Government Reorganization

Solutions to transform how government does business.

Compelled to act by a March executive order on agency reorganization, federal leaders have the opportunity to revamp how government does business.

The directive calls for agencies to embark on efforts that will lead to leaner, more accountable and more efficient government; a workforce more aligned to future needs; and elimination of barriers that hamper frontline employees from serving the public effectively.

Major change inevitably comes with bumps in the road. By seizing the current opening to identify problems and find tenable and long-lasting solutions, agencies can position themselves to be more effective and efficient over the long term.

Our Role and Guidance

The Partnership for Public Service maintains a strong focus on the federal workforce and our government’s management practices. To assist departments and agencies as they navigate through ongoing reorganization efforts, we will convene, prepare and support leaders from across organizations, and share the best approaches for creating a smart and strategic reform process.

Our many years of conducting research, holding forums and releasing reports on issues of importance to federal departments and agencies, will help us serve as a valuable resource and advisor to Office of Management and Budget staff and other administration members as they pursue management improvements. Relying on our access to a vast network of government management experts, we work to ensure administration officials have a greater understanding of how they can collaborate constructively with the career workforce for the best results.


Agencies turn to chief operating officers for guiding management reform

Chief operating officers—typically deputy secretaries, but sometimes other high-level executives at the largest federal departments and agencies—are in the best position to drive management changes in government. They must assist with reshaping the workforce, help their agencies work across government and build on the best efforts from previous administrations. And they need to be held accountable for results.

Budget cuts will compel federal leaders to make tough choices

Leaders will use numerous strategies in response to budget cuts, ranging from reducing or eliminating programs to lowering administrative costs to decreasing the number of agency employees. With in-depth planning, leaders can take on reorganization efforts with focused strategies for deciding what to change or cut to meet the goals of the executive order.

Shared Services has the potential to change how government does business

Federal agencies struggle to find the resources they need to pursue their missions. By sharing services across or within departments, agency leaders can find efficiencies, and devote more resources to their core operations.

Agencies that provide a good customer experience can save money and improve compliance

Providing high-quality services is central to the missions of many agencies, and good customer service is linked to increased trust and confidence in government. Improving the customer experience also can help agencies save money, improve compliance and accomplish mission-critical goals more effectively.

See more of our customer experience research


Mission Possible: How Chief Operating Officers Can Make Government More Effective

This report by the Partnership and Booz Allen Hamilton is a blueprint for COOs as they work to make our government more responsive, effective and accountable to the American people.

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Bridging Mission and Management: A Survey of Government Chief Operating Officers

What role do chief operating officers play in agencies? What are their top priorities and challenges? What is the state of management in federal agencies? Those are the questions the Partnership and Booz Allen Hamilton set out to understand in this report.

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Making Smart Cuts: Lessons from the 1990s Budget Front

The Partnership and Booz Allen Hamilton interviewed more than 30 current and former senior federal officials and government experts, on how federal agencies responded to past budget cuts. Their insights and experiences are useful for leaders now facing similar challenges, and can assist agencies and members of Congress develop and implement effective strategies as they navigate the difficult path ahead.

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Helping Government Deliver

The Partnership and Deloitte identify four organizations who are developing transformative, enterprise-wide approaches to shared service delivery.

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Helping Government Deliver II

The Partnership and Deloitte interviewed agency leaders to understand the extent to which agencies are using or moving toward shared services and what key barriers exist.

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A Call to Action on Shared Services

By moving to shared services, agencies could delegate nonmission-related tasks to specialty organizations.

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Building a Shared Services Marketplace

Based on the Shared Services Roundtable’s recommendations, this report examines a vision for agencies to improve service delivery.

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Serving Citizens: Strategies for Customer-Centered Government in the Digital Age

In this report, 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. The report also includes additional recommendations for reforms that can better empower agencies to provide excellent customer service to citizens.

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Government for the People: The Road to Customer-Centered Services

The Partnership for Public Service, with support from Accenture Federal Services, identified the steps agencies can take to become more customer-centered, based on extensive interviews with agency leaders.

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Customer Decision-making Guide

One of the most challenging aspects of transitioning to shared services is deciding how to implement it successfully. Our guide will help agencies think through all of the key decisions throughout the process of adopting shared services, including which specific services are best positioned to be shared across the organization.

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Getting Ready Guide

To ensure shared services yields the greatest benefit, it’s important for agencies to be prepared to make informed decisions before they begin the transition and implementation process.

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Implementation Best Practices Guide

Shared services systems operate in a complex environment that requires leadership to support and promote an integrated, enterprise-wide governance framework among all actors, including central management agencies such as OMB, OPM and GSA; line-of-business managing partners; public and private providers; and customer agencies. Having a clear shared strategic vision and knowing who makes decisions, how they are made, and how performance is measured can build trust among all those involved and make shared services a success across government.

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Leadership Maturity Model

A successful shared services enterprise relies on the talented people who operate it. Providers run their organizations like a business and need to hire staff who are customer-oriented, entrepreneurial and innovative. The following are the critical skills, knowledge and experiences shared services organizations need to operate efficiently and effectively.

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