By Elizabeth Newell enewell@govexec.com
December 22, 2008
While it will be up to President-elect Barack Obama to fill a congressionally mandated deputy chief management officer position at the Defense Department, the Pentagon already is making preparations for the new official's arrival.
The nomination and Senate confirmation of a management chief is statutorily required in both the 2008 and 2009 Defense authorization bills. But creating a new office to consolidate business leadership across the massive agency does not happen overnight, so the Office of the Secretary of Defense is getting a jump-start on the process.
Beth McGrath, principal deputy undersecretary at Defense's Business Transformation Agency, was appointed assistant deputy chief management officer in October and has begun coordinating business management across offices and military departments. Defense Deputy Secretary Gordon England, who also holds the chief management officer title, has developed a charter, timelines, and scope and responsibility papers for the incoming nominee.
http://www.govexec.com/story_page.cfm?articleid=41679&dcn=todaysnews
Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts
Wednesday, December 24, 2008
Army creates organization to oversee civilian training
By Katherine McIntire Peters kpeters@govexec.com
December 12, 2008
The Army this week announced it was standing up a civilian university to better manage employee education and training. With plans for a staff of 15, however, the university is less a physical entity than a governing headquarters that aims to better coordinate education programs.
The move is part of a broader plan to centrally manage career development for the Army's 250,000 civilian employees, about 60 percent of whom do not have established career paths. By centralizing management the service plans to level the playing field for all civilians and gain a better understanding of the skills it must develop to meet long-term needs.
Eventually, the service expects to create eight broad career tracks that will provide employees with a clear path for promotion and give them more visibility into opportunities elsewhere in the Army.
http://www.govexec.com/story_page.cfm?articleid=41620&dcn=todaysnews
December 12, 2008
The Army this week announced it was standing up a civilian university to better manage employee education and training. With plans for a staff of 15, however, the university is less a physical entity than a governing headquarters that aims to better coordinate education programs.
The move is part of a broader plan to centrally manage career development for the Army's 250,000 civilian employees, about 60 percent of whom do not have established career paths. By centralizing management the service plans to level the playing field for all civilians and gain a better understanding of the skills it must develop to meet long-term needs.
Eventually, the service expects to create eight broad career tracks that will provide employees with a clear path for promotion and give them more visibility into opportunities elsewhere in the Army.
http://www.govexec.com/story_page.cfm?articleid=41620&dcn=todaysnews
Thursday, December 18, 2008
GAO backs boost in oversight of executive pay-for-performance
By Brittany R. Ballenstedt
December 16, 2008
The government should improve the certification process for federal agencies with performance-based pay systems for members of the Senior Executive Service, according to a new report by the Government Accountability Office.
The report (GAO-09-82) found that while oversight of the systems by the Office of Personnel Management and Office of Management and Budget generally was satisfactory, the two could identify ways to further improve and streamline the certification process for the SES pay system and provide agencies with the guidance, tools and training needed to implement those systems.
Currently, agencies are allowed to raise the SES pay cap from $158,000 to $172,200 if OPM and OMB agree that an agency's appraisal system meets nine certification criteria. Those include a requirement that SES performance is linked to the organization's goals.
http://www.govexec.com/dailyfed/1208/121608b1.htm
December 16, 2008
The government should improve the certification process for federal agencies with performance-based pay systems for members of the Senior Executive Service, according to a new report by the Government Accountability Office.
The report (GAO-09-82) found that while oversight of the systems by the Office of Personnel Management and Office of Management and Budget generally was satisfactory, the two could identify ways to further improve and streamline the certification process for the SES pay system and provide agencies with the guidance, tools and training needed to implement those systems.
Currently, agencies are allowed to raise the SES pay cap from $158,000 to $172,200 if OPM and OMB agree that an agency's appraisal system meets nine certification criteria. Those include a requirement that SES performance is linked to the organization's goals.
http://www.govexec.com/dailyfed/1208/121608b1.htm
Friday, December 12, 2008
Merit board links employee engagement and productivity
By Brittany R. Ballenstedt
Employees who are fully engaged tend to work in offices that achieve better program results, call in sick less often and stay with their agencies longer, according to a new report by the Merit Systems Protection Board.
