Federal Reserve – a Demoralized Workforce

You can’t build a castle without a solid foundation. Similarly, you can’t expect Dodd-Frank reforms to succeed without first strengthening the regulatory community, or the Department of Defense to achieve audit readiness without first implementing effective policy management, or the Department of Veterans Affairs (VA) to implement an electronic health record system without first improving internal policies and practices.

A confidential survey of roughly 400 Federal Reserve employees shows a workforce that is demoralized, and an institution where teamwork is nonexistent, innovation and creativity are discouraged and employees feel underutilized.

According to the survey results, “employees in charge of spotting emerging risks are afraid to speak up,” and employees “tasked with spotting risks in the financial system also have little trust in their boss.” Further, “most say that top leaders are failing the organization, in part by not communicating honestly, and that employees are in the wrong jobs, or are poorly managed.”

Less than half of workers in the Fed policy unit agreed that the unit’s senior leaders “act in alignment with their organization’s core values or guiding principles.” Fewer than 40 percent said they are encouraged to be creative and innovative.

The federal government has used taxpayer dollars to deploy a number of resources to oversee federal programs that could be leveraged to foster a high-performance culture, including:
– Office of Personnel Management (OPM) Federal Employee Viewpoint Survey
– Office of Special Counsel (OSC) E-Filing System
– Performance.gov
– Regulations.gov
– Federal Code of Conduct

Within most federal agencies, human capital is woefully underutilized. In the aggregate, mismanagement leaves billions of dollars on the table in expenses that could have been saved – underscoring the need to link existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold middle-managers accountable for meeting performance targets.

Write your representatives in Washington today asking them to join with other members of the U.S. Congress to champion a legislative proposal to strengthen the foundation of the federal government by linking existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold leaders accountable for meeting performance targets.

Advertisements

Securities and Exchange Commission – Effective Policy Management

You can’t build a castle without a solid foundation. Similarly, you can’t expect Dodd-Frank reforms to succeed without first strengthening the regulatory community, or the Department of Defense to achieve audit readiness without first implementing effective policy management, or the Department of Veterans Affairs (VA) to implement an electronic health record system without first improving internal policies and practices.

In 2012, 687,000 out of 1.6 million federal employees responded to the U.S. Office of Personnel Management (OPM) Federal Employee Viewpoint Survey.  Only about half (52%) of federal employees responding to the survey indicated that they were part of a results-oriented performance culture.

About 70% of U.S. Securities and Exchange Commission employees responded to the survey.  Only about one in three (36%) of SEC employees responding to the survey indicated that they were satisfied with the policies and practices of their senior leaders.

In the Securities and Exchange Commission’s 2012 Financial Report, the Commission reported spending $552.3 million to foster and enforce compliance with federal securities laws while meeting or exceeding only 41% of its performance targets.

The federal government has used taxpayer dollars to deploy a number of resources to oversee federal programs that could be leveraged to foster a high-performance culture, including:

– Office of Personnel Management (OPM) Federal Employee Viewpoint Survey

– Office of Special Counsel (OSC) E-Filing System

– Performance.gov

– Regulations.gov

– Federal Code of Conduct

Within most federal agencies, human capital is woefully underutilized.  In the aggregate, mismanagement leaves billions of dollars on the table in expenses that could have been saved – underscoring the need to link existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold middle-managers accountable for meeting performance targets.

Write your representatives in Washington today asking them to join with other members of the U.S. Congress to champion a legislative proposal to strengthen the foundation of the federal government by linking existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold leaders accountable for meeting performance targets.

False sense of security – Washington Navy Yard

You can’t build a castle without a solid foundation.  Similarly, you can’t safeguard military personnel, dependents and civilians at government installations without first improving security policies and practices; or the Department of Defense to achieve audit readiness without first implementing effective policy management.

A recent internal Pentagon report called into question how an access control system known as Rapidgate became widely used by the Navy through irregular acquisition practices, and urged its immediate cancellation, saying it provides a false sense of security that puts government personnel at risk.

The system is utilized at more than 150 military and government installations around the country, including the Washington Navy Yard, the site of the Sept. 16 shooting rampage.

According to a new audit by the Pentagon’s Office of Inspector General (OIG), the access control system “placed military personnel, dependents, civilians, and installations at an increased security risk.”  The Inspector General’s report recommended that the Navy scrap Rapidgate immediately.

Sen. Claire McCaskill, who chairs the Homeland Security’s financial and contracting oversight subcommittee, requested the OIG report in response to the complaint of a whistleblower about the access control system contract with the Navy in June 2012.

 

The federal government has used taxpayer dollars to deploy a number of resources to oversee federal programs that could be leveraged to foster a high-performance culture, including:

– Office of Personnel Management (OPM) Federal Employee Viewpoint Survey

– Office of Special Counsel (OSC) E-Filing System

– Performance.gov

– Regulations.gov

– Federal Code of Conduct

Within most federal agencies, human capital is woefully underutilized.  In the aggregate, mismanagement leaves billions of dollars on the table in expenses that could have been saved – underscoring the need to link existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold middle-managers accountable for meeting performance targets.

Write your representatives in Washington today asking them to join with other members of the U.S. Congress to champion a legislative proposal to strengthen the foundation of the federal government by linking existing federal resources to ensure that federal programs have the actionable intelligence they need to spend taxpayer dollars effectively, treat employees fairly, and hold leaders accountable for meeting performance targets.