They may have the best of intentions, but people who have not spent time working within the bureaucracy rarely understand the complexities of changing government, particularly in this era of partisanship, says former DHS CHCO Jeff Neal.
On its surface, the Department of Veterans Affairs Management Accountability Act of 2014 is simple, but its simplicity belies the risks it presents for VA employees, former DHS CHCO Jeff Neal says.
Matthew Baum, a former investigator in OPM’s now-defunct Office of Federal Investigations, questions whether politics and privatization went too far by outsourcing background investigations.
While the federal government is probably not a model employer, for a lot of reasons, it is a very good employer.
Many potential job-seekers give up on federal employment because the process is so daunting, says former DHS CHCO Jeff Neal. But, does it have to be this way?
The cloud of the future will handle larger workloads and a higher density of virtual machines per server, yet with less space and power consumption.
Many smart, well-informed and thoughtful people assume that the only alternative to the General Schedule is pay for performance, but Jeff Neal, former CHCO at the Homeland Security Department disagrees.
Despite the billions spent investing in systems, financial processes are such that when you add up all the layers, it takes something akin to archaeology for a citizen to unearth a specific fact about where and how money was spent, says Federal News Radio host Tom Temin.
Jeff Neal, former chief human capital officer at the Department of Homeland Security, says you shouldn’t believe everything you read — especially when it comes to federal employees.
PortfolioStat is widely deployed across federal agencies and thus well worth exploring how we may be able to maximize the benefits derived from it.
The STEM leader profile clearly shows the STEM leader is unlikely to be effectively served by traditional leader development programs.
The General Schedule worked well when half of Federal employees were GS-5 and below and most of the rest of the workforce was spread out over the remaining grades. Today, 7.4 percent of the Federal workforce is GS-5 and below.
HealthCare.gov was like other failed systems, the result of boiling a toxic stew of poorly defined requirements, the wrong contractor, insufficient oversight and unclear lines of authority.
Some blame procurement for HealthCare.gov’s troubles, but the root of the problem with the government’s health care website is a matter of pure project management.