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November 14, 2006

COALITIONS AND COMPROMISES
At a postal conference in San Diego, shortly after his appointment to postmaster general in 2001, John Potter met with basketball legend Bill Russell, who was speaking at the conference about mentoring. Potter recalled sharing with Russell some of the plans he had for the Postal Service.

HIGH CULTURE
Each federal agency has its own distinctive culture, a sense of “that’s the way we do things here.” Some agency management cultures don’t change much from year to year. Other agencies adapt more nimbly to changes in leadership or resources. At the Defense Intelligence Agency, for example, the management culture has changed considerably over the years, said Louis Andre, DIA’s chief of staff.

PROGRAM MANAGEMENT 2006 SURVEY: Sponsored by PMBoulevard.com
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VA’S MODEL OF SUCCESS
There was a time when the last place any veteran could expect good, basic health care was at a government hospital. And the dismal reputation wasn’t just in the mind-set of vets and their families. Think back to the movies “Born on the 4th of July” and “Coming Home.”

ENLIGHTENED ENTERPRISE
As the agency that audits other federal agencies, the Government Accountability Office has to have a leadership and management culture that is “as good or better than anybody else in government.” By most accounts, GAO, under David Walker's, has built one of the most progressive management cultures in government.

EFFICIENT, EFFECTIVE CALL CENTERS: ARE YOU UP FOR THE CHALLENGE?
Government agencies large and small are using innovative methods in the contact center technologies to reduce costs and increase convenience to citizens 24/7. Is your contact center ahead of the curve – or behind the times? This white paper tells you how to meet the challenge, with 7 key levers of change. Download it now. Convergys – Out thinking. Out doing.

INTO THE SUNSET
Rob Portman, director of the Office of Management and Budget, hopes the PMA is here to stay. He says the next president, regardless of party affiliation, should adopt the President’s Management Agenda and continue to press ahead on its goal of improving management in the federal government.

ROBERT D. BEHN | COMMENTARY: METRIC MISGIVINGS
One of the traditional mantras of management—both public and private—has been: “What gets measured, gets done.” The implication of this aphorism is obvious: If you measure it, people will do it.

ON THE ROPES
First, the bad news about turf battles in federal agencies: They still exist. In fact, they’ve become more common than ever with the proliferation of chief executive , or CXO, titles over the past decade.