Transforming Government Through Technology: A Report for the Next AdministrationThis report provides the next Administration with a range of recommendations to reduce the performance gap between government and the private sector in the use of information technology to create and support modern, effective, efficient business processes. Today, government is clearly failing in this area, not because of its people, but because of existing laws, processes, and culture. In some instances, moderate changes can mitigate the problems these processes cause. In others, including personnel processes, dramatic action must be considered in order to achieve the necessary change. In total, it is clear that government has fallen behind in effectively using technology to transform itself and must learn from the private sector in order to close that gap. ACT-IAC is well-positioned to make recommendations to assist government in better utilizing today’s information technology to modernize the federal government. Consisting of both federal employees and private sector companies, ACT-IAC deals with the complexities of federal information technology issues on a daily basis. ACT-IAC is focused on mutual understanding of how to drive dramatic changes in government through partnership with our private sector member companies.The next Administration faces great opportunities and challenges to move our nation forward. American citizens expect and deserve a government that fulfills its myriad missions in an efficient and effective way. This report identifies seven topics that are important to the success of government programs and provides recommendations on how to improve in each of those areas. If those recommendations are acted upon early in the next Administration, we believe they could materially improve the efficiency and effectiveness of federal government’s programs and services to citizens. Effective, innovative use of information technology has revolutionized private sector business models over the last 20 years. Not only have most business-to-business and business-to-consumer interactions moved online, but entire industries have been transformed through business model changes enabled by information technology. Government has largely failed to keep pace with industry's business transformation and information technology revolution. Despite spending over $80 billion annually on information technology, most federal agencies have seen little change in how they perform their work or interact and transact with citizens, businesses, and other governments. Where change has happened, it has typically been the automation of current processes or providing information through websites. The lack of change is caused by federal laws, processes, and culture that inhibit or even penalize risk taking, change, and innovation... The recommendations in this paper are intended to be pragmatic, achievable, and bold. Taken together, they will begin to create an environment within which the federal government can better utilize information technology to serve its citizens and customers. American Council for Technology-Industry Advisory CouncilACT-IAC_39cf219a-0987-11e0-9947-105e7a64ea2aACT-IAC is a non-profit educational organization established to create a more effective and innovative government. ACT-IAC provides a unique, objective, and trusted forum where government and industry executives work together to improve public services and agency operations through the use of technology. ACT-IAC contributes to better communications between government and industry, collaborative and innovative problem solving, and a more professional and qualified workforce. The information, conclusions, and recommendations contained in this publication were produced by volunteers from government and industry who share the ACT-IAC vision of a more effective and innovative government. ACT-IAC volunteers represent a wide diversity of organizations (public and private) and functions. These volunteers use the ACT-IAC collaborative process, refined over 30 years, to produce consensus-based outcomes. The findings and recommendations contained in this report are based on consensus and do not represent the views of any particular individual or organization. To maintain the objectivity and integrity of its collaborative process, ACT-IAC does not accept government funding. This paper was prepared by the ACT-IAC Institute for Innovation. The Institute is chartered to promote innovation in the delivery of government services and operations. It develops and delivers high quality strategic advice that reflects cross-industry recommendations base on the consensus of experts from ACT-IAC's member companies and government advisors and liaisons. We would like to thank the Institute’s sponsors for supporting this effort.ACT-IAC Member CompaniesACT-IAC welcomes the participation of all public and private organizations committed to improving the delivery of public services through the effective and efficient use of information technology. For additional information, visit the ACT-IAC website at www.actiac.org.MITREAT&THewlett Packard EnterpriseICFRobbins GioiaevolverAuthors & ContributorsWe would like to recognize the following people for their contributions to this report:Roger Bakerco-chaired the project Mark Formanco-chaired the projectScott Gouldserved as a senior advisorSean O'Keefeserved as a senior advisorDave McClureprovided senior review, advice, and guidanceAndy Robinsonprovided senior review, advice, and guidanceKen Allenprovided senior review, advice, and guidanceChip Blockled ACT-IAC volunteersJeff Nealled ACT-IAC volunteersJonathan AddelstonKathryn Kienastled ACT-IAC volunteersLou Kerestesyled ACT-IAC volunteersMartha Dorrisled ACT-IAC volunteersPamela Wise-Martinezled ACT-IAC volunteersMichael Howellprovided ACT-IAC staff support.... a government that fulfills its myriad missions efficiently and effectively_2442522c-9679-11e6-a139-2a82742aff29To create an environment within which the federal government can better utilize information technology to serve its citizens and customers. _24425452-9679-11e6-a139-2a82742aff29WorkforceAttract and retain a high performance workforce._244255b0-9679-11e6-a139-2a82742aff291Federal personnel practices must be changed to allow agencies to attract and retain a high performance workforce. Highly skilled personnel accustomed to being cherished by the private sector simply do not choose to participate in the federal employment system. By itself, their nonparticipation virtually guarantees that government programs cannot keep up with their private sector counterparts. The chapter on human capital recommends short-term approaches to mitigate the current human resources problems and encourages a long-term approach to make the federal government an effective technology employer.Hiring AuthoritiesUse existing hiring authorities to achieve immediate improvements in hiring for mission critical occupations (MCOs)._2442595c-9679-11e6-a139-2a82742aff291.1VacanciesMove vacant positions in the hardest to fill MCOs from the competitive civil service to the excepted service._24425aa6-9679-11e6-a139-2a82742aff291.1.1The excepted service is intended for those positions for which competitive hiring processes are not practicable. Hard to fill MCOs, such as cybersecurity, digital services, telecommunications and similar occupations are in high demand across the globe. Demand for cybersecurity positions alone is expected to increase 18% from 2014 levels by 202417 . Cybersecurity is much more than a single job series. The CIO Council’s 2012 IT Workforce Assessment for Cybersecurity (ITWAC)18 and the National Initiative for Cybersecurity Education identified 36 job series that include cybersecurity professionals, with nine job series comprising the majority of the workforce. The cumbersome federal hiring process, demonstrated inability to keep pace hiring young people, and uncompetitive entry-level salaries will continue to present obstacles to filling technology and other high-demand MCOs. MCOs include positions common to all agencies, as well as agency-specific jobs. Defense, for example, has 32 MCOs in 22 Functional Communities, ranging from HR specialists to Nuclear Engineers. The Office of Personnel Management (OPM) should grant excepted service authority government wide for common MCOs and move quickly approve agency requests for excepted service authority for agency-specific MCOs. Moving vacancies to the excepted service as an interim solution will allow agencies to better tailor their recruiting processes to the labor markets in which they compete, rather than trying to use a 1950s hiring process for 21st century occupations. Such a move can be approved by the Office of Personnel Management within weeks of the inauguration.TalentUse existing critical position pay, special salary rates and recruiting/retention allowances to enable the government to compete for in-demand talent._24425bf0-9679-11e6-a139-2a82742aff291.1.2The Department of Defense CIO testified that "The challenge I think we are going to have in IT may not be exactly in the budget, it's going to be the retention of the IT workforce21." The inflexible nature of federal pay presents a significant barrier to recruiting for in-demand positions. Current law authorizes a number of flexibilities, but use of them is not common. For example, 5 USC 5377 authorizes pay up to that of the Vice President for up to 800 positions. From enactment in 1990 as part of the Federal Employees Pay Comparability Act (FEPCA) to 2015, less than 50 positions were approved for critical pay. Other FEPCA provisions authorized recruiting bonuses and retention allowances to assist agencies in competing for high-demand talent. Since 2011, OPM and OMB have limited agency use of these authorities to 2010 levels unless agencies can justify exceptions. Rather than discouraging use, we recommend the President direct OPM and OMB to issue, within 90 days, clear guidance to agencies on the types of situations where these authorities are appropriate and allow agencies to use them within their existing payroll budgets.Recruitment ManagementDesignate agencies as "Recruiting Managers" for key MCOs. _24425eac-9679-11e6-a139-2a82742aff291.1.3In 2016, Congress passed the Competitive Service Act of 2015, allowing agencies for the first time to make selections from lists of candidates other agencies have recruited. Now that the statutory barrier has been removed, we recommend the President direct OPM to identify, within 120 days, MCOs that are used in more than one agency (such as the most populous cybersecurity job series) and are considered hard to fill, and designate an agency or agencies to serve as Recruiting Managers for each. Recruiting managers would form coalitions of agencies to identify barriers to hiring, recommend categories of positions for movement to the excepted service, coordinate and execute college and other recruiting initiatives, and prepare and issue lists of highly qualified candidates from which agency hiring managers could select. Critical OccupationsConduct real recruiting for critical occupations._24426032-9679-11e6-a139-2a82742aff291.1.4Too often the government posts jobs on USAJobs as their only recruiting outreach. Use of other recruiting sources, including social media, is the exception rather than the rule.ImageRepair the damage to the government's employer brand._24426190-9679-11e6-a139-2a82742aff291.1.5The government employer brand has suffered in recent years as federal employees have become the target of political attacks, pay freezes, and reductions in benefits. The President's Management Council should take the lead on a government-wide effort to rehabilitate the brand.InfrastructureUse shared services and technology consolidation to repair the human capital infrastructure that supports our ability to hire and retain talent. _24426320-9679-11e6-a139-2a82742aff291.1.6The government's human capital offices and systems are unable to get the best results from today's hiring processes and there are too many individual HR organizations and redundant systems to effectively implement any kind of comprehensive civil service reform. Human resources staff comprise 2% of the federal workforce, but many lack the technical and consultative skills necessary to provide the type of advice and assistance hiring managers need. In 2011, OPM and the Chief Human Capital Officers Council identified six government-wide occupations where significant skills gaps exist, including human resources specialists. The skills gaps are paired with an excess of HR offices and systems, with agencies buying multiple instances of the same systems and using systems that are neither interfaced nor share data. In 2011, the Department of Homeland Security, for example, identified more than 400 HR systems it is using, many of which are multiple purchases and instances of the same product. The lack of centralized management of such systems increases costs and risks of breaches. Consolidation of providers and systems and greatly increased use of shared service centers will reduce costs, improve effectiveness and reduce risk. The Office of Management and Budget, the General Services Administration and OPM have taken steps in this direction, but much more remains to be done. We recommend the President direct OMB and every CFO Act agency to review their services that are appropriate for shared services and report within 180 days which will be moved to shared service centers and which will be retained as is, along with the rationale for those decisions.Human Capital ManagementUse a data-driven approach to workforce planning, recruiting, retention and other human capital management objectives._24426488-9679-11e6-a139-2a82742aff291.2OPMAgencies and OPM have a wealth of people data. Unlike successful organizations such as Google, the federal government does not use that data to manage human capital programs. Google "People Operations" lead Laszlo Bock says "We try to bring as much analytics and data and science to what we do on the people side as our engineers do on the product side." The result is that Google is consistently listed in the top 5 in Fortune’s "Best Companies to Work For" review. We recommend the Administration use data to drive human capital policy and processes, beginning with the hiring process and focusing on mission-critical occupations such as Cybersecurity. Existing hiring processes are typically reactive, often not beginning until vacancies actually exist. If an agency has a realistic workforce plan and knows the lead time to recruit and train new employees in its mission critical occupations, it can design and implement hiring programs that begin outside of the lead time for that occupation. For example, if an agency knows it takes 24 months to recruit and train an entry-level employee, it can begin that process more than 2 years out to ensure it is delivering new talent when it is needed. Doing that requires data on turnover, recruiting lead times, performance, workforce and labor market demographics, and more. Those data present a major opportunity for the President to leverage data analytics to improve the federal workforce. Google, Xerox, Royal Dutch Shell, Microsoft and other companies are building people analytics capabilities with transdisciplinary teams of industrial and organizational psychologists, statisticians, and analysts. One survey by MeriTalk said data analytics has the potential to save agencies as much as 14 percent of their budgets. The opportunities to apply predictive and prescriptive analytics are vast: agencies can use statistics to more accurately measure the effectiveness of their diversity recruitment programs, gauge the effectiveness of their performance management systems, generate predictive models to identify the root causes of costly employee turnover, and mine unstructured text data for clues on employee engagement and satisfaction. We recommend OMB and the CHCO and CIO Councils form a task force within 90 days to identify, within 120 days, specific actions for use of analytics to aid talent management for mission-critical occupations that can be implemented in the Administration's first yearAppointmentsMove rapidly to fill the appointed positions that are critical to the President's policy objectives._244265fa-9679-11e6-a139-2a82742aff291.3Appointees are the Administration's primary means of communicating the President's policy objectives to agencies and ensuring they are carried out. The