The report, which is based on results from a 2005 survey of nearly 37,000 employees at 24 federal agencies, found that despite dwindling resources and increased pressure to improve programs, agencies can thrive if managers connect with their employees.
"Federal supervisors and managers have an important role to play in engaging employees," said MSPB Chairman Neil McPhie. "Those who are successful in engendering these attitudes will lead a more engaged workforce that will produce better outcomes for their agencies."
Full story: http://www.govexec.com/story_page.cfm?articleid=41448&dcn=e_wfw
Employees who are fully engaged tend to work in offices that achieve better program results, call in sick less often and stay with their agencies longer, according to a new report by the Merit Systems Protection Board.
The report, which is based on results from a 2005 survey of nearly 37,000 employees at 24 federal agencies, found that despite dwindling resources and increased pressure to improve programs, agencies can thrive if managers connect with their employees.
"Federal supervisors and managers have an important role to play in engaging employees," said MSPB Chairman Neil McPhie. "Those who are successful in engendering these attitudes will lead a more engaged workforce that will produce better outcomes for their agencies."
Full story: http://www.govexec.com/story_page.cfm?articleid=41448&dcn=e_wfw
Friday, November 21, 2008
Defense finds wikis a boon during crises
By Bob Brewin
SAN DIEGO -- As the conflict between Russia and Georgia escalated into a short war in August, the Pentagon set up wikis to monitor the situation and to coordinate a possible response, a principal adviser to the Joint Chiefs of Staff said on Wednesday.
During the conflict, the Joint Chiefs used wikis, Web pages containing content on a specific topic that users can add to or edit, on its classified networks to coordinate its response. They found that the tools streamlined their coordination efforts and cut e-mail traffic in half during the crisis, said Vice Adm. Nancy Brown, director of command, control, communications and computers. She spoke at the annual Armed Forces Electronics and Communications MILCOM conference here.
Commanders who used wikis during the crisis included Adm. Michael Mullen, chairman of the Joint Chiefs of Staff, and since then their use "has spread like wildfire," Brown said.
Full story: http://www.nextgov.com/nextgov/ng_20081120_2919.php?zone=NGpopular
SAN DIEGO -- As the conflict between Russia and Georgia escalated into a short war in August, the Pentagon set up wikis to monitor the situation and to coordinate a possible response, a principal adviser to the Joint Chiefs of Staff said on Wednesday.
During the conflict, the Joint Chiefs used wikis, Web pages containing content on a specific topic that users can add to or edit, on its classified networks to coordinate its response. They found that the tools streamlined their coordination efforts and cut e-mail traffic in half during the crisis, said Vice Adm. Nancy Brown, director of command, control, communications and computers. She spoke at the annual Armed Forces Electronics and Communications MILCOM conference here.
Commanders who used wikis during the crisis included Adm. Michael Mullen, chairman of the Joint Chiefs of Staff, and since then their use "has spread like wildfire," Brown said.
Full story: http://www.nextgov.com/nextgov/ng_20081120_2919.php?zone=NGpopular
Obama administration faces hard choices in managing ground troops
By Katherine McIntyre Peters
The Center for Strategic and Budgetary Assessments on Monday released three new reports aimed at informing the next administration as it makes difficult decisions in shaping a new military strategy.
Comment on this article in The Forum.The nonpartisan center's analysts laid out detailed accounts of the recruiting, equipping and organizational challenges confronting the ground services and recommended the Obama administration cut some weapons programs, reorganize special operations forces and reconsider plans to substantially increase the size of the Army.
The reports were the latest installments in the center's "Strategy for the Long Haul," a comprehensive look at how the services are poised to face the most likely strategic challenges in the coming years. The 15-volume collection of monographs seeks to inform the Pentagon's upcoming Quadrennial Defense Review, which will get under way in early 2009, as well as guide the Obama administration.
