The Public Manager

Offering Institutional Insight to Government's Leaders

The winning candidates from the 2012 elections will face a daunting set of challenges. As difficult as modern campaigns have become, the governance challenges may very well prove to be more vexing. Public service professionals, acting through the National Academy of Public Administration (NAPA) and the American Society for Public Administration (ASPA), have long felt a responsibility to provide advice and counsel to incoming administrations.

Tough Economic Times Call for Authentic Leaders

These are tough times for public servants. With the nation awash in debt, federal employees are sometimes branded as ineffective and inefficient. Floating around Washington, D.C., are proposals to extend the current two-year pay freeze to five years, increase employee retirement contributions, slash the federal workforce by 10 percent, and use furloughs and buyouts to manage cuts in agency budgets. Draconian, some say. Entirely possible, most admit. What should federal managers do? There is much advice on what to do, but little counsel on how to do it.

Greener Transport Mitigates Climate Change

The emission of greenhouse gasses is considered by most scientists to be a major cause of observed climate change. According to the U.S. Department of Transportation (DOT), 28 percent of all GHG emissions in the United States came from transportation uses in 2006, 97 percent of which was from the combustion of fossil fuels. Creation of the fuel...

Community Leadership Programs Advance Public Leadership

As processes and hierarchies continue to flatten and public sector budgets persist in red ink, the search for relevant, cost-effective training grows ever more important. Public agencies at all levels of government are subject to escalating pressure from nongovernmental sectors both domestically and...

Case-Study-Driven Leadership Training from West Point

The 1992 Los Angeles riots led law enforcement executives to the department of behavioral sciences at West Point. Its curriculum would evolve and prove effective in enhancing leadership. One test came September 11.

Whos Next in Line? Develop Tomorrows Leaders Today

A wave of retirement presents federal agencies with an opportunity to renew and reshape the public sector leadership culture through visionary succession management. With some 60,000 federal workers set to retire by years end, according to OMB estimates, succession planning must be considered broadly throughout government. Tradit...

Innovation at Rancho Cordova

The City of Rancho Cordova in California was named #12 on the Great Place to Work best small workplaces list by the Great Place to Work Institute. It is the first local government agency to appear on the list.

The selection is based on an employee survey that evaluates management credibility, respect, and fairness; and employee pride and camaraderie. Additionally, a panel reviewed organizational practices that foster the positive work culture.

Understanding the Path Forward in Federal Human Capital

Efforts to refine the government's pay and promotion system have floundered. How can we develop and bring a new model to the majority of government employees?

Most federal employees work and are paid in a General Schedule system that has been in place since 1949, when a vastly different group of occupations, skill sets, and management principles were practiced. In the last decade, The Performance Institute, a think-tank in performance management and accountability for government, studied the two largest lost opportunities to change this model in the last decade: The Department of Homeland Security Max HR System and the Department of Defense National Security Personnel System. The study revealed the government's failure to understand the cultural, behavioral, and management challenges involved in this major paradigm shift.

Feds Lead the Way in Making Training Evaluations More Effective

U.S. government agencies are taking heed to the recommendations outlined in a 2009 ASTD report, The Value of Evaluation.

In 2009, the American Society for Training & Development (ASTD) published The Value of Evaluation: Making Training Evaluations More Effective, a report that revealed how well training evaluation was meeting organizations' business needs. Responses to the 26 questions led to disturbing conclusions, particularly that "Only about one-quarter of respondents... agreed that their organization got a solid 'bang for the buck' from its training evaluation efforts," the report states.

HowTo.gov Provides Government Tools to Engage Citizens Online

Social media in government is here to stay. The team in the General Services Administration's (GSA) Office of Citizen Services and Innovative Technologies (OCSIT) knows this well. This is the team that provides agencies with best practices, training, and shared tools and technology so they can use social media and other digital media to better serve their customers and ensure people can access government information anywhere, anytime, on any device. HowTo.gov is the platform that pulls all these resources together in one place.

