This calendar provide detailed information regarding the day to day activities of Attorney General Holder during his first few weeks in office. Consistent with the Freedom of Information Act, certain limited aspects of the attorney general’s calendar are not released publicly.
Our next president and his team will have no shortage of people offering them advice. Considering the primacy of an effective federal workforce toward achieving the administration’s goals, they would be well served by what our government’s top human capital experts have to say. Acting upon these expert recommendations could elevate our federal government to new heights.
More than half of respondents volunteered that bold reform of our civil service system is necessary. More than two-thirds advocate eliminating or significantly updating the General Schedule pay and classification system. The vast majority of them recommend phasing out the current system gradually.
Ninety percent agree that alternative work schedules are a useful tool to a great or very great extent for attracting and retaining talent, and over half would add telework to that list of especially useful tools. Given a menu of options, direct-hire authority and dual compensation waivers are cited as the most underutilized hiring tools. The need to obtain prior OPM approval to use these tools on a case-by-case basis is cited as the main reason they are not more actively used.
Only 44 percent of CHCOs believe that federal managers and supervisors possess the supervisory or managerial competencies they need to a great extent, and none of the respondents believe federal managers overall deserve the highest rating, i.e., to a very great extent.
Only 29 percent of CHCOs believe to a great extent that HR staff members have the competencies they need. The percentage of CHCOs who believe their HR staffs are viewed as trusted advisors is 52 percent. Eighty-eight percent of the CHCOs interviewed believe federal performance management systems are doing a good job of aligning organizational goals with individual performance, up from 64 percent in 2007.
A Government Accountability Office (GAO) report to Congress concerning the management challenges for political appointees within the federal government.
This memorandum details the Obama-Biden Transition Project’s policies and procedures for handling certain classes of documents from federal agencies.
Memorandum of Understanding (MOU) between the Office of President-elect Obama and the White House establishing the relationship between the transition team and the outgoing White House. “The chief of staff and the chair of the president-elect’s transition team enter into this memorandum of understanding in order to establish an orderly process for identifying individuals charged with transition responsibilities, to ensure that the government’s and the office of the president-elect’s standards of conduct are observed, to protect the confidentiality of nonpublic government information made available to the transition team during the transition period, to preserve the constitutional, statutory and common law privileges that attach to such information in the possession of the executive branch, and to protect the confìdentiality of transition information made available to the government.”
Letter ascertaining the winner of the 2008 presidential election from Acting GSA Administrator James Williams to President-elect Barak Obama on Nov. 25, 2008, which triggers to resources and support from the General Services Administration in support of the presidential transition.
This Memorandum of Understanding (MOU) establishes guidelines for obtaining services and facilities made available by the General Services Administration (GSA) to the President-elect and the Vice President-elect and paid out of funds appropriated in accordance with the Presidential Transition Act of 1963, as amended.
This memorandum fromthe Obama-Biden Transition Project’s OMB Transition team leader, begins specifying context and budget development plans for the transition and to identify specific budget-related tasks to ask of the post-election transition agency review teams.
This Executive Order, published in the Federal Register, issued by the Bush White House, directs federal agencies to facilitate the 2008-09 presidential transition. The order establishes a Presidential Transition Coordinating Council with the authority to prepare the federal government for the presidential transition.
The key to improving our federal government’s operational health is a robust management framework “a roadmap to reform” that tackles challenges from federal budgeting to the use of technology to deliver services. The centerpiece of the president’s government reform plan needs to be a strategy to restore prestige to and increase the capacity of our federal workforce.
Each aspect of the government deserves more attention, but the new president’s management framework should focus on the talented, but underutilized, civilian workforce. The goal should be clear: to improve organizational performance. Core components of an effective workforce, which foster high performance, include: