Posts Tagged ‘Government Performance Coalition’

Performance Pay: Here to Stay?

August 27, 2009

Not unlike the recent public healthcare debates, the mention of performance-based pay generates much passion.  The continued rollout of the Defense Department’s version of performance pay was put on hold at the beginning of the Obama Administration, pending a study.  That study is now out.  It is short and clear:  continue the pause, rethink some of the initial premises put in place in 2004, engage employees in re-designing the system, and be sure to invest in training managers. While the report concludes” “Successful performance management systems have the potential to enhance organizations performance and drive effective results,” it pointed to several implementation actions taken in recent years that led to frustration by both managers and employees.

Media played up the unions’ disappointment that the system was not rejected outright.   But separately there were strong signals from John Berry, director of the Office of Personnel Management, that President Obama is committed to linking pay to performance as a condition of any broader governmentwide pay reform efforts.

What should be the focus of the “rethink?”  A coalition of good government groups, the Government Performance Coalition, outlined several “key drivers for enhancing the prospects of success:”

Focus first on instituting a proven performance management system.  Performance management must initially be separated from pay.  The system has to be tied to proven improvements in performance, and “an effective performance system must be recognized as benefiting employee motivation and engagement, as well as recruitment and retention, regardless of pay.”

Second, provide for the proper level of transparency.  Without the ability to understand one’s rating or the way in which the process functions, a major reason for the enhanced system is lost.”

And third, reinforce the value of constructive ongoing communications.  Employee-manager feedback and dialogue are important, but oftentimes difficult to achieve.  Training helps, but it is important for leaders to “sustain a workplace culture that values constructive communication.”

Interestingly, these elements were reflected several years ago in an assessment of the performance pay system implemented at the Government Accountability Office.   This isn’t a new topic.  This blog has highlighted several other related IBM Center reports on this topic, if you want to dig into some of the background.

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Role of Good Government Groups

February 2, 2009

What has been the role of good government groups in the presidential transition?  Government Executive’s Alyssa Rosenberg explores this in a feature article, “Gathering Good.” 

 

She notes that even though many nonprofit groups have varied agendas, “the community of good government groups is experiencing a period of unprecedented cooperation.”  She pointed not only to this blog as an example, but also to the “Dance Card” of more than 30 different organizations contributing insights and resources to making the transition a success.

 

IBM Center executive director, Jonathan Breul, who also coordinates the Government Performance Coalition, said “When the dust clears . . .  new administrations need people with experience and who are not tainted by involvement with the previous administration to offer them management advice.”

 

The Coalition is comprised of more than a dozen organizations committed to helping government improve performance.  It recommends the incoming Obama Administration adopt several overarching principles to guide its efforts, and continues to provide insights and resources.

A Human Capital Agenda

June 24, 2008

 

The next president will face a range of policy and management issues, but central to getting them done will be the capabilities of the roughly 3,000 staff he hires and the efforts of the cPartnership for Public Serviceareer civil servants that work in government.

 

One non-profit hopes to help.  The Partnership for Public Service is dedicated to inspiring a new generation to serve and to transform the way government works.  It recently launched a Presidential Management Initiative in an effort to help shape the next president’s management plan. 

 

It plans to offer recommendations for the presidential transition and establish a framework for effective federal workforce management in the next administration by:

 

·      Contributing reliable information to the general election campaign dialogue, positions, and rhetoric;

·      Publishing a viable reform agenda, with transition recommendations for the next administration;

·      Directly assisting the new administration through its transition; and

·      Providing useful counsel and perspectives to the next generation of political appointees.

 

The lead for this initiative is Katie Malague.

 

To date, they’ve launched a series of roundtables around the country to engage federal workers in a discussion around three “burning questions” the next president will need to address:

 

·      Federal pay, job classification, and performance management.

·      Managing a multi-sector workforce of career civil servants and contractors

·      Building collaboration within the government

 

So far, they’ve held roundtables in Washington, DC and Los Angeles, with more planned in coming months.

 

The Partnership is also reaching out to leaders of past government reform efforts and presidential transitions and sponsored a conference to identify actions needed to make government more effective, especially during a transition.  They hope to build a coalition of support and provide insights to the incoming Administration.  I’ll provide more Partnership resources as they come available, such as their white paper, “Fixing the Engine:  Investing in People to Enhance Government Performance.”

 

Do you think they are focusing on the right issues?  Are there others you would add?

 

By the way, the Partnership is also a member of the Government Performance Coalition, a group of organizations who are collectively sponsoring “Transitions in Governance” as one way to provide support during the upcoming presidential transition.

Think Tanks and Other Players: 2008 (Part I)

April 1, 2008

The ThinkerThis is a start of an inventory of who is doing what in terms of developing management advice and support to the incoming President. Since a mix of efforts undertaken by various think tanks and other groups in 2000 helped create a useful bridge in that transition, hopefully similar efforts are underway in 2008. This initial inventory should give you some sense of who is doing what, where the holes are, and where there are opportunities for collaboration.