Full story: http://www.nextgov.com/nextgov/ng_20081117_3643.php?zone=NGpopular
The Center for Strategic and Budgetary Assessments on Monday released three new reports aimed at informing the next administration as it makes difficult decisions in shaping a new military strategy.
Comment on this article in The Forum.The nonpartisan center's analysts laid out detailed accounts of the recruiting, equipping and organizational challenges confronting the ground services and recommended the Obama administration cut some weapons programs, reorganize special operations forces and reconsider plans to substantially increase the size of the Army.
The reports were the latest installments in the center's "Strategy for the Long Haul," a comprehensive look at how the services are poised to face the most likely strategic challenges in the coming years. The 15-volume collection of monographs seeks to inform the Pentagon's upcoming Quadrennial Defense Review, which will get under way in early 2009, as well as guide the Obama administration.
Full story: http://www.nextgov.com/nextgov/ng_20081117_3643.php?zone=NGpopular
Wednesday, November 12, 2008
Directory of 'plum' federal jobs debuts
By Kellie Lunney klunney@govexec.com
November 11, 2008
The presidential campaign might be over, but the competition for jobs in the new Obama administration has only just begun.
The 2008 Plum Book, the eagerly anticipated guide to more than 8,000 leadership positions in the executive and legislative branches, will be ready Nov. 12. The Senate Homeland Security and Governmental Affairs Committee is publishing this year's tome officially titled "United States Policy and Supporting Positions." Aspiring political appointees and ambitious career executives can purchase the guide for $38 at the Government Printing Office's bookstore. For the more frugal and environmentally conscious, the book also is available for free at GPO's Web site.
http://www.govexec.com/story_page.cfm?articleid=41395&dcn=todaysnews
November 11, 2008
The presidential campaign might be over, but the competition for jobs in the new Obama administration has only just begun.
The 2008 Plum Book, the eagerly anticipated guide to more than 8,000 leadership positions in the executive and legislative branches, will be ready Nov. 12. The Senate Homeland Security and Governmental Affairs Committee is publishing this year's tome officially titled "United States Policy and Supporting Positions." Aspiring political appointees and ambitious career executives can purchase the guide for $38 at the Government Printing Office's bookstore. For the more frugal and environmentally conscious, the book also is available for free at GPO's Web site.
http://www.govexec.com/story_page.cfm?articleid=41395&dcn=todaysnews
GSA Presidential Transition Website
The Presidential Transition Act of 2000 (P.L. 106-293) authorizes the General Services Administration (GSA) to develop a transition directory in consultation with the National Archives and Records Administration (NARA). The Act provides that the transition directory "shall be a compilation of Federal publications and materials with supplementary materials developed by the Administrator that provides information on the officers, organization, and statutory and administrative authorities, functions, duties, responsibilities, and mission of each department and agency." Senate Report 106-348 clarifies that the directory is intended to "assist in navigating the many responsibilities that fall on a new administration" that is "confronted by an overwhelming amount of material."
More at http://directory.presidentialtransition.gov/
DON info at http://snipurl.com/5cv2l [frwebgate_access_gpo_gov]
See also GovExec.com special report at
http://www.govexec.com/specialreports/transition.htm
More at http://directory.presidentialtransition.gov/
DON info at http://snipurl.com/5cv2l [frwebgate_access_gpo_gov]
See also GovExec.com special report at
http://www.govexec.com/specialreports/transition.htm
Study: Engage employees for better productivity
By STEPHEN LOSEY November 11, 2008
An engaged work force is a productive work force, according to an upcoming study from the Merit Systems Protection Board.
MSPB measured employee engagement by surveying 37,000 employees at 24 agencies in 2005 about how much pride they take in their jobs and agencies, how much they trust their leadership, whether they have opportunities to improve their skills and do their jobs well, and whether they believe they are respected and their achievements recognized.
http://www.federaltimes.com/index.php?S=3810333
An engaged work force is a productive work force, according to an upcoming study from the Merit Systems Protection Board.
MSPB measured employee engagement by surveying 37,000 employees at 24 agencies in 2005 about how much pride they take in their jobs and agencies, how much they trust their leadership, whether they have opportunities to improve their skills and do their jobs well, and whether they believe they are respected and their achievements recognized.
http://www.federaltimes.com/index.php?S=3810333
Monday, November 3, 2008
Navy encourages use of Web 2.0 tools
Federal Computer Week
Robert Carey, chief information officer for the Navy and the first government CIO to publish a public blog, thinks wikis, blogs and Web feeds will give warfighters seamless access to important information. In a memo issued Oct. 20, Carey said Navy officials endorse the use of Web 2.0 tools to improve communication and collaboration.
http://www.fcw.com/online/news/154217-1.html
Robert Carey, chief information officer for the Navy and the first government CIO to publish a public blog, thinks wikis, blogs and Web feeds will give warfighters seamless access to important information. In a memo issued Oct. 20, Carey said Navy officials endorse the use of Web 2.0 tools to improve communication and collaboration.
http://www.fcw.com/online/news/154217-1.html
Social Networks Will Change Government, Says Gartner
Oct 23, 2008, News Report
By 2011, 70 percent of social computing deployments in government that achieve business benefits will do so in unplanned or unexpected ways, according to Gartner Inc. Government organizations around the world are showing great interest in social computing, yet deployment so far is relatively limited.
"The current global financial turmoil bolsters the case for government adoption of social networks as technology-budget cuts make tapping into societal resources, such as voluntary groups, philanthropists, associations and social network groups essential to complement weaker government action in some critical areas," said Andrea Di Maio, vice president and distinguished analyst at Gartner
http://www.govtech.com/gt/articles/424043
By 2011, 70 percent of social computing deployments in government that achieve business benefits will do so in unplanned or unexpected ways, according to Gartner Inc. Government organizations around the world are showing great interest in social computing, yet deployment so far is relatively limited.
"The current global financial turmoil bolsters the case for government adoption of social networks as technology-budget cuts make tapping into societal resources, such as voluntary groups, philanthropists, associations and social network groups essential to complement weaker government action in some critical areas," said Andrea Di Maio, vice president and distinguished analyst at Gartner
http://www.govtech.com/gt/articles/424043
Thursday, October 23, 2008
October 23, 1983
Terrorists crashed a truck loaded with explosives through the perimeter of the Marine Battalion headquarters building at the Beirut Airport, killing 241 Marines. No one attempted, or was able, to stop the truck because, under the rules of engagement as the command understood them, sentries had no automatic or heavy weapons at their posts and they carried unloaded M16s.
But several weeks earlier, the President had changed the rules of engagement to allow the Marines to initiate stronger measures for self-defense. Unfortunately, as that directive went through multiple layers in the chain of command, its intent was reversed, and the Marines on the scene believed they had in fact been ordered to remain in a "peacetime" mode. As described by former SecNav John F. Lehman in his book, Command of the Seas (1988) (pp. 322-23):
"[T]he September 12 directive ... went from the president to the secretary of defense; from the secretary of defense through the JCS and their seventeen-hundred man staff; to CINCLANT and CINCLANTFLT and Fleet Marine Force Atlantic in Norfolk for coordination; from the JCS organization thence to the European theater commander in Belgium; from Belgium to the Deputy European Command headquarters in Stuttgart; from Stuttgart to the commander of U.S. naval forces, Europe, in Naples; from Naples to the deputy NAVEUR headquarters in London; from London to the U.S. Sixth Fleet command headquarters in Gaeta, Italy; from Gaeta back to the U.S. commander, Task Force 60, in Naples; from Naples to the U.S. commander, Task Force 61, off Beirut; and from CTF-61 ashore to CTF-62, Colonel Geraghty, in command of the marines. The [blue-ribbon investigative] commission documented how in whispering-down-the-lane fashion the chain of command simply neutralized the impact of the September 12 message by reminding the marines later that the mission and the ROE had not changed."
As you work on your taskers, remember: Words matter. Accuracy counts. Understand what you're doing. Get it right.
