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NPR's High-Impact Agencies

April 1, 1998 The National Partnership for Reinventing Government plans to focus 80 percent of its energy on reinventing the 32 federal agencies and programs that have the most interaction with the public and business. NPR is helping these agencies set and meet 'stretch' goals built on their Government Performance and Results Act...

Performance Plans: Progress, Not Perfection

March 1, 1998 ith 10 different administrations, each with its own structure and management, the Transportation Department has a unifying purpose-transportation oversight and management-that barely straddles its diverse portfolio. The broad mission made setting strategic goals challenging, and performance planning difficult. But Transportation has won plaudits from Congress and the White House for...

Performance Pressure

March 1, 1998 Here's what Congress, the Office of Management and Budget and the General Accounting Office expect to see in agency performance plans. Congress On-time submission with agencies' fiscal 1999 budget justifications. User-friendly, complete, clear and concise pictures of what agencies will accomplish at given levels of resources. A format and organization...

Performance Anxiety

March 1, 1998 alaurent@govexec.com f federal agencies were actors, they'd be standing in the wings dry-mouthed and trembling right now, gazing fearfully out at a tough congressional audience. Agencies should be feeling a little stage fright. For the first time in history, they uniformly have committed to achieve specific levels of real-world results...

The Schedule is Faster Than the Eye

February 1, 1998 alaurent@govexec.com anagers seeking management consulting support in a hurry can turn to the General Services Administration's federal supply schedule. At the end of October, the Management, Organizational, and Business Improvement Services (MOBIS) multiple award schedule listed more than 70 consulting firms already approved for federal work. Since schedule contracts already...

Buyers Beware: Magic Market Can Be a Maze

February 1, 1998 alaurent@govexec.com he federal management consulting market is a busy bazaar of firms and services. To get an idea of the players and the size of the market, Government Executive commissioned Eagle Eye Publishers Inc. of Fairfax, Va., to compile information from the General Services Administration Federal Data Procurement Center. The...

Management Magicians

February 1, 1998 alaurent@govexec.com iring consultants can be a high-stakes shell game. Seeing past the glossy brochures and the hype to find the real Merlins is no mean trick. Managing the wizards is no mere wave of the wand, either. Even if you put your best people on the case night and day,...

The Results Act: Playing Chicken

January 1, 1998 alaurent@govexec.com ike a flock of Results Act Chicken Littles, Republican legislators spent the last half of 1997 proclaiming, "The strategic plans are failing! The strategic plans are failing!" The Senate Governmental Affairs and Appropriations committees held a joint hearing June 24 where they rated agencies' draft Government Performance and Results...

Supervisor or Team Leader?

November 1, 1997 alaurent@govexec.com he Office of Personnel Management, recognizing agencies' growing preference for team leaders over supervisors, has drafted a guide for classifying team leader jobs. These jobs are to be graded one level above the highest grade of nonsupervisory work done by the team members. Leading a base level of GS-11...

Taking the Fall

November 1, 1997 f being a supervisor was ever something to aspire to in government, it isn't any more. Bosses became bad guys when the Reinventing '90s began with the National Performance Review's effort to halve the ranks of managers, who were billed as the enemies of empowerment. Now, as the decade closes,...