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.
On Wednesday May 29, the Partnership for Public Service held a conversation on the importance of pre-election presidential transition planning and lessons learned in 2012 with Partnership President and CEO Max Stier, former Gov. Michael Leavitt, who chaired Mitt Romney’s presidential transition team; Chris Liddell, who served as the executive director; and Chris Lu, who served as the executive director of the Obama 2008 transition (pictured above, left to right). During the discussion, they shared their experiences and observations in the hope that they may be helpful for future presidential transition teams of both parties. Additionally, the Romney presidential transition team released “Romney Readiness Project 2012: Retrospective & Lessons Learned,” a book chronicling the decisions, deadlines and daily operations of Romney’s transition organization.
The Romney Readiness Project was the first transition organization to operate under The Pre-Election Presidential Transition Act of 2010, a law that included major recommendations from the Partnership. The Partnership called on Congress to make major fixes to the presidential transition process in its “Ready to Govern: Improving the Presidential Transition” report released in January 2010. The recommendations included starting the transition process earlier, providing campaigns with support and making the process more transparent so there is no longer a stigma on preparing to govern.
During the past week, revelations about misdeeds by Internal Revenue Service employees have provoked widespread and understandable outrage and provided ammunition for those who like to tear down government and its employees.
Just last month, headlines told a far different story — one of public servants playing critical and, in some instances, heroic roles as the nation experienced a series of disturbing events in rapid succession: the Boston Marathon bombings; the ricin-laced mailings to the president and a U.S. senator; a deadly fertilizer plant explosion in West, Tex.; and severe flooding in the Midwest and, in the background, saber-rattling from North Korea.
In these cases, law enforcement officers, first-responders, public health professionals, forensic analysts, intelligence officers and diplomats were on the job, answering calls for help, providing expertise and guidance, risking — and, in some instances, losing — their lives.
Individuals with science, technology, engineering, mathematical and medical (STEMM) skills play a key role in helping our government fulfill its critical missions and foster America’s global competitiveness. However, as the demand for STEMM talent increases and the supply shrinks, the ability for government to fill these critical positions is at risk. In this hyper-competitive environment, how can agencies increase their odds of landing the best STEMM talent?
That is what the Partnership for Public Service and Booz Allen Hamilton set out to understand in the newly released report, “The Biggest Bang Theory: How to get the most out of the competitive search for STEMM employees.” The report includes 10 best practices for how federal agencies can sharpen their recruiting and hiring game and land top STEMM talent.
Marking the start of Public Service Recognition Week, the Partnership is pleased to announce this year’s Samuel J. Heyman Service to America Medal finalists — outstanding federal employees engaged in important work to spur the economy, protect the environment and advance the health, safety and well-being of Americans.
The finalists are contenders for eight prestigious Service to America Medals, including Federal Employee of the Year, set to be announced on Oct. 3 at a Washington, D.C. gala. The Service to America Medals have earned a reputation as one of the most prestigious awards dedicated to honoring America’s civil 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.
The Partnership for Public Service is seeking applicants for the following positions:
In the two years since President Obama’s Executive Order on Diversity and Inclusion in the federal workplace was issued, what indicators of progress does your agency have? Leaders at the Department of the Interior have improved diversity and inclusion outcomes by designing and implementing plans and programs that are changing the Department’s culture. Please join us for an interactive panel discussion with Interior leaders who have successfully moved the needle on diversity and inclusion metrics and indicators. They will share the challenges faced, best practices employed, and offer helpful practices that your agency can implement today.
Wednesday, July 10
Please join us on the morning of Wednesday, July 17, for an interactive Best Places to Work in the Federal Government® working session designed to address the role that innovation plays in agency engagement, productivity and transformation efforts. Share ideas and leading practices with peers from other agencies at this facilitated, half-day workshop. Participants will have the opportunity to learn about effective practices that inspire innovation and help improve employee engagement and generate ideas for increasing employee satisfaction and commitment.
Wednesday, July 17