But several weeks earlier, the President had changed the rules of engagement to allow the Marines to initiate stronger measures for self-defense. Unfortunately, as that directive went through multiple layers in the chain of command, its intent was reversed, and the Marines on the scene believed they had in fact been ordered to remain in a "peacetime" mode. As described by former SecNav John F. Lehman in his book, Command of the Seas (1988) (pp. 322-23):
"[T]he September 12 directive ... went from the president to the secretary of defense; from the secretary of defense through the JCS and their seventeen-hundred man staff; to CINCLANT and CINCLANTFLT and Fleet Marine Force Atlantic in Norfolk for coordination; from the JCS organization thence to the European theater commander in Belgium; from Belgium to the Deputy European Command headquarters in Stuttgart; from Stuttgart to the commander of U.S. naval forces, Europe, in Naples; from Naples to the deputy NAVEUR headquarters in London; from London to the U.S. Sixth Fleet command headquarters in Gaeta, Italy; from Gaeta back to the U.S. commander, Task Force 60, in Naples; from Naples to the U.S. commander, Task Force 61, off Beirut; and from CTF-61 ashore to CTF-62, Colonel Geraghty, in command of the marines. The [blue-ribbon investigative] commission documented how in whispering-down-the-lane fashion the chain of command simply neutralized the impact of the September 12 message by reminding the marines later that the mission and the ROE had not changed."
As you work on your taskers, remember: Words matter. Accuracy counts. Understand what you're doing. Get it right.
Management Matters: Back to the Future
By Katherine McIntire Peters kpeters@govexec.com
October 22, 2008
Any day now, senior Air Force leaders will announce the details of their plan to establish a major command to manage nuclear and deterrence missions. The far-reaching restructuring is aimed at restoring global confidence in U.S. nuclear stewardship following a string of security lapses and unacceptable mistakes that led Defense Secretary Robert Gates to sack the service's senior civilian and military leaders in June.
As service leaders iron out the critical details inherent in establishing a new command structure, it's worth remembering that the Air Force used to have an organization that did exactly what it now needs to do. The Strategic Air Command was once the pride of Cold War airmen, for whom the nuclear mission was synonymous with national preservation. The service's decision to dismantle the command in 1991 following Operation Desert Storm in Iraq, the first major post-Cold War military engagement, is a cautionary tale in the unintended consequences that can result from a major reorganization.
http://www.govexec.com/story_page.cfm?filepath=/dailyfed/1008/102208mm.htm
October 22, 2008
Any day now, senior Air Force leaders will announce the details of their plan to establish a major command to manage nuclear and deterrence missions. The far-reaching restructuring is aimed at restoring global confidence in U.S. nuclear stewardship following a string of security lapses and unacceptable mistakes that led Defense Secretary Robert Gates to sack the service's senior civilian and military leaders in June.
As service leaders iron out the critical details inherent in establishing a new command structure, it's worth remembering that the Air Force used to have an organization that did exactly what it now needs to do. The Strategic Air Command was once the pride of Cold War airmen, for whom the nuclear mission was synonymous with national preservation. The service's decision to dismantle the command in 1991 following Operation Desert Storm in Iraq, the first major post-Cold War military engagement, is a cautionary tale in the unintended consequences that can result from a major reorganization.
http://www.govexec.com/story_page.cfm?filepath=/dailyfed/1008/102208mm.htm
Tuesday, October 21, 2008
Web 2.0 technologies are seen as vital to attracting younger employees
BY GAUTHAM NAGESH, GNAGESH@GOVEXEC.COM
The federal government must adapt and embrace Web 2.0 technologies such as virtual worlds, wikis and social networks to attract and retain younger employees, because the technologies are here to stay, two federal knowledge management practitioners said in a presentation in Washington on Thursday.
Comment on this article in The Forum.Speaking at a conference on knowledge management and business intelligence organized by the Digital Government Institute, Giora Hader, the Federal Aviation Administration's knowledge architect, said agencies must embrace the world of social networking and collaborative technologies or risk losing out on a generation of new workers who are needed to fill gaps left by the upcoming wave of retirements.
