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.
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.
In preparation for the upcoming presidential transition, the Senior Executives Association (SEA) Professional Development League (PDL) has released its inaugural transition handbook, designed specifically for federal career executives, to help guide and advise them during this time of presidential transition.
The Office of Government Ethics (OGE) transition guide for the White House and their appointees outlines the ethics and reporting process for new appointees. Includes a comprehensive listing of laws and regulations on ethics, investment funds, and financial disclosure.
A presidential transition is a time of change for the country—but nowhere is that change more acutely felt than in the federal government itself. A new wave of politicians and political appointees will come in to reset agendas and missions, causing career civil servants to feel anxiety over the unknown elements that will change the nature of their jobs. This added employee stress has the potential to severely diminish employee engagement, mitigating governmental effectiveness before the transition and after the next administration takes over.
To reduce anxiety and prevent false information from spreading, managers must find ways to creatively and proactively communicate with employees. Read the Partnership for Public Service and Deloitte’s latest Best Places to Work in the Federal Government® analysis to learn more about the essentials of communicating with federal employees during a presidential transition.
While many Federal employees have experienced one or more Presidential transitions, for many this will be their first. This overview, published by the General Services Administration, is designed to help all federal employees—both career and appointees—better understand and engage in the transition process to ensure a smooth Presidential transition. Includes sections on:
- Transition Activities
- Presidential Transition Timeline
- Agency Transition Directors Council
- White House Transition Coordinating Council
- Frequently Asked Questions
WASHINGTON — On Monday, August 1 the presidential transition teams for Hillary Clinton and Donald Trump will be able to move in to government-funded office space provided by the General Services Administration (GSA). In addition to fully furnished and equipped office space, GSA will provide other transition support, including communication services, briefings and assistance to enable the candidates to prepare to govern even as they simultaneously campaign vigorously to win the office.
The Pre-Election Presidential Transition Act of 2010 provides major party candidates with office space and services immediately following the nominating conventions. Prior to the passage of this legislation, the support was withheld until after the election.
“As the candidates race against one another, they are also racing against the clock to be ready to govern,” said Max Stier, president and CEO of the Partnership for Public Service. “Presidential transitions are often rushed, complex and a time of real vulnerability for our nation. This government-funded transition support enables the presidential candidates to begin essential preparations for governing long before any votes are cast.”
WHAT: Moving in to government-funded office space provided by the GSA
WHO: The presidential transition teams for Hillary Clinton and Donald Trump WHEN: Monday, August 1, 2016
WHERE: GSA transition space, Washington, D.C.
MEDIA INQUIRIES: Reach Erika Walter by calling 202-775-9111 or emailing [email protected]
Background on the Center for Presidential Transition: Launched in January 2016, the Partnership’s Center for Presidential Transition is helping the presidential candidates and their transition teams, the outgoing administration and federal agencies navigate the transition process and ensure our next president will be ready to govern on day one. This first-of-its-kind Center is the only permanent organization dedicated to presidential transitions and is a “one-stop” resource for transition planning information. Background on the Partnership for Public Service: For 15 years, the nonpartisan, nonprofit Partnership for Public Service has been dedicated to making the federal government more effective for the American people. We work across administrations to help transform the way government operates by increasing collaboration, accountability, efficiency and innovation.
###
WASHINGTON – Partnership for Public Service President and CEO Max Stier released the following statement regarding the Veterans Health Administration’s (VHA) Commission on Care Report. The congressionally-chartered report quotes and aligns with the Partnership’s report, “Building the Enterprise: A New Civil Service Framework.”
“This report is an important reminder that our civil service system is broken,” said Max Stier, Partnership president and CEO. “Addressing systemic barriers to the VHA’s ability to recruit, hire and retain the right talent to serve our nation’s veterans can wait no longer. The current system is doing real harm to the department’s ability to serve the veteran population. The findings of the commission also reinforce the need for a top-to-bottom reform of the entire federal civil service system. While I am gratified that the commission looked to the Partnership’s 2014 civil service reform report to provide guidance and solutions to the human capital challenges at VHA, changing the employment system for VHA employees alone is an incomplete solution. In fact, this could increase the complexity and balkanization of the federal civil service system. VHA and government as a whole require a modern personnel system that attracts new talent, develops strong leaders, recognizes outstanding performance, and holds poor performers accountable. The difficulties faced by VHA are not unique among federal agencies, and absent meaningful reform they are unlikely to abate soon.”
Background on the report “Building the Enterprise: A New Civil Service Framework”:
The Partnership is a persistent voice in Congress supporting constructive and long-term solutions to the problems faced by the Department of Veterans Affairs. In “Building the Enterprise: A New Civil Service Framework,” the Partnership proposed a comprehensive civil service transformation that would turn the federal government into a model, state-of-the-art employer. The new system would be designed to more easily attract, hire, promote, and retain top talent, place greater attention on the development of leaders, compensate employees in line with the broader job market, and streamline the workplace justice system to provide faster resolution to employee disputes. As the Partnership’s President and CEO, Max Stier, stated at the time, “Good government starts with good people, and our nation is fortunate to count some of the brightest, most dedicated professionals among its ranks. But they too often succeed in spite of the current system, not because of it.”
For 15 years, the nonpartisan, nonprofit Partnership for Public Service has been dedicated to making the federal government more effective for the American people. We work across administrations to help transform the way government operates by increasing collaboration, accountability, efficiency and innovation. Visit ourpublicservice.org to learn more.
###
The National Academy of Public Administration (NAPA) convened four panels to tackle the management issues determined to be most critical to the success of the new Administration. This report catalogues their findings and recommendations regarding: Collaboration Across Boundaries, Strategic Foresight, Evidence-Based Approaches and Recruitment and Retention.