HowTo.gov also demonstrates how agencies can accelerate the adoption of these new tools to help government provide better digital services to customers. OCSIT shares examples of successes and lessons learned within its large and growing community of federal professionals who are engaged in using digital technologies and communications to improve their programs. It's working to expand its core Web and IT community to include a much broader network—innovative managers and practitioners across government who see the power of using digital media and technologies to deliver better service to citizens.

How FEMA Drove 23,000 People to Join it's Online Community

National preparedness is everyone's shared responsibility—not just government's. While the responsibility for coordinating and advancing national preparedness and enhancing resiliency falls on the Federal Emergency Management Agency's (FEMA) shoulders, every person, group, and organization has a critical role to play.

Since 2003, FEMA has used National Preparedness Month (NPM) to promote preparedness to the public. During NPM, citizens, community groups, and public- and private-sector organizations coordinate preparedness drills, trainings, and awareness activities. NPM has been successful, but FEMA has had to start from scratch each year to rebuild momentum.

Designing a Social Media Strategy to Fulfill Agency's Mission

Social media applications have become acceptable communication and interaction channels in the public sector. Driven by online behavior of citizens, available social networking platforms, and the governments' need to become more participatory, transparent, and collaborative, public managers must design a social media strategy that helps to fulfill the mission of their organization.

Three Trends Affect Social Media Adoption in Your Agency

While social learning is gaining in momentum among chief learning officers, chief talent officers, and heads of human resources, there are a number of barriers to adopting social learning for an organization. To implement social learning, one has to understand the larger trends affecting the changing workplace, as well as key barriers that prevent the adoption of social learning inside the organization.

Three mega trends are having a huge impact on organizations: the increased use of social networking, the growth of workplace mobility, and the explosion of video-based traffic on the web. Taken together, these shifts increase organizations' interest in building more open, collaborative, and social cultures.

Social Media Matures into Viable, Valuable Communications Tool

Recent trends in the use of social media and mobile technology have given governments fresh
opportunities to engage and educate a diverse array of citizens.

Sixty-nine percent of adults in the United States were using social networks as of August 2012, according to the Pew Internet and American Life. Two-thirds of them report using Facebook, 20 percent are on LinkedIn, and 16 percent are on Twitter.

Figure 1 on the next page reveals that social networking use has grown among every age group, including 57 percent of Americans between the ages of 50 and 64 and 38 percent above age 65.

Science Radio App Brings On-Demand Programming Worldwide

There's an old saying in radio: If no one is calling to complain, then nobody is listening. So when Science360 Radio received a phone call from someone who was upset because she suddenly could no longer access the online radio channel, that was, oddly, a good thing.

It turns out the person calling had purchased a new smart phone specifically to listen to Science360 Radio—even better! Indeed, it appears the first Internet radio stream dedicated to programming about science, technology, engineering, and math (STEM) has a loyal and growing group of listeners. Since the National Science Foundation (NSF) launched Science360 Radio in September 2011, the number of listeners has grown to 7,300 a week, and 21,000 people have downloaded the app.

Making Social Media Content as Accessible as Possible

Most everyone has heard of Section 508, the requirement that federal electronic information technology must be accessible to those with disabilities. Section 508 applies to more than is commonly understood, however. It applies to all online content that is created by the federal government and its contractors, not just content that appears on a .gov or .mil domain.

The rise in use of social media and the ability to share information at lightning speed have encouraged more agencies to examine social media as a major business asset. As with any agency effort, existing policies and requirements still apply.

The Past Present and Future of Social Media At USGS

It's no surprise that the use of social media within the government sector has been exploding over the past several years. The possibilities to improve government using social media are endless. Having a social presence is expected. It's progressed to a point where, if someone asks if your agency is on Twitter, Facebook, or Google+, and you respond "no," you're scoffed at.

