The Federal Records Act outlines how federal agency employees should determine whether information they create qualifies as a federal record and governs how federal records are to be collected, retained, and eventually either destroyed or provided to the National Archives and Records Administration for permanent archiving.
The modern-day Presidential Transition Act outlines multiple requirements for all stakeholders involved in presidential transitions. This document describes the requirements that apply to the post-election period.
Memo from Acting OMB Deputy Director for Management Michael Rigas and GSA Federal Transition Coordinator Mary Gibert to agency heads with guidance on presidential transition preparations dated Sept. 4, 2020.
The 2020 Memorandum of Understanding (MOU) between the Joe Biden transition team and the General Services Administration establishing the support and services the transition team will receive as described in the Presidential Transition Act. This document was signed by the Elizabeth Cain from GSA and a representative from the eligible candidate.
The report that the General Services Administration submitted to Congress on the presidential transition three months ahead of the election, as required by law. This document covers the meetings of the White House Coordinating Council and career Agency Transition Directors Council and activities of the Office of the Director of National Intelligence (ODNI), Department of Justice and FBI, Department of Homeland Security and Secret Service, Office of Government Ethics (OGE), Office of Personnel Management (OPM), National Archives and Records Administration (NARA), and the GSA.
The report that the General Services Administration submitted to Congress on the presidential transition six months ahead of the election, as required by law. This document covers the establishment of the White House Coordinating Council and career Agency Transition Directors Council, other activities of the GSA, funding and resources provided to the eligible candidate(s) and the role of the Office of the Director of National Intelligence (ODNI), Department of Justice, FBI, Office of Government Ethics (OGE), Office of Personnel Management (OPM), and National Archives and Records Administration (NARA).
Memo from Acting Office of Management and Budget Director, Russell Vought, to agency heads with guidance on presidential transition preparations and implementing the Presidential Transition Act dated April 4, 2020. This memo includes guidance on the timetable of agency actions, including which agencies will participate in the Agency Transition Directors Council (ATDC) and other agencies who will name a transition point of contact.
Statement of Max Stier President and CEO Partnership for Public Service Written statement prepared for the House Committee on Ways and Means Subcommittee on Social Security Hearing entitled, “Lacking a Leader: Challenges Facing the SSA after over 5 Years of Acting Commissioners.
Shared services allows the government to redirect resources to critical mission activities and strategic priorities and provide shared platforms in areas such as cybersecurity, benefits, law enforcement, financial services and defense.
Using a shared services provider to carry out these functions enables the government to standardize, reduce and cut administrative costs. It can also enhance service quality by improving processes and incorporating secure, innovative technologies across government agencies at the same time.
Shared services can also enable government to achieve enterprise goals by improving its ability to work across agency boundaries and achieve economies of scale.
Learn how the next administration has an opportunity to use shared services to improve how government is managed and enhance the administration’s ability to carry out policy priorities.
The Office of Management and Budget is the one federal agency that can play a pivotal role in ensuring the effective implementation of programs and policies across the entire government. Besides its budget responsibilities, OMB can and should be doing more as a government-wide catalyst for evidence-based decision-making, innovation, management reform and interagency and intergovernmental coordination.
In this report, “From Decisions to Results: Building a More Effective Government Through a Transformed Office of Management and Budget” the Partnership for Public Service suggests six target areas for the next president to focus on in order to transform the Office of Management and Budget into a primary coordination hub for translating decisions made at the White House and Congress into results for citizens.