Partnership for Public Service Center for Presidential Transition has an excellent set of recommendations on this subject, including filling the top 100 leadership positions, including the Cabinet secretaries, soon after the inauguration and another 300 critical positions throughout federal agencies by the congressional recess in August, roughly 200 days into the new administration. The Administration should identify positions that are most critical to the execution of the President's most urgent program initiatives for priority. Civil Service ReformBegin the dialogue to develop and implement comprehensive Civil Service reform._244268de-9679-11e6-a139-2a82742aff291.4Making better use of existing statutory and regulatory authorities is a measure to bridge the gap until comprehensive reforms can be formulated, passed and implemented. The civil service is based largely on a job classification, pay and hiring processes designed in the mid-20th century, at a time when more than half of federal workers were clerks at GS-5 and below and jobs were advertised locally with paper job announcements. Today’s workforce comprises highly skilled knowledge workers, with more than half26 at grades GS-11 and above. When the current job classification system was written in the 1950s technology jobs were rare. Today they are essential for any agency’s success. Hiring in the private sector has benefitted greatly from effective use of technology, yet the government uses automated versions of its outdated processes. As the government has attempted to make improvements, new hiring authorities have been added, resulting in more than 200 hiring authorities27 creating a complex web that only a few can navigate effectively. At the same time that it is struggling to recruit new talent, the government’s ability to deal with poor performance in its existing workforce has come under increasing scrutiny. Only 28% of federal employees agree that “In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.” Even when dealing with probationary employees who can be fired with little recourse, agencies are reluctant to remove or downgrade employees. In 2013, only 58 supervisors were removed during probation. Government-wide, only 3,500 were dismissed for performance or conduct, but the number who resigned under pressure or negotiated a settlement for a clean record is unknown. Recent Congressional attempts to address the problem have focused on removing due process or appeal rights, or even moving the government to an “at will” employment model. Given the risk that “at will” employment could return the government to a spoils system, such an approach is not likely to result in a more effective civil service. Throughout U.S. history, a lack of civil service protection for government employees produced a workforce based on political connections rather than merit. Prior to the passage of the Pendleton Civil Service Reform Act of 1883, incompetence and corruption flourished throughout the Federal Government, as individuals were appointed and retained (or separated) based upon political contributions rather than capabilities or competence28 . We recommend the President establish a Commission on Public Service, comprising a wide range of experts from government, industry, and academia, to make recommendations for a comprehensive, budget-neutral approach to civil service reform that will [accomplish the following objectives] ... While the President can achieve some improvements within current statutory and regulatory frameworks, the need for talent will continue and accelerate as the federal workforce ages and retires. Civil service reform is so critical that it should be undertaken early in the President’s first term to allow the type of complete and transparent public discourse that such a fundamental change to public service requires.Job Classification[Implement] a modern, flexible process for job classification process that reduces the current 400 job classifications by at least 75% and supports significant delayering of the bureaucracy_24426a5a-9679-11e6-a139-2a82742aff291.4.1Pay[Institute] market-based pay that allows the government to compete for and retain talent_24426be0-9679-11e6-a139-2a82742aff291.4.2Incentives[Establish] performance incentives for individual and organizational excellence_24426d84-9679-11e6-a139-2a82742aff291.4.3Hiring PracticesStreamline hiring practices that preserve merit as the cornerstone of public service and recognize the highly mobile nature of post-baby boom generations_24426f0a-9679-11e6-a139-2a82742aff291.4.4Culture[Establish] a performance culture that uses outcome-based measures to support reward systems_24427086-9679-11e6-a139-2a82742aff291.4.5Accountability[Adopt] accountability measures to ensure poor performance and misconduct are addressed_24427234-9679-11e6-a139-2a82742aff291.4.6Leadership[Follow] an approach to leadership that holds supervisors and managers accountable for employee engagement and organizational performance_244273ba-9679-11e6-a139-2a82742aff291.4.7Talent Exchange[Establish] an effective process to allow government and industry to exchange talent_2442752c-9679-11e6-a139-2a82742aff291.4.8Senior Executive Service[Create] a reimagined 21st century Senior Executive Service that includes greater accountability, a peer review process for adverse actions (much like the US armed forces processes for general/flag officers), and a performance-based pay process that directly links executive pay with agency