By Joseph Gurney, Paul R. Lawrence, and Mark Abramson
In our recent article, "Needed: A New Approach for Onboarding Political Appointees," (http://www.govexec.com/excellence/promising-practices/2016/12/needed-new-approach-onboarding-political-appointees/133589/?oref=river), we called for the new administration to revisit how political appointees are prepared for their new positions. We set forth a new approach which would be characterized by decentralized onboarding with each cabinet department assuming responsibility for onboarding their new appointees, an increased number of activities undertaken between the time of nomination and confirmation, and an increase in the number of mechanisms to deliver onboarding.
By Joseph Gurney, Paul R. Lawrence, and Mark A. Abramson
Change is the new keyword of 2016. A new administration was elected in November on the promise of bringing change to Washington. To make this happen, they need to carefully evaluate how Washington is currently doing business and what they should do differently.
An immediate first step would be to reevaluate how government has traditionally undertaken the onboarding of its new political appointees. We define strategic onboarding as "the systemic and designed approach over the first year of an appointee's tenure that will prepare him or her for success. The goal of strategic onboarding is to have new appointees become productive in a short amount of time."
During presidential transitions, GAO provides information specifically for new administrations as well as new Congresses. The resources and recommendations here can help policymakers and other leaders find ways to greatly improve government operations and potentially save millions of dollars.
Three sets of resources are available here, specifically focusing on the issues and challenges that should be most important to new policy makers and other leaders.
The political party conventions are over and earlier this week the transition teams for Hillary Clinton and Donald Trump moved into office space near the White House. Departmental briefings are underway in preparation for an orderly transfer of power to the 45th president of the United States, who will take office on Jan. 20, 2017.
With political convention balloons now dropped in both Cleveland and Philadelphia, the federal government on Monday begins in earnest to conduct what both parties hope will be a smooth presidential transition under the new law signed by President Obama in March.
With political conventions behind them, the next White House administration moved its transition teams to Washington, D.C. this week to prepare for the transfer of power to the 45th President of the United States.
Cross-agency collaboration will be key to a successful transition for the next presidential administration. That's one top-level finding from a series of workshops conducted by the National Academy of Public Administration. Don Kettl, professor of public policy at the University of Maryland and chairman of the NAPA collaboration panel joins Federal Drive with Tom Temin with the details
Hillary Clinton and Donald Trump, their parties’ nominations secured, are now out on the campaign trail boasting that they are well-equipped and highly prepared to step into the Oval Office next January 20 and run the country boldly and successfully.
The National Academy of Public Administration wants to see more workforce accountability and bottom-up feedback from the next presidential administration. In a new report, titled “Transition 2016: Equipping the Government for Success in 2016 and Beyond," NAPA offers recommendations on effective approaches to workforce recruitment and retention.
For its presidential transition planning work, the National Academy of Public Administration has convened a series of panels, which have with ideas and actions a new administration can take to make sure its policy goals actually happen. John Kamensky, senior fellow with the IBM Center for the Business of Government and chairman of the panel, tells Federal Drive with Tom Temin how strategic foresight can help.
In less than four months, the Presidential campaigns will end and speculation will immediately focus on who will staff the new Administration. But management issues? They’re unlikely to get much attention. That is, until they bite, as every Administration discovers, to its distress. To amend a phrase often employed, policy without good management is an invitation to political disaster and the reversal of the very policy objectives the Administration prizes.
Last year’s 30-day, governmentwide cybersecurity sprint taught agencies a thing or two about the securing, protecting and managing of critical IT systems.
But the Office of Management and Budget says the “sprint” helped it uncover some valuable lessons of its own about getting things done in government. And it’s applying some of those best practices as it prepares for the upcoming presidential transition in six months.
The latest in a series of recommendations for the coming presidential transition calls for the next administration to incentivize cross-agency collaboration on strategic systems and accede to the current pressures from Congress to raise the accountability bar for underperforming senior executives.
According to a new study examining the best practices for presidential transitions, the prescription for success is collaboration. The National Academy of Public Administration released a report this week examining what the next administration should do to smooth its ascension to The White House.
A new president will occupy the White House in less than six months, but a good-government group says the outgoing commander-in-chief has plenty of job training to prepare for his successor. The National Academy of Public Administration released a report on Tuesday outlining its recommendations for the upcoming presidential transition in January 2017.
Every agency, as well as the current and future presidents, should take steps to ensure they are reducing the potential for nepotism in their ranks, especially during the upcoming transition to a new administration -- a particularly "high risk" period for those in positions of authority to show favoritism toward relatives, according to a new report.
Change always brings uncertainty. When that change is institutional, employee uncertainty can lead to low morale, interruptions in service and numerous other issues. And few institutional changes are as widespread and tumultuous as a presidential transition.
Originally published on May 3, 2016: The federal budget, more than most responsibilities of a president, is a statement of an administration’s priorities for governing. And being so far-reaching and complex, a budget takes a long time to craft and get approved by Congress.
If confirmed for the final six months of the Obama administration, deputy management director nominee Andrew Mayock would focus on ensuring a smooth presidential transition and would seek to avoid “reinventing the wheel,” he told senators on Tuesday.
The start of a new Administration is still months away, but planning for 2017 has already begun. The New York Times recently presented an in-depth article on the forthcoming transition, highlighting a recent transition planning meeting held in New York. Vetting for the first personnel decision is already underway—both the Washington Post and the New York Times report that the presidential candidates have begun reviewing potential vice presidents.
