The output of Vision of the Biden-Harris management program in the fall of 2021, established an ambitious program with three overarching objectives:

  1. Strengthening and Empowering the Federal Workforce
  2. Provide excellent, fair and secure federal services and customer experience
  3. Managing Government Affairs to Build Back Better

PMA offers a tremendous opportunity to accelerate and reimagine government transformation, particularly around workforce, customer experience, acquisition initiatives, and financial management. Grant Thornton has partnered with Public Service Partnership develop and facilitate a series of virtual workshops to facilitate the coordination of federal teams during the implementation of the President’s management program.

The Biden-Harris PMA

The three new PMA priorities build on previous stewardship programs and address long-standing challenges. Recruiting and retaining talent remains a major challenge. Improving the customer experience so that Americans can transparently and fairly access promised benefits and services could measurably boost trust in government. And the management of government affairs – a priority that appears to encompass procurement, financial management and grants management reform initiatives – certainly deserves sustained attention. Build on communities of practice (e.g. inter-agency management boards), improve information technology management and cyber response, and build capacity for evidence-based policy development and data management of government are part of the “core government capabilities and systems” that the administration will use to drive its management agenda.

Strengthening and Empowering the Federal Workforce

The PMA vision employs a number of critical workforce strategies: attracting and hiring the most qualified employees, reflecting the country’s diversity; improve the employee experience through empowerment, engagement and development; leveraging lessons learned from the pandemic to reimagine the future of work; and building the infrastructure needed to support the federal government as a model employer. Executing these strategies will require a wide range of skills. While HR organizations will need to provide leadership in these efforts, expertise and partnership will be needed from their C-suite peers and mission delivery executives to effect change.

More than two years into the pandemic, employee and employer expectations have changed dramatically. To support the federal government as a model employer and enable recruitment efforts, departments and agencies will need to design and implement their future work models in a way that ensures continued mission delivery and healthy, the safety and well-being of employees.

Provide excellent, fair and secure federal services and customer experience

Improving the customer experience (CX) so that Americans can seamlessly and fairly access promised benefits and services could measurably boost trust in government. The government’s commitment to customer experience is nothing new, but important new themes are being introduced by the administration to redefine what great CX really means today. These include an increased focus on equity and accessibility for historically marginalized groups, a commitment to adapting government services to key moments in citizens’ lives, and championing a “one government” philosophy that ensures the inter-agency integration. Government should no longer operate as a federation of independent agencies, but as a single entity with “no wrong doors” that proactively shares information to reduce burden, simplify citizen engagement and ensure equitable access to programs governments for all. Achieving the administration’s laudable aspiration for equitable access and excellence in service delivery will require a renewed and deliberate focus on the fundamentals of customer experience.

Managing Government Affairs to Build Back Better

The management of government affairs – a priority that appears to encompass procurement, financial management and grants management reform initiatives – certainly deserves sustained attention. Build on communities of practice (e.g. inter-agency management boards), improve information technology management and cyber response, and build capacity for evidence-based policy development and data management of government are part of the “core government capabilities and systems” that the administration will use to drive its management agenda.

With more than $800 billion in financial assistance and grants awarded each year, the federal government has tremendous leverage to advance American industry, meaningfully address climate risks, and foster equity. Agencies and programs will need the tools and capabilities to link policy priorities to program results, using the significant resources available to lead by example

Additional Resources:

Contact:

Robert Shea
Robert Shea

National Director of Public Policy
J +1 703 637 2780

Eric HeffernanEric Heffernan
Director, Operational and Organizational Transformation
J +1 703-637-2769