While it's tempting to jump into the water head first, you need to know what's waiting for you beneath the surface. Here is the story of how the U.S. Geological Survey (USGS) started exploring the use of social media, the mistakes made and lessons learned, where the agency stands now, and what the future holds.

Successfully Managing Federal Rightsizing Initiatives

Federal managers can anticipate mission changes, organizational restructuring, and austere budgets in fiscal year 2013 and beyond. The challenge will be to incorporate these into headquarters-mandated mission changes while creating and maintaining high-performing subordinate teams.

The most successful managers will understand headquarters' reality and be prepared to participate in decision making. They must provide well-reasoned alternatives aligned to established metrics and program assessment criteria.

What Can Managers Do to Mitigate Violent Employee Behaviors?

All too often we are confronted with news stories about violence occurring in the workplace. Incidents that involve physical violence and even murder make the news, but they are only one part of the workplace violence problem.

Employees encounter violent behaviors—such as threats, harassment, intimidation, and bullying—more frequently in the workplace than outright physical violence. These behaviors warrant management attention because they can poison the work environment, can present legal or liability issues, and may be precursors to serious physical altercations.

Connecting the Dots Among People Budgets and Missions

Managing human capital in the federal workforce is a challenge that has plagued presidential administrations and Congress for the past three decades. Significant issues such as homeland security threats, fiscal imbalances, generational differences, and disruptive technologies have caused senior leaders to rethink the traditional management approaches in use since the industrial age.

In addition to these human capital issues, reports by the Partnership for Public Service indicate that nearly half the federal workforce is eligible for retirement in 2016. Experts have described these impending retirements as "the perfect storm," a "workforce tsunami," and a "brain drain" to name a few. Benjamin Franklin said it best when he stated, "by failing to prepare, you are preparing to fail." By tapping into knowledge management and understanding the distinctions among generation cohorts, managers can connect the dots between succession planning, human capital management, strategic planning, and fiscal responsibility.

The Benefit Is Mutuals: New Models of Public Service Delivery

Public managers around the world are exploring more personalized, proactive, entrepreneurial, and productive models of service delivery. They should study developments in the United Kingdom with interest.

As governments around the world are searching for ways to square the circle of fiscal austerity, rising citizen demands, and the need to stimulate wider economic vitality, old organizational forms may offer new hope. In the United Kingdom, mutuals are enjoying a renaissance as the government opens up the provision of services to public servants. Mutuals are organizations owned by their employees or members and loosely encompass many forms, such as cooperatives and social enterprises.

Challenges and Opportunities for Second Obama Administration

The results of the 2012 presidential election offer both good news and bad news for President Obama. The good news is that he now has another four years to work on improving government performance. The bad news is that he now has another four years to work on improving government performance.

This somewhat tongue-in-check assessment is based on the fact that while the Obama Administration faced a number of challenges during its first term—including its share of workforce management challenges—what's coming up could make the first four years seem like the good old days. This view was reinforced during a round of individual interviews with the federal government's top human resource (HR) leaders: the chief human capital officers (CHCOs).

Investing in People Supports Veterans' Affairs Mission

With more than 314,000 employees, the U.S. Department of Veterans Affairs (VA) is the federal government's second largest department, responsible for a nationwide system of healthcare services, benefits programs, and national cemeteries for America's veterans and their dependents.

As deputy secretary of VA since 2009, W. Scott Gould has shown himself to be a true champion of human capital. He has fought for and won training budgets that support more than 60 learning and development initiatives to help VA employees deliver on their mission of service—and show measurable results.

Teleworking Thrives at U.S. Patent and Trademark Office

Telework programs at the Alexandria, Virginia, agency improved employee productivity and employee satisfaction while maintaining high levels of customer service and employee performance.

When the Telework Enhancement Act of 2010 was signed into law on December 9, 2010, the U. S. Patent and Trademark Office (USPTO) already had established an award-winning telework program for its employees.