"The fact is Web 2.0 is here to stay; it's not a fad," Hader said. "It can increase workforce efficiency and effectiveness while improving service -- keep in mind that we are all civil servants."
Full story: http://www.nextgov.com/nextgov/ng_20081017_9073.php?zone=ngtoday <http://gove-media.com/portal/wts/ccmcfOaPfbaqok3L6RAAbN-V7Cd>
The federal government must adapt and embrace Web 2.0 technologies such as virtual worlds, wikis and social networks to attract and retain younger employees, because the technologies are here to stay, two federal knowledge management practitioners said in a presentation in Washington on Thursday.
Comment on this article in The Forum.Speaking at a conference on knowledge management and business intelligence organized by the Digital Government Institute, Giora Hader, the Federal Aviation Administration's knowledge architect, said agencies must embrace the world of social networking and collaborative technologies or risk losing out on a generation of new workers who are needed to fill gaps left by the upcoming wave of retirements.
"The fact is Web 2.0 is here to stay; it's not a fad," Hader said. "It can increase workforce efficiency and effectiveness while improving service -- keep in mind that we are all civil servants."
Full story: http://www.nextgov.com/nextgov/ng_20081017_9073.php?zone=ngtoday <http://gove-media.com/portal/wts/ccmcfOaPfbaqok3L6RAAbN-V7Cd>
Wednesday, October 15, 2008
Panel: Transition presents opportunities for civil service reforms
By Alyssa Rosenberg arosenberg@govexec.com
October 14, 2008
The upcoming presidential transition and the current economic crisis present major challenges, but they also provide an opportunity for much-needed reforms to the rules governing federal workers, panelists said during a forum on Tuesday.
Those changes could include strengthening performance management, creating a mechanism for senior executives to move around more and rebranding federal service for a new generation of employees, the panelists said. The discussion was sponsored by the Coalition for Effective Change, a nonpartisan group of current and retired federal employees and executives.
http://www.govexec.com/story_page.cfm?articleid=41185&dcn=todaysnews
October 14, 2008
The upcoming presidential transition and the current economic crisis present major challenges, but they also provide an opportunity for much-needed reforms to the rules governing federal workers, panelists said during a forum on Tuesday.
Those changes could include strengthening performance management, creating a mechanism for senior executives to move around more and rebranding federal service for a new generation of employees, the panelists said. The discussion was sponsored by the Coalition for Effective Change, a nonpartisan group of current and retired federal employees and executives.
http://www.govexec.com/story_page.cfm?articleid=41185&dcn=todaysnews
OPM meets most 2008 strategic goals
By Alyssa Rosenberg arosenberg@govexec.com
October 9, 2008
The Office of Personnel Management has met 91 of its 105 operational goals for 2008, the agency announced on Thursday.
The public list of goals was part of the 2006-2010 strategic plan created by former OPM Director Linda Springer, who viewed the list as an accountability measure. Some of the accomplishments include improving standards for the acquisition workforce and creating cost-effective telework training for managers.
OPM has missed its deadline on three objectives related to retirement modernization and training, but has until the end of 2008 to complete 11 other goals. Those include an audit of the emergency preparedness of the Federal Executive Boards, a report on Senior Executive Service pay-for-performance systems, and a review of providers participating in the Federal Employees Health Benefits Program.
http://www.govexec.com/dailyfed/1008/100908ar1.htm
October 9, 2008
The Office of Personnel Management has met 91 of its 105 operational goals for 2008, the agency announced on Thursday.
The public list of goals was part of the 2006-2010 strategic plan created by former OPM Director Linda Springer, who viewed the list as an accountability measure. Some of the accomplishments include improving standards for the acquisition workforce and creating cost-effective telework training for managers.
OPM has missed its deadline on three objectives related to retirement modernization and training, but has until the end of 2008 to complete 11 other goals. Those include an audit of the emergency preparedness of the Federal Executive Boards, a report on Senior Executive Service pay-for-performance systems, and a review of providers participating in the Federal Employees Health Benefits Program.
http://www.govexec.com/dailyfed/1008/100908ar1.htm
Think tank publishes transition guides for government leaders
By Elizabeth Newell enewell@govexec.com
October 6, 2008
The IBM Center for the Business of Government has released two books that offer detailed guidance to help government executives navigate the presidential transition.
