Sandra L. Fisher

Sandra L. Fisher has been studying, consulting on, and teaching about issues related to human resource management and organizational performance for over 15 years. After spending five years as a consultant in Arlington, Virginia, she is now an Associate Professor at the Clarkson University School of Business in Potsdam, New York, where she teaches courses in human resource management, innovation, organizational change, and organizational behavior. She has worked with a variety of government and for-profit organizations, helping them improve human resource practices to meet strategic goals.

Norma M. Riccucci

Norma M. Riccucci (M.P.A. University of Southern California, Ph.D. Maxwell School, Syracuse University) is Distinguished Professor of Public Administration at the School of Public Affairs and Administration, Rutgers University, Campus at Newark.  Professor Riccucci has published extensively in the areas of public management, affirmative action, human resources and public sector labor relations. Some of her publications include Public Administration: Traditions of Inquiry and Philosophies of Knowledge and How Management Matters: Street Level Bureaucrats and Welfare

Rob Seidner

Rob Seidner is a PhD student in the Graduate Program in Public Administration at the University of Illinois–Chicago. He earned his MBA from Brandeis University’s Heller School for Social Policy and Management, as well his BA from Brandeis. He completed a Presidential Management Fellow appointment as a human resource specialist in the U.S. Office of Personnel Management’s Human Capital Leadership and Merit System Compliance division.

Aligning mission support with mission delivery: Interview with Ellen Herbst, CFO, U.S. Dept of Commerce

A clear strategic focus and sound management are essential to the effective stewardship of taxpayer dollars, enabling agency decision makers to make tough choices on a day-to-day basis and for long-term management challenges. Given the critical challenges facing government today, the ability of government executives to properly align mission support functions with mission delivery can help them respond more effectively to their mission and management challenges simultaneously, as well as drive change within their department. The U.S.

A Dynamic Shared Services Delivery Model

One way the government can become more efficient and effectively managed is through what we’re calling A Dynamic Shared Service Delivery Model, to show constant change and improvement. Before we dive into the specifics of the shared service model, let’s explore a representative example of the “21st Century” technology service model.

Shared Service Market Size

Best Practices for Succession Planning in Federal Government STEMM Positions

In fact, the President’s Council of Advisors on Science and Technology estimates that, given present trends, there will be one million fewer STEMM graduates over the next decade than the nation is expected to need.