The agency has 16 percent (62) of its telework attorneys who reside more than 50 miles from Alexandria, Virginia, in 27 states. Eleven percent (751) of its telework patent examiners reside in 42 states.

Technology and People Are the Lifeblood of Government

This first journal of 2013 examines social media in the government. While there were perceived and real barriers just a few years ago, federal, state, and local governments have jumped feet first into social media with Twitter feeds, Facebook pages, mobile apps, and virtual worlds.

How Titleless Leaders Use Conflict to Get Workplace Results

Getting things done when you're not in charge is no easy feat. As any successful government manager or public service leader—any employee—can tell you, it takes the application of specific attributes to lead others, especially absent title or authority. And when it comes to dealing with differences and conflict in the public sector, titleless leadership approaches can improve your results.

America's Storied History Is a Compelling Budget Story

America's story is a budget story, the ongoing struggle to allocate limited resources between worthy and competing demands, all balanced against the ability to generate and collect revenue.

Develop a Habit of Inspiration to Unleash Innovative Approach

Look at More is written for any individual or team willing to adopt a few new behaviors to develop the habit of being inspired. Given the complex challenges and budget shortfalls that are facing government at all levels, the fact that inspiration can be learned is good news.

Speaking Out in the Workplace

Public sector employees do not check the constitutional right of free speech at the door when they enter public service. According to the Supreme Court, a public employer cannot infringe on constitutionally protected rights as a condition of employment. In the course of their employment, employees who speak out on waste, fraud, abuse, or illegal activity and then face retaliation as a result are protected from retaliation by 42 U.S.C. 1983.

Signed into law in 1871 to combat the adverse treatment of African Americans following the Civil War, Section 1983 creates a private cause of action for those who are deprived of their constitutional rights under the color of state law. Over the years Section 1983 has been used as a tool to protect public sector employees who are deprived of a constitutional right, such as free speech, by their employers.

Change Agents: Are You a Good Rebel or Bad Rebel?

Are you into this change agent mode because you just want to prove that your solutions are right or are you really into creating a culture in your organization where change is an acceptable activity?

The In-Service Zone

Mandated training is often worn and ineffective. A prescriptive method can boost effectiveness, help with knowledge transfer, and standardize the approach without being boring.

Strong Executive Branch Leadership Crucial for Policy Implementation

A president is elected every four years, but he or she does not run the government alone. Thousands of political appointments must be made to establish the White House's leadership of the executive branch.

Revitalize the Federal Government by Strengthening Four Critical Areas

The federal workforce faces a number of critical challenges that must be addressed to fulfill the increasingly complex demands placed upon federal agencies. For example, the looming retirement bubble will require the replacement of a significant portion of the federal workforce, and the technical skills required in today's workplace demand advanced employee training efforts.

Reorganizing the Federal Government to Meet Today's Challenges

The need to reduce the federal deficit and improve the efficiency of government programs has increased attention on reorganizing federal agencies and programs as a mechanism to achieve these desired results. Additionally, there is sustained interest both in changing the role and reducing the size of the federal government. The key question of any desire to reorganize government is how to better design the federal government to meet the challenges of the 21st century.

Recommendations to Strengthen the Federal Budget Process

The federal government faces a large long-term mismatch between projected spending and projected revenues. Closing this fiscal gap will require hard choices to yield trillions of dollars in budget savings. Achieving these savings while sustaining the nation's highest public priorities, supporting robust economic growth, and dealing with inevitable emergencies will be difficult.

Provide Technology Training for Efficiency and Productivity

Keeping up with the latest technology and allowing a contractor to explore technology options can promote creativity and innovation and bring cost savings to firm fixed priced contracts.

Memos to National Leaders: Opportunites for Innovation

Our president has the opportunity to set policy that improves government management, operations, and execution. Experienced public managers offer suggestions to get it done.

