The inspectors general serve as the canary in the coal mine, warning federal leaders of agency risks and vulnerabilities. They also have a unique, long-term perspective on their organizations since they typically remain in place through changes in leadership. In this report, “Walking the Line: Inspectors General Balancing Independence and Impact,” the Partnership for Public Service and Grant Thornton Public Sector set out to identify ways incoming agency leaders and Congress can form constructive relationships with the IG community.
This infographic describes the national security risks of a poorly executed transition and the need to get appointees with national security responsibilities in early in an administration
Twenty sample position descriptions for the position of agency deputy secretaries. Descriptions include agency overview, compensation level, responsibilities, requirements and competencies adapted from work produced by the Romney Readiness Project and public websites, and refined through interviews. Includes a list of recent incumbents and their backgrounds.
According to a 2015 survey by Pew Research, only 20 percent of the public believes the federal government runs its programs well, with 59 percent reporting that the government is in need of “very major reform.” With rates of trust in government at an all-time low, technology and innovation will be essential to achieve the next administration’s goals and deliver services more effectively and efficiently to the American people.
In this report, “Encouraging and Sustaining Innovation in Government: A Technology and Innovation Agenda for the Next Administration,” authors Beth Simone Noveck and Stefaan Verhulst provide a set of recommendations for how incoming leaders can use innovation as a catalyst in achieving the administration’s priorities.
This is the fourth whitepaper in our Management Roadmap series, published jointly by the Partnership for Public Service and the IBM Center for The Business of Government. The reports share lessons learned from roundtable dialogues with key stakeholders, identifies promising initiatives and offers ideas on successful implementation. The project will culminate with a Management Roadmap capstone report later this year incorporating lessons from all four whitepapers.
Fourteen sample job descriptions including agency overview, compensation level, responsibilities, requirements and competencies adapted from interviews with the Partnership for Public Service’s CFO SAGE (Strategic Advisor to Government Executives) community and public websites.
A matrix that oulines the pros and cons of having the White House vs. Cabinet Secretary decide appointments. Examples include: Hillary Clinton, Steven Chu, and Jimmy Carter.
Making smart and timely decisions will enable the next administration to more effectively implement key priorities and address emerging challenges. But it won’t be easy. Incoming leaders will be flooded with information and advice and will face a never-ending barrage of decisions. To succeed, new appointees need an organized approach that uses data and draws on proven processes and frameworks.
In this report, “Enhancing the Government’s Decision-Making: Helping Leaders Make Smart and Timely Decisions,” author Ed DeSeve presents insights and offers recommendations for transition teams and the next administration on establishing effective decision-making approaches, taking an enterprise view and using data-driven analytics.
This is the third report in our Management Roadmap series, published jointly by the Partnership for Public Service and the IBM Center for The Business of Government. The reports share lessons learned from roundtable dialogues with key stakeholders, identifies promising initiatives and offers ideas on successful implementation.
Learn more about the Ready to Govern initiative.
Over the last year, the Partnership for Public Service and the IBM Center for The Business of Government have held a series of roundtable discussions with key government leaders and stakeholders to develop a Management Roadmap for the next administration. This roadmap will share lessons learned, identify promising initiatives and offer ideas on successful implementation.
Our first roundtable and report focused on executive talent. Our second roundtable discussion was centered on how to create an ecosystem for cross-agency collaboration in the new administration. In the new report, “Building an Enterprise Government,” Jane E. Fountain outlines a framework that the next president and agency executives can use to formulate strategic priorities, modernize management processes and build capacity to achieve cross-agency goals.
In the coming months, we will release additional reports on related management topics. We invite you to learn more about the Partnership for Public Service’s Center for Presidential Transition and the Management Roadmap.
A list of nominees that received confirmation hearings before Inauguration in the Bush and Obama administrations.
This bibliography, compiled by the law firm of Steptoe & Johnson and Allen & Overy, compiles much of the scholarly literature analyzing various aspects of presidential transitions.