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The Multisector Workforce: How Can We Manage It Better?

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

Over the last 15 years federal government managers have relied on a much broader and more diverse set of personnel for carrying out agency missions, with private sector contractors assuming a much greater role than in the past. A key question is what are the implications of this shift to a multisector workforce for how federal agencies accomplish their missions. A more robust human capital planning process is needed to address multisector workforce issues.

Preparing for Wireless and Mobile Technologies in Government

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

This report seeks to fill the gap that exists in understanding the technology readiness of the government workforce and the impact on leveraging wireless technology for e-government applications. Technology and E-Government

The Acquisition Workforce: What Agency Chief Operating Officers Need to Do

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

Learn how agencies can put in place or enhance core processes to make the acquistion functions operate as effectively as possible.

The Defense Leadership Management Program: Taking Career Development Seriously

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

This project examines the implementation of the innovative Defense Leadership Management Program (DLAMP) and draws conclusions about its strengths and weaknesses. DLAMP is an innovation in the public sector's management of human resources and an attempt by the federal government to provide a program of systematic career development for it's civilian employees. Programs such as DLAMP are an important component of the public sector’s efforts to shore up its workforce for the challenges of the new century and make government service an attractive career option for generations to come.

Seven Steps of Effective Workforce Planning

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

This report introduces the Seven-Step Workforce Planning model, which provides a sound framework for understanding the basic elements of workforce planning. The model incorporates workforce planning concepts from two organizations: the International Public Management Association for Human Resources and the Office of Personnel Management.

The Power of Frontline Workers in Transforming Government: The Upstate New York Veterans Healthcare Network

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

The project describes and analyzes how a government organization, providing services within the ongoing constraints of bureaucratic routine, reduced funding and political influence and used the entrepreneurial capabilities of its workforce to navigate major strategic challenges successfully. The organization examined was a single health service network within the Veterans Health Administration (VHA), the Upstate New York Veterans Health Network, which allowed its work force to become more entrepreneurial and independent in performing their responsibilities.

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.

Trans-Atlantic Experiences in Health Reform: The United Kingdom's National Health Service and the United States Veterans Health Administration

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

This report includes a comparative study of the NHS and VHA reforms, and examines how two large public systems responded to the challenge of health reform. The study evaluates the reform impacts on health service delivery in each setting, explores how implementation was managed, and describes the effects on organization, workforce, and culture. Organizational Transformation

 

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