Do We Need a New Model for Government?

In the aftermath of the September 11 tragedies, we heard again and again that government needs to be better managed. "Everything has changed" was the constant refrain. "Never has American history seen a time when management has been more important but the stock of new ideas has been so low," argued Professor Donald Kettl of the University of Maryland in The Public Manager (Spring 2008).

Keep Your Training Program Funded: 10 Steps to Training ROI

It is easy to focus on the quality of training rather than the impact of the learning. To prove value, shift thinking from a quality mindset to an impact and results mindset.

Interagency Group Works for the Good of All Government

Revamping the performance appraisal system for the Senior Executive Service (SES) last year was a huge leap toward bringing the program in line with its original mission: to serve as a corporate cadre of federal government leaders capable of moving across and within agencies to take on a variety of roles.

Intergovernmental Relations In a Time of Transition and Uncertainty

Evidence of serious problems in the American intergovernmental system is everywhere. Senator Lamar Alexander (R-Ten.) recently called for an exchange by the federal and state governments of responsibilities for education and health policy to solve critical state financial problems. News stories report municipal bankruptcies and that state and local governments have laid off more than 700,000 employees during the past two years.

Employee Recognition Programs Critical to Workplace Culture

Celebrating employee success helps an organization create the infrastructure necessary to ensure great customer experiences for both internal customers (employees) and external customers.

Don't Sabotage Your Organization

Unintentional acts by employees can thwart productivity and damage morale. Take a page from an old espionage manual—and learn what not to do.

Cross-Agency Efforts Help Manage Large-Scale Initiatives

A president's White House staff typically works with agencies to develop policy initiatives and getting them adopted. But once a policy is adopted, the lead for implementation is usually delegated to an operating agency.

Creating Public-Private Partnerships as a Fiscal Strategy

The public-sector environment has changed in the past four years. Reports from the Government Accountability Office (GAO) and other researchers note that all levels of government will experience fiscal shortfalls stretching far into the future, even assuming normal economic growth.

Creating a Performance-Driven Federal Government

Since the passage of the Government Performance and Results Act (GPRA) in 1993, the federal government has gradually expanded the use of performance management techniques, culminating with the GPRA Modernization Act of 2010.

Behind the Debate on Federal Pay

Does the federal pay system fairly compensate employees compared to their private-sector counterparts? Why do studies using a jobs-to-jobs comparison versus the human capital approach reach different results?

Virtual Worlds and Social Media Drive Results and Training

With increased constraints on both time and budgets, today's leadership must find creative solutions and strategies to deliver needed training. The National Highway Institute (NHI) has harnessed the power of virtual solutions, mobile and social media, informational videos, and distance learning to complement its traditional training role and respond to the challenges its partners and stakeholders face.

These tools allow NHI to innovatively solve issues such as travel restrictions and time constraints while maintaining high-quality and cost-effective instruction. The new delivery formats also allow NHI to reach a wider audience over the past few years.

Mobile Technology Forces Exploration of Bring Your Own Device

Agencies have been tasked to provide employees with the ability to work where, how, and when they desire. Emerging technology that connects people to resources can transform the workplace.

With employee mobility transitioning from an amenity to a necessity in today's workplace, there has never been a higher demand for mobile technology. Due to emerging organizational pressures to implement a mobile strategy, GovLoop recently partnered with Cisco Systems Inc. to explore one of the most pressing and important trends facing government today: how to effectively—and securely—implement a bring-your-own-device (BYOD) initiative.

Smorgasbord of Topics

The last four months have been filled with political ads, debates, and a presidential election, and while we couldn't completely rid ourselves of this once-every-four-years event, we could approach it from a totally different angle. This issue of the journal takes an in-depth view of how the president and other leaders can set policy to improve government management, operations, and execution—on financial and budget reform, intergovernmental relationships, technology, transparency, and reorganization. If you were writing a memo to the president, what would you include?