Analyzes lessons-learned from government downsizing in the 1990s and provides eight budget reduction strategies for policy makers and agency leaders as they begin to make difficult fiscal decisions about what’s important—and what’s expendable at federal agencies.
Join the Partnership for Public Service and the Public Employees Roundtable in giving your support and thanks to our dedicated public servants who give so much to our community and country. Sign up to lend your voice to our Public Service Recognition Week Thunderclap, which will automatically send out a message thanking public servants on Sunday, May 4. More information on Public Service Recognition Week, ways to celebrate and the week’s events can be found at publicservicerecognitionweek.org/.
The managers and employees of well-run federal agencies are usually on the same page, sharing a common vision and working in sync to achieve mission results. But when there are considerable disparities in the viewpoints of these two groups, it could mean that your agency doesn’t agree on key issues facing the organization—and if they don’t agree on what needs to be addressed, it will be harder to drive change. In our new Best Places to Work in the Federal Government® analysis, the Partnership for Public Service and Deloitte examined this issue and created staff/manager alignment scores for agencies. The analysis also includes advice for how leaders can effectively use this data to better understand workforce dynamics and improve employee satisfaction and commitment.
In the new report, “Building the Enterprise: A New Civil Service Framework,” the Partnership for Public Service calls for major reforms to the federal government’s decades-old civil service system and lays out a plan to modernize areas that include the outdated pay and hiring policies.
“Our nation’s civil service system is a relic of a bygone era,” said Max Stier, president and CEO of the Partnership for Public Service. “Our nation’s leadership must make it a priority to create a civil service system that our public servants deserve and that will produce the results our country needs.”
Produced in collaboration with Booz Allen Hamilton, the comprehensive report calls the federal personnel system, the foundation for effective government, obsolete and in crisis, and an obstacle rather than an aid in attracting, hiring, retaining and developing top talent.
The report calls for overhauling the entire civil service system, including pay, performance management, hiring, job classification, accountability and workplace justice, and the Senior Executive Service, the nation’s career leadership corps.
On Monday, March 31, Partnership President and CEO Max Stier testified before the Senate Committee on Homeland Security and Governmental Affairs about the management challenges facing our federal government.
In his testimony, Stier applauded the work that OMB is doing to improve government management and offered several ways in which Congress could augment these efforts. Specifically, Stier urged Congress to reduce the number of vacancies in critical management positions, focus on oversight of policy and programs before there is a problem, hold agency leaders accountable for managing people well and reform the civil service system. Stier also talked about the importance of treating government as a single enterprise and developing and managing career executives who serve as enterprise-wide assets.
As a federal leader addressing some of our nation’s most complex issues, consider the Partnership’s renowned leadership development programs to help you better build high-performing teams, drive innovation and work across boundaries. Designed specifically for federal employees, our programs bring together leaders at all levels to help solve our national challenges through innovative coursework, executive coaching, government-wide networking and best practices benchmarking.
With Millennials comprising only 8.5 percent of the federal workforce, agencies must attract, hire and retain top talent from colleges and universities to ensure our government is positioned to tackle the country’s most pressing problems. What steps do agencies need to take to address this challenge? How can they do a better job of attracting the best and brightest?
Imagine a government that works to address the nation’s biggest challenges by drawing upon resources across organizations, sharing support and mission-critical functions. A transformation of this magnitude will take leadership, collaboration, partnership and cooperation. It will take a shift in mindset and a new vision. In the new report, “Helping Government Deliver: Transforming Mission and Support Services,” the Partnership for Public Service and Deloitte identified four organizations who are developing transformative, enterprise-wide approaches to shared service delivery. These agencies have tried different tactics, and their successes and the roadblocks they encountered offer important lessons for organizations who are seeking an agency-wide approach to delivering mission and support services.
President Barack Obama meets with Samuel J. Heyman Service to America Medals finalists and winners in the East Room of the White House, Oct. 23, 2013. (Official White House Photo by Pete Souza)
“The Samuel J. Heyman Service to America Medal honorees were proud and energized to hear directly from President Obama about how important their work is to our nation,” said Max Stier, president and CEO of the Partnership for Public Service. “Post-shutdown, at a time when federal leaders are refocusing the workforce on the mission at hand, the President sent a powerful message about his support of our nation’s talented public servants.”
The Partnership for Public Service is a nonprofit, nonpartisan organization that works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government works.
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Join us for a dynamic, engaging and interactive series of online webinar trainings. These sessions are designed to provide frontline supervisors and managers with research-supported, actionable steps to help improve employee engagement through appreciation, communication and empowerment (ACE).
Learn more and register for the 2014 sessions:
This two-day training program offers participants a hands-on approach to action planning designed to improve employee engagement and drive agency performance. Graduates will have the skills necessary to successfully conduct their own workshops that specifically address their agency’s unique challenges.
Learn more and register for the 2014 dates:
Mark your calendars for Public Service Recognition Week 2014, a week recognizing the inspiring work of public servants.
Sunday, May 4–Saturday, May 10