A Vision of the Government as a World-Class Buyer: Major Procurement Issues for the Coming Decade

Submitted by on Thu, 03/12/2009 - 20:00

This report includes an analysis of the key issues facing government procurement and the steps that must be taken to address those issues. The study describes a "vision" of the government's procurement process at the end of the decade and how to efficiently and effectively transition to this "vision." Contracting

 

A Learning-Based Approach to Leading Change

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the experiences of five federal agencies which are currently running focused initiatives to apply the tools, principles and perspectives of organizational learning. As a program assessment, this study addresses the successes and failures of organizational learning based on these five case studies, and presents these findings to the community at-large. Human Capital Management

A Changing Workforce: Understanding Diversity Programs in the Federal Government

Submitted by on Thu, 03/12/2009 - 20:00

This report assesses the scope and effectiveness of the "managing diversity" initiatives undertaken by many federal agencies. Despite the significant amount of public funding expended on these inititatives, there has been very little systematic evaluation of their success. This study identifies those practices that have been most effective in creating an equitable work environment. Human Capital Management

Performance Management for Political Executives: A 'Start Where You Are, Use What You Have' Guide

Submitted by on Thu, 03/12/2009 - 20:00

Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

Pay for Performance: A Guide for Federal Managers

Submitted by on Thu, 03/12/2009 - 20:00

This report provides timely advice to federal managers involved in the planning and implementation of pay-for-performance systems. It examines arguments for and against pay for performance, reviews various approaches to pay for performance, and discusses the challenge of implementing such systems. It also provides a framework for developing and evaluating specific pay-for-performance policies and management practices.

Government Garage Sales: Online Auctions as Tools for Asset Management

Submitted by on Thu, 03/12/2009 - 20:00

This report presents examples of how government agencies are succeeding at selling both everyday items and high-end goods via online auctions. It provides a comprehensive review of online auction sales by discussing the theory and practice of auctions. Five case studies of how online auctioning is now being employed are presented: eBay and the Public Sector; the Department of Defense and Liquidity Services, Inc.; Bid4Assets--Taking Tax Sales off the Courthouse Steps; Property Bureau--Transforming the Police Auction; and the Demolition of Three Rivers Stadium.

Getting to Know You: Rules of Engagement for Political Appointees and Career Executives

Submitted by on Thu, 03/12/2009 - 20:00

Ferrara and Ross dispel common myths held by political appointees about careerists and by careerists about political appointees. One such myth about careerists suggests that they are loyal to the previous administration. A myth about political appointees implies that they care only about ideology and not about organizational stewardship. The report sets forth constructive "rules of engagement" that political and career executives can use to form partnerships in achieving the administration’s program and policy objectives.

Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees

Submitted by on Thu, 03/12/2009 - 20:00

This report was prepared to assist new political appointees as they enter the political world of Washington, D.C. The study is based on two surveys of previous political appointees, as well as personal interviews with nearly 50 former political executives from both Democratic and Republican administrations. Their experiences have been distilled into seven key lessons: turn to your careerists, partner with your political colleagues, remember the White house, collaborate with Congress, think media, pace yourself, and enjoy the job.

The Quest to Become One

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the efforts by three federal organizations--the Department of Veterans Affairs, the Department of Transportation, and the National Aeronautics and Space Administration--to change the behavior of those within the organization to move in greater concert toward the achievement of organizational goals. The three initiatives--One VA, ONE DOT, and One NASA--were each unique and faced distinct challenges. The report examines what it means for a federal organization to become "one," the hurdles each agency faced, and which strategies appear to work well.

The Blended Workforce: Maximizing Agility Through Nonstandard Work Arrangements

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the current use of nonstandard work arrangements in the federal government (such as part time, seasonal, on call and temporary help), and determines whether opportunities for expanded use exist. Three government case studies are conducted for this research, which include Naval Research/Naval Research Laboratory, the National Aeronautics and Space Administration Glenn Research Center, and the Transportation Security Administration.

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