Innovation in Government
Author(s): Partnership and IDEO
Publication Date: 02/03/2011
Publication Topics: Leadership, Innovation
Publication Type: Research Reports and Surveys
Whenever our country faces a "mission impossible," the American public looks to our government to solve the problem. Whether it's a financial collapse, terrorist attack, oil spill or a crumbling education system, we expect our government to find solutions and deliver results. We also expect our government to reliably perform "day-to-day" tasks such as delivering the mail, screening airline passengers and fulfilling Social Security payments, effectively and efficiently, crisis or no crisis.
Expectations of our government are on the rise at a time when budgets and timelines are shrinking, leaving many of our public servants struggling to deliver results.
To satisfy these pressures, many federal leaders are embracing innovation tools, including crowd-sourcing, competitions and prizes, as ways of unleashing employee creativity. The move is long overdue and greatly needed.
The Partnership for Public Service and IDEO spoke with innovators across the public, private and nonprofit sectors to:
- Understand the unique opportunities for and barriers to government innovation;
- Identify best practices for promoting a culture of innovation in government; and
- Outline an approach to creating a more innovative government.
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 and Accenture highlight lessons learned from federal initiatives that have simplified and streamlined the process of interacting with the government by implementing a customer-centered approach to digital services.
Fed Figures 2014-Federal Departures
Who did government lose in 2013? The Partnership for Public Service analyzed recent separations data for full-time, nonseasonal, permanent civilian employees who left the federal government in fiscal 2013 in executive branch agencies, excluding the U.S. Postal Service.
2013 Best Places to Work in the Federal Government® Analysis: Effective Leadership Communication
Communication from agency leadership can have a significant impact on employee attitudes toward their jobs and workplaces. But according to a new Best Places to Work in the Federal Government® analysis from the Partnership for Public Service and Deloitte, communicating effectively and motivating employees is a challenge for many leaders, with only half of the federal workforce satisfied with the level of communication from senior leaders and managers.
Fed Figures 2014-Federal Hiring
As a result of the 2008–2009 economic downturn and increased budget constraints, federal hiring has been on the decline. With fewer opportunities to bring on new employees, it is critical for agencies to focus on hiring the most highly qualified individuals to meet the nation’s needs. Who did government hire in 2013 and how has the profile of this hiring class evolved from previous years? Where are these new employees located and in which agencies do they serve? To answer these questions, the Partnership for Public Service analyzed recent hiring data for full-time, nonseasonal, permanent civilian employees hired in fiscal 2013 in executive branch agencies, excluding the U.S. Postal Service.
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The Partnership for Public Service and Grant Thornton LLP surveyed 60 chief human capital officers and agency HR leaders regarding the challenges facing the federal workforce. The report also includes recommendations from these leaders for rebuilding and strengthening the federal workforce.
Building the Enterprise: A New Civil Service Framework
In the report, 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.