association events.
- On why all public executives should exploit the value of distributing comparative data: two simple mechanisms, the bar chart and the list, can reward high-performing units and their managers. These same two, simple feedback mechanisms can also reprove low-performing units and managers.