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.
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.
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.
Produced by the Partnership for Public Service and Deloitte, the 2013 Best Places to Work in the Federal Government rankings offer the most comprehensive assessment of how federal employees view their jobs and workplaces, providing insights into issues ranging from leadership and pay to teamwork and work–life balance.
It has been a difficult year for many federal agencies and employees, and the 2013 results are a red flag that the three year pay freeze, furloughs, budget cuts and ad hoc hiring freezes are taking their toll.
Government-wide, the new rankings show a continued decline not just in overall employee satisfaction, but in each of the 10 workplace categories, from effective leadership and teamwork to pay and training and development.
Despite the difficult year, there were some agencies that defied the trend and improved their job satisfaction and commitment, proving it’s possible to do so even during the most challenging of times.
What are the most successful strategies agencies use to improve their workplaces? How can they use Best Places to Work analysis or employee survey data to understand where they are thriving and where improvement is needed? The Partnership for Public Service and Deloitte examined the past decade of Best Places to Work rankings to profile six high-performing agencies. Learn from their experiences and get tips to increase employee satisfaction and commitment at your agency.
The Best Places to Work in the Federal Government® rankings are produced by the Partnership for Public Service and Deloitte.
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 is pleased to announce that it has been selected as one of the “Best NonProfit Organizations to Work For 2013,” ranked five out of 50 nonprofits. The rankings are produced annually by The NonProfit Times, the leading business publication for nonprofit management.
The rankings are based on a nationwide survey of nonprofit employees that examines workplace practices in categories ranging from leadership and planning to work environment and training and development.
“It is a great honor to be recognized by our employees,” said Max Stier, president and CEO of the Partnership for Public Service. “Our success depends upon our people — they are the organization’s most important asset.”
The Partnership is recognized alongside well known nonprofits including the Wounded Warrior Project, Natural Resources Defense Council and American Heart Association.
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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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: