|
The following self-directed Research Teams are being considered. Others will be formed if desired by members of the Government Enterprise Integrators Group. If you are interested in participating in any of the teams listed below, please contact us using our online Volunteer Registration form . Change Management and Cultural Transformation Managing change is a critical component of any major transformation. It is a necessary process that helps organizations successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. We typically consider change management as three separate sets of activities designed to influence behavior – techniques and processes, change interventions, and discipline. All three aspects of change management are necessary for a successful transformation. OMB’s Lines of Business Initiatives The Office of Management and Budget (OMB) has launched several government-wide analyses of Lines of Business (LoBs) initiatives in order to identify opportunities to reduce the cost of government and improve services to citizens through business performance improvements. These initiatives are focused on services pertaining to Budget Formulation and Execution, Financial Management, Grants Management, Human Resources, Case Management, Geomatics, Federal Health Architecture, IT Security, and IT Infrastructure Optimization. PMA-PART/GPRA Coordinators and Supervisors List Plus Benchmarking the Coordination Process at Selected Agencies In the Fall of 2002 the Government Results Center developed for NAPA tables of Departments’ Coordinators and their Supervisors for all PMA Initiatives and GPRA with their names, titles, phone numbers, and e-mail addresses. Eleven departments and agencies replied with information, and the lists were shared only between those who responded. Something similar would be the objective of this work team with the inclusion of PART Coordinators in the tables. The subsequent step would be to contact selected coordinators in some agencies to benchmark their coordination process in complying with GPRA and other management reform initiatives, the President’s Management Agenda initiatives, OMB’s Circulars A-11 and A-130 and other memoranda plus guidance on the Program Assessment Rating Tool (PART). Science Agencies’ Goals and Measures Science agencies have received much pressure from OMB and the OSTP to develop more outcome-oriented goals and measures. Identifying all current goals and measures of all science agencies would greatly assist planners, budgeters, and program managers in science agencies to identify which measures are inputs, process, output and outcome in order to determine how their agency compares. This Team could develop such a list in association with members of the Washington Research & Evaluation Network (WREN).
|
