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.
In these times of shrinking resources and complex new challenges, finding ways to improve performance and deliver better results is critical for federal agencies. But according to a new Best Places to Work in the Federal Government® analysis from the Partnership for Public Service, Deloitte and the Hay Group, innovation in government is on the decline. While the vast majority of federal employees report they are always looking for better ways to do their jobs, the data reveal that only about half feel they are encouraged to do so. There are exceptions, and the new analysis includes rankings of the most innovative agencies along with the biggest movers.
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to the federal government’s decades-old civil service system and lays out a plan to modernize areas that include the outdated pay and hiring policies.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.
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