In The Operator's Manual for the New Administration <http://www.businessofgovernment.org/pdfs/Operators_Manual.pdf> , IBM presents eight areas in which newly appointed agency heads and their senior management teams should focus to learn the culture of government, familiarize themselves with jargon and use all the tools at their disposal.
By concentrating on these eight areas -- leadership, performance, people, money, contracting, technology, innovation and collaboration -- executives "make [government] work to advance policy goals and objectives," the introduction stated.
http://www.govexec.com/dailyfed/1008/100608e1.htm
Publication at http://www.businessofgovernment.org/pdfs/Operators_Manual.pdf
October 6, 2008
The IBM Center for the Business of Government has released two books that offer detailed guidance to help government executives navigate the presidential transition.
In The Operator's Manual for the New Administration <http://www.businessofgovernment.org/pdfs/Operators_Manual.pdf> , IBM presents eight areas in which newly appointed agency heads and their senior management teams should focus to learn the culture of government, familiarize themselves with jargon and use all the tools at their disposal.
By concentrating on these eight areas -- leadership, performance, people, money, contracting, technology, innovation and collaboration -- executives "make [government] work to advance policy goals and objectives," the introduction stated.
http://www.govexec.com/dailyfed/1008/100608e1.htm
Publication at http://www.businessofgovernment.org/pdfs/Operators_Manual.pdf
Non-Cabinet agencies included in formal succession planning process
By Robert Brodsky rbrodsky@govexec.com
September 18, 2008
President Bush has issued an executive order aimed at standardizing succession planning requirements and bringing all agencies -- including non-Cabinet level ones -- into the fold.
With very few exceptions, agencies that haven't done so already must draft a contingency plan and submit it to the White House Counsel's Office for comment and review by Oct. 11, Bush mandated late last week.
"It is the policy of the federal government to ensure that each executive branch agency can perform its essential functions and remain an effectively functioning part of the federal government under all conditions," the order <http://www.whitehouse.gov/news/releases/2008/09/20080911-4.html> stated.
http://www.govexec.com/dailyfed/0908/091808rb1.htm
Executive Order http://www.whitehouse.gov/news/releases/2008/09/20080911-4.html
September 18, 2008
President Bush has issued an executive order aimed at standardizing succession planning requirements and bringing all agencies -- including non-Cabinet level ones -- into the fold.
With very few exceptions, agencies that haven't done so already must draft a contingency plan and submit it to the White House Counsel's Office for comment and review by Oct. 11, Bush mandated late last week.
"It is the policy of the federal government to ensure that each executive branch agency can perform its essential functions and remain an effectively functioning part of the federal government under all conditions," the order <http://www.whitehouse.gov/news/releases/2008/09/20080911-4.html> stated.
http://www.govexec.com/dailyfed/0908/091808rb1.htm
Executive Order http://www.whitehouse.gov/news/releases/2008/09/20080911-4.html
Wednesday, September 17, 2008
Hiring is high on new OPM director's agenda
By Alyssa Rosenberg
September 16, 2008
During his first press briefing on Monday, the government's new personnel chief said one of his priorities is ensuring that agency leaders take responsibility for workforce issues, including the hiring process.
"I think that each agency, they have to be totally accountable for human capital," said Michael Hager, director of the Office of Personnel Management. "There's only one thing that makes everything function, and that's human capital... The leadership at the top absolutely owns it."
http://www.govexec.com/dailyfed/0908/091608ar1.htm
September 16, 2008
During his first press briefing on Monday, the government's new personnel chief said one of his priorities is ensuring that agency leaders take responsibility for workforce issues, including the hiring process.
"I think that each agency, they have to be totally accountable for human capital," said Michael Hager, director of the Office of Personnel Management. "There's only one thing that makes everything function, and that's human capital... The leadership at the top absolutely owns it."
http://www.govexec.com/dailyfed/0908/091608ar1.htm
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