Everyone knows administration transitions are complex – thousands of leaders move seats as the current administration exits office and the new one comes in, bringing in new policies and strategies aimed at meeting election promises. That complexity starts with the often long process of identifying the new leader.
WASHINGTON (AP) — The presidential candidates still have months of campaigning ahead, but the White House is already preparing to hand over the keys to President Barack Obama’s successor. The White House Transition Coordinating Council met for the first time this week. The committee includes senior officials from across the executive branch tasked with helping to ease the shift from one administration to the next. White House chief of staff Denis McDonough leads the group.
The Defense Business Board will be thinking deeply in the coming months about the presumptive presidential nominees, Donald Trump and Hillary Clinton. Deputy Defense Secretary Bob Work signed out a memo last week tasking the board to share its private sector knowledge of management transitions and use them to assess the presidential transition of power.
The board room and the Oval Office are more alike than you think. Corporate takeovers are high-wire acts requiring detailed preparation, an understanding of company cultures and organization, first-rate leaders and a mandate to create added value for stakeholders. Even in the best of circumstances, mergers and acquisitions frequently fail or fall short of expectations. The same dynamics apply to the transfer of power from one presidential administration to the next – the largest, most complex and consequential takeover of any organization on the planet that will formally take place when a new U.S. president is sworn in on Jan. 20, 2017.
As required in the presidential transition law enacted in March, the White House in June has begun meeting with designated agency officers to accelerate preparations for the handoff to the next administration. On Friday, the White House hosted the Agency Transition Directors Council to review coming milestones and discussed the roles of the various councils and agencies with cross- cutting responsibilities, according to a White House official.
The first meeting of the White House Transition Coordinating Council (WHTCC) will take place June 9, kicking into gear the high-level planning needed to prepare for the next president. A White House official confirmed the meeting of the council which President Barack Obama established in his May 6 executive order.
What happens when an auspicious group of current and former Cabinet and federal agency heads, senior Office of Management and Budget and Government Accountability Office officials, academics and think tank leaders try to look into the future in order to tell the next presidential administration what it should (or should not) do to shape and influence that future? Or rather, when they look at a set of alternative futures, each describing a dramatically different - but entirely plausible - state of the United States and the world.
It’s mid-winter of 2018…two weeks after a cyberattack of unknown origin shuts down electrical power in most of three Northeastern states. Thanks to the quick work of the Department of Homeland Security and state and local first responders, power is restored in less than two days, but the country is in a panic. The president, in office less than a year, convenes an emergency meeting of the National Security Council and gives them a deceptively simple charge: “Give me a plan to make sure this doesn’t happen again.”
On Tuesday, April 5th, from 8:30-11:30, the National Academy of Public Administration and the American University School of Public Affairs will be hosting a forum on Accountability in Government. This forum will feature an esteemed Panel of leaders in government accountability, consisting of:
Earl Devaney, Former Inspector General, U.S. Department of the Interior
Gene Dodaro, Comptroller General of the United States
Dave Mader, Controller, Office of Federal Financial Management, U.S. Office of Management and Budget
Paul Posner, MPA Director, Department of Public and International Affairs, George Mason University
Barbara Romzek, Dean, American University School of Public Affairs
This event will take place at the University Club, located at 1135 16th Street NW, Washington, DC 20005. Click here to register.
The National Academy of Public Administration (the Academy) has announced a bipartisan team of senior advisors who will advise the Academy's Transition 2016 panels, now in full swing following the Academy's successful annual Fall Meeting, held on December 3rd.
The team of Senior Advisors will consist of:
Steve Goldsmith, Former Mayor of Indianapolis
Sean O'Keefe, Former Secretary of the Navy and Administrator of NASA
Alice Rivlin, Former Vice Chair of the Federal Reserve Board of Governors
Donna Shalala, Former Secretary of Health and Human Services
George Voinovich, Former U.S. Senator from Ohio, Governor of Ohio, and Mayor of Cleveland
Paul Volcker, Former Chair of the Federal Reserve Board of Governors, and current Chair of the Volcker Alliance
With surveys showing trust in government at record lows, it's not too early to begin an orderly and nonpartisan transition to the next presidential administration, and begin rebuilding faith in agencies, an array of experience federal officials told a conference on Thursday. "The management issue is not usually the focus of a political campaign, but think of the management stumbles -- from [Hurricane] Katrina to the launch of Healthcare.gov -- that lost the confidence of the public," said David Chu, a former top Pentagon personnel official, now president of the Institute for Defense Analyses.
On May 11, 2015, the Academy launched its Transition 2016 initiative, which is designed to advise the incoming 2016 Presidential Administration on effective management improvement initiatives; identifying and overcoming government management challenges; and identifying key Presidentially-appointed agency management positions.
The initiative will be led jointly by Ed DeSeve, a former official during the Obama and Clinton Administrations, and David Chu, a former official during the Reagan and both Bush Administrations. The Academy also will work with the American Society for Public Administration in offering management recommendations and trusted advice to build a more agile, responsive and resilient government.
The National Academy of Public Administration (the Academy) was created to help public sector leaders meet the important and varied management challenges of today and anticipate those of the future. Chartered by Congress as an independent, non-partisan organization, the Academy undertakes its important work on behalf of the public sector by anticipating, evaluating, analyzing and making recommendations on the nation’s most critical and complex public management, governance, policy and operational challenges. Through the trusted and experienced leaders that comprise its more than 800 Fellows and direct its projects and services, the Academy improves the quality, performance, and accountability of government. Learn more about What We Do and How We Work.