We’ve divided the various players into four groups: think tanks, government, academics, and other groups. We’re open to other ways of organizing this and, of course, any updates, corrections, or additions. The intended focus of this inventory is on groups supporting government management and the transition – not those groups focusing exclusively on policy issues (that list would be far too long!). There’s at some point a gray area, but this is the general rule of thumb imposed went creating this list. Also, there are oftentimes ongoing collaborative efforts among these different groups and we may not have gotten all these efforts properly described.

October 20, 2008 Update:  NOTE:  This blog entry has been the most popular of all the entries in 2008.  As a result, in conjunctions with Federal Computer Week, these entries are now posted on a wiki site and are regularly updated.  Visit that site and bookmark it!  http://govtransition2009.wik.is/Key_Players_-_Tell_Us_Your_Role

Think Tank Players

Government Performance Coalition. The Coalition is comprised of a range of good government groups. It has been sponsoring a website on transition issues since March 2007. It is also coordinating a series of seminars on key management issues, such as the February 2008 Government Performance Summit, sponsored by the Performance Institute, and the March 2008 Human Capital Forum, hosted by the Partnership for Public Service. It aspires to develop a set of recommended actions for the next Administration based on these efforts.

IBM Center for The Business of Government. The Center sponsors this blog and recently posted a set of issue briefs on selected issues. It plans to develop a set of management resources and a guide for new appointees. It is also sponsoring a series of collaborative seminars that could result in recommendations to the next Administration on selected topics, such as improving contracting.

Council for Excellence in Government. CEG plans to continue its famous “Prune Book” but make it an on-line version this time. It is also providing pre-transition assistance to the Department of Homeland Security since, as a new department, it has never experienced a presidential transition before. It is also partnering with other groups on related projects.

National Academy for Public Administration. NAPA is also assisting Homeland Security by inventorying the Department’s executive staff positions. A group of Academy Fellows is drafting a series of papers on key management capacity challenges facing the next Administration as well. The Academy is also collaborating with other groups on related projects.

Partnership for Public Service. The Partnership has already co-sponsored a forum on human capital issues facing the next Administration, with CNA Corporation, the Coalition for Effective Change, and others, and plans to summarize insights that came out of that forum. It also plans to gather lessons learned from previous government reform efforts and offer recommendations to the new Administration.

American Society for Public Administration. The Society does not have a specific project but its professional journal, Public Administration Review, plans to publish a series of articles related to presidential transition over the coming year. It is also running a column with questions and answers on government reform with the presidential candidates. It is also coordinating a coalition of good government groups to develop a letter to candidates to encourage access to government by young people interested in public service.

Association of Government Accountants. AGA plans to co-sponsor a forum with NAPA on the role of chief financial officers in the next Administration and the human capital challenges in the federal financial community. Together they may offer recommendations or insights to the incoming Administration.

Center for the Study of the Presidency. The Center is sponsoring several efforts related to the transition. One, which is more strategy-oriented, is “Agenda 2008: A Nation at Risk,” which defines organizational challenges facing the next President. The more specific effort is its sponsorship of the Project on National Security Reform, which is devoted to rethinking the National Security Act of 1947 which created the Defense Department.

Heritage Foundation. Heritage has just published a new book, “Keys to a Successful Presidency,” which offers insights to a new President.

Brookings Institution. Brookings is sponsoring an update to Brad Patterson’s book, “The White House Staff.” It may also sponsor and work collaboratively with others on related transition issues. It’s emphasis at this point is more policy-oriented via its Opportunity ’08 initiative.

American Enterprise Institute. AEI plans to gather lessons learned from past government reform efforts and reenergize its effort to streamline the presidential nomination and Senate confirmation process, in conjunction with the Brookings Institution.

Reason Public Policy Institute. Reason plans to host a forum this summer of top experts to craft a set of recommendations on how the next President can use competitive sourcing approaches. It also plans to focus research on transportation funding issues the next Administration will be facing when the transportation bill comes up for reauthorization.

Government Players

General Services Administration. GSA serves as the administrative arm for the President-Elect’s Transition Team by providing office space and equipment. It also is required by a 2000 law to develop a transition directory, which was a website in 2000. The same law makes GSA responsible for delivering orientation training for new political appointees.

National Archives and Records Administration. NARA is responsible for the out-going President’s records and it is responsible, by law, for assisting GSA in developing a transition directory.

Office of Personnel Management. OPM is responsible for cataloging all the political appointee positions, which are published as the “Plum Book” by congressional committees. In 2000, it also published a guide for executives on personnel rules associated with the transition.

Government Accountability Office. Since 1988, GAO has developed both a list of High Risk Areas and transition reports that assess key cross-cutting management issues and agency-specific issues. For 2008, GAO will likely continue its High Risk list and reprise its “21st Century Challenges” report, but may not publish a separate series of transition reports. It will likely provide a series of short issue briefs to the incoming transition team, Congress, and appointees based on what it has found in its reviews over the years and its advice on improvements the new Administration may want to undertaken.

House and Senate government oversight committees. These committees publish the Plum Book and historically the House committee develops a report on the state of management in the federal government based on reviews of GAO and inspector general reports.

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Since this is getting to be a bit long, I’ll continue the inventory in my next blog entry with the academic and other groups. Meanwhile, your additions and revisions are welcome!