outcomes._244276d0-9679-11e6-a139-2a82742aff291.4.9Senior Executive ServiceManagement ProcessesMake Federal management processes more data driven and agile_2442784c-9679-11e6-a139-2a82742aff292Federal management processes must become more data driven and agile to encourage, rather than prohibit, success. Even great people must be effectively managed. Federal management systems inhibit, rather than facilitate, the collation and communication of timely, critical management information necessary to make fast, effective decisions. Complex management structures, with unempowered and stove-piped “chiefs” for nearly every function, make achieving and executing clear decisions difficult. The chapter on management systems recommends empowering Chief Operating Officers, streamlining decision-making authorities and processes, and implementing the agile management approaches being used effectively in the private sector.Structure, Policies & ProcessesRevise Organizational Structure, Policies, and Processes_244279d2-9679-11e6-a139-2a82742aff292.1Restructure roles to align accountability and responsibility rather than filling jobs based on titles -- too many chiefs can cause confusion. Empower Deputy Secretaries (and equivalent positions for smaller agencies) modeled on commercial Chief Operating Officers, making them accountable for all aspects of an agency’s mission and mission-support operations. Provide clear authority over both mission and mission-support operations, including capital improvements, so that they lead significant operational improvements. Simplify directives and policies, align accountability and responsibility with authority, and generate the corresponding documentation to ensure agencies can easily comply, including associated penalties (e.g. taking back budgets) for non-compliance. Flatten hierarchical structures and create on rapid and transparent information flow throughout the organization. Eliminate redundant reports or reports that do not add value. CultureRevamp Organizational Culture_24427b94-9679-11e6-a139-2a82742aff292.2To ensure successful change in culture, it is imperative for leaders to establish the vision, management behavior, and incentives to be demonstrated by incremental wins. These steps will enable leaders to take a balanced approach to risk and rewards emphasizing incremental value and outcomes. Require agency leadership to lead by example and demonstrate the key behaviors intended to be adopted by all management levels. Define and deploy agile management practices in key priority areas and flagship programs within each agency, and deploy this approach across every agency within the first four years of the administration. To instill a collaborative culture, develop cross-functional taskforces and clearly articulate roles, responsibilities, and authorities for key priority areas that require inter-and intra-agency collaboration. Make data-based decisions the norm not the exception. Identify the essential metrics and data that the agency COO will use to manage operations.SystemsReplace Organizational Systems_24427d2e-9679-11e6-a139-2a82742aff292.3Replace legacy federal management IT systems with proven commercial products for real time data assembly, analysis, and insights needed to improve achievement of agency performance objectives. New systems are needed to measure performance in real-time, and reduce the overlap and duplication of multiple management systems. Mandate private sector best practices in accounting, such as activitybased costing and a one-day “close” for periodic financial reporting. Identify dependable authoritative data sources and base near-term decisions on available, verifiable information. For the longer term, initiate systematic, incremental, and iterative improvement of data quality both at the agency and enterprise level, reducing data inconsistencies and inaccuracies. Achieve agreement between Congress and OMB on the management data needed and apply the Government Performance and Results Act authorities to ensure that agencies utilize that data (and more) directly in their interactions with Congress and management of the agency and its programs. Sponsor continued development of the roles of OMB and the GSA Unified Share Services Management office, driving constructive adoption of policies, acquisitions, implementation, deployment, and operations of shared services. Leverage the insights and results as a catalyst for cross agency collaboration.BudgetWork the budget process to enable more rapid change._24427edc-9679-11e6-a139-2a82742aff293Federal executives must work around and through the budget process to enable more rapid change. No private sector technology company could survive with an uncertain, 18 month budgeting process. The budget chapter recommends that every new appointee be immediately trained in how to use the budget process to achieve their goals, presents proven short-term approaches that the new Administration can implement to mitigate the problems the budget process causes, and encourages the new Administration to consider a longer-term fix to this critical problem.Education, Analysis & CommunicationProvide Budget Education, Analysis, and Communication_2442808a-9679-11e6-a139-2a82742aff293.1Class & HandbookProvide a mandatory budget class to all new appointees, and establish a simplified budget process handbook._2442821a-9679-11e6-a139-2a82742aff293.1.1When the Presidential Transition occurs, there will be many executives joining the ranks of civil service who may not have a working