Publications

History can provide lessons for future administrations to prepare for unforeseen crises.

Presidential transitions can only be effective if the public trusts that the people involved will honor the results of democratic elections and value the need for new administrations to prepare to govern even before taking office. The Center for Presidential Transition® conducted a nationally representative survey to understand the country’s views on the custom of presidential transfers of power. The survey found that 56% of Americans agreed a peaceful transition would take place if a different candidate wins in 2024. By contrast, 44% of Americans did not think a transfer would be peaceful or were unsure. The public’s doubt should serve as both a call to action and an opportunity. Government leaders and organizations such as the Center must support public understanding of the importance of peaceful transitions as a critical function of our democracy.

To tackle complex societal challenges and better serve the public, government agencies must collaborate internally, across agencies, with the public and with industry to take advantage of diverse expertise as well as the lived experience of the people they serve. We steadfastly believe a commitment to collaboration is foundational for significant and sustainable change. The agencies we profile here are proving that collaboration can transform procurement, and procurement innovation can lead to more equitable, effective digital government service delivery.

In collaboration with the Federal Innovation Council, we created a vision for how to build and foster a culture of innovation over the next two decades. This brief focuses on four main areas: Leadership, the workforce, the culture-building process and partnerships, all of which are integral to creating an innovative culture. The brief also addresses how to measure progress and involve key stakeholders, and it offers options for getting started.

The Partnership for Public Service and Microsoft outline what nontechnical government leaders should consider when making decisions around the responsible use of artificial intelligence in public service delivery.

In response to evolving workplace values and expectations related to COVID-19 and the Great Resignation, the Partnership for Public Service—with support from ServiceNow—examined why civil servants leave their agencies or the federal government altogether and what makes them stay. Recognizing that retention strategies should not be one-size-fits-all, our study focused on an important and often overlooked factor of employee retention: generational values and expectations. More specifically, we explored the characteristics and work motivations of Gen X and Gen Z civil servants.