understanding of the federal budget process. It is critical to ensure that executive leaders begin their term with a clear understanding of the overall budget process, so they can take maximum advantage of flexibilities and avoid the delays and pitfalls typically experienced as senior business executives “learn” how public sector budgeting works. To effectively manage programs, it is paramount to understand the budget cycle. This includes identifying what is set in law and what can be altered, determining critical steps, and understanding what key decisions need to be made, what resources will be required, and where to look for answers.Expertise & GuidanceProvide expertise and guidance to new appointees to help them understand how to analyze their budgets._244283b4-9679-11e6-a139-2a82742aff293.1.2OMB should acquire and provide expertise and guidance to new appointees to help them understand how to analyze their budgets. Analysis will play a pivotal role in helping understand spending trends, identify redundant spending, challenge commonly held beliefs, and allow for more informed decisions to be made on an expedited basis. Many decision makers will also face challenges associated with data quality and the related reliability and usability of outputs generated by analysis. This is likely to slow the decision making process, but could also allow for the emergence of innovative ideas on how to finance required IT services within the boundaries of the federal budget process. A field guide or app would benefit the multitude of people serving the new administration, providing the necessary education and insight that could be accessed at any time.CommunicationConduct regular open communications sessions to help new appointees better communicate with OMB._24428576-9679-11e6-a139-2a82742aff293.1.3OMB should establish regular open communications sessions to help new appointees better communicate with OMB. Incoming executives need to know the history and culture of their budget and organization in order to understand how to work with OMB and Congressional authorizing and appropriations committees and subcommittees. It is also paramount that they understand how to work across functions within their department or agency (e.g. Chief Information Officer, Chief Finanacial Officer, Chief Acquisition Officer, Chief Human Capital Officer, and mission program managers). This requires continuous and open communication between political and career federal executives, as well as with OMB staff, on the opportunities to advance budgetary options to enhance the use of IT investments for improving mission delivery for the taxpayers. Offering a session where individuals could meet their OMB counterpart point-of-contact would help establish and build these pivotal relationships. Budget FlexibilitiesLeverage Available Budget Flexibilities_2442871a-9679-11e6-a139-2a82742aff293.2Leverage flexibility already available in the budget process by:FundingTake advantage of working capital funds, franchise funds, and/or multi-year funding._244288c8-9679-11e6-a139-2a82742aff293.2.1Federal franchise funds record offsetting collections earmarked by law for a specific purpose and associated budget authority, obligations, and outlays for a business-like activity conducted primarily within an agency. Since authorizing by the Government Reform Act of 1994, agencies have been allowed to establish funds on a reimbursable basis within agencies. These are self-supporting business-like entities to provide common administrative services on a fully reimbursable basis and to retain a percentage of total annual income. The nuance between Federal WCFs and FF is that generally speaking, WCFs can retain all income whereas FFs may be allowed to only retain a certain percentage, maybe 4 percent, and must return excess funds at the end of the fiscal year. Franchise funds differ from agency to agency so a review of funds language is necessary. Processes & ServicesPromote government-wide programs that leverage standard business processes and support a shared services IT model._24428abc-9679-11e6-a139-2a82742aff293.2.2Shared services, and more broadly IT, are the source of funding for a number of projects. New ideas within the innovation agenda allow for a new category for IT budgets and this provides a mechanism for additional allocation of resources.Carry OversExpand appropriation authority to carry funds over from year to year. _24428c74-9679-11e6-a139-2a82742aff293.2.3Programs should be allowed to carry over up to 10% of program dollars to the following year in order to keep IT programs more fluid. This could also be achieved by establishing an internal pass-through funding mechanism to allow direct charge back to users.Service DeliveryEncourage and incentivize the use of new service delivery models. _24428ee0-9679-11e6-a139-2a82742aff293.2.4One potential solution is the "as-a-service" approach, in which a program pays for what they use. The "as-a-service" model enables government to procure and consume exactly what they need to pursue their mission, shifts the risk of obsolete technology to third-party service providers, and allows some cash-flow flexibility in a constrained budget environment. With the appropriate authority in place, innovative financing options such as cost sharing across multiple agencies could give some economies of scale to negotiate contractual agreements with IT providers and allow for more flexibility and cheaper procurement options.SavingsEstablish Incentives to Save_244290de-9679-11e6-a139-2a82742aff293.3Incentives to save are keenly needed and it will likely require authorizing action and guidance to introduce and use new models.Share in SavingsProvide more guidance to help agencies address the hurdles that stand in the way of widespread federal adoption of Share in Savings (SiS) models that allow agencies to recoup savings. _244292aa-9679-11e6-a139-2a82742aff293.3.1Allowing agencies to retain funds they save would incentivize them to move to shared services or as-a-service models, freeing up money that can be used on mission or modernization efforts.Training & SupportDevelop SiS training and dedicated support for the federal acquisition workforce to help create, manage and solve SiS challenges as agencies move to shared services and the as-a-service model._24429476-9679-11e6-a139-2a82742aff293.3.2Federal Acquisition WorkforceDedicated resources should be set aside, like those set aside in 2008 for the Defense Acquisition Workforce Development Fund, to provide for training. Similarly, the creation of a SiS Center of Excellence could provide outreach, training and on-the-ground technical expertise to help expedite the adoption of these contract vehicles. Cost AccountingImplement a more comprehensive cost accounting system to assist the government in understanding how much products and services cost, while helping to establish baselines for future SiS models._244296b0-9679-11e6-a139-2a82742aff293.3.3BaseliningDevelop better cost baselining methods against which savings-based payments can be calculated._24429872-9679-11e6-a139-2a82742aff293.3.4ContractingClarify authority and guidance to pursue new or unfamiliar contracting approaches. _24429a2a-9679-11e6-a139-2a82742aff293.3.5More specifically, technical guidance is needed to address the twin challenges of termination liabilities and potential Anti-Deficiency Act (ADA) violations.In-House SavingsRe-invest in-house cost savings._24429c1e-9679-11e6-a139-2a82742aff293.3.6Most Federal agencies have established day-to-day operations that could be consolidated or re-aligned, reducing costs within the same spending year. Savings from these cost reductions could be re-channeled to specific IT projects supporting or enhancing the same day-to-day operations that generated the cost savings without violating Federal Budget rules.Back Office OperationsDrive the further adoption of Shared Services by incentivizing or mandating the movement OMB and multiple federal agencies have undertaken efforts to streamline back office operations for example, moving to four payroll centers of excellence. _24429dea-9679-11e6-a139-2a82742aff293.3.7However, duplicative efforts in financial systems, HR systems, and IT operations are still widespread and there is a significant opportunity for cost savings. Some of the potential cost savings initiatives associated with eliminating duplication will affect the size of the labor force and are considered politically sensitive.IT ModernizationSupport IT Modernization legislation and funding mechanisms. _24429fac-9679-11e6-a139-2a82742aff293.3.8The President's FY 2017 budget proposed establishing a government-wide Information Technology Modernization Fund (ITMF) and the Congress has several bills pending to address this issue. The next Administration should prioritize providing resources to modernize obsolete legacy systems along with strengthened project management and oversight, less costly servicing models like shared services, and the flexible funding approaches described above. Together, these practices can reduce costs and enable delivery of better, more secure services.Customer FocusMake Federal information technology (IT) about the customer_2442a1b4-9679-11e6-a139-2a82742aff294Federal Information Technology (IT) should be about the customer, not the agency: Citizens are frustrated by their interactions with government, especially government websites. They compare the ease of use and transactions with the private sector to interactions with government and wonder why government can’t keep up. The customer experience chapter recommends specific actions to remove the roadblocks and bring focus to how customers interact and get service from government.FeedbackBreak down barriers to soliciting customer feedback._2442a380-9679-11e6-a139-2a82742aff294.1Collecting, analyzing, and acting on customer feedback quickly is essential to design and deliver experiences that exceed customer expectations. Yet complying with the Paperwork Reduction Act (PRA) requires agencies to complete an arduous approval process before collecting information from ten or more members of the public. The approval process can take six to nine months. Agencies need better ways to collect input from the public. OMB and Congress need to support current efforts to close the gap between the intent of the PRA and the limitations it imposes on agencies’ ability to collect customer feedback on government services.Experience, Expertise & AccountabilityEnsure senior leaders have experience, expertise and are accountable for improving customer experience within their Department or Agency. _2442a5c4-9679-11e6-a139-2a82742aff294.2Visible senior leadership commitment is vital to improve customer experience. Every executive must model customer-centric behaviors and be held accountable for customer experience in their areas of responsibility. Customer-centricity should be included in the selection criteria for Department Secretaries and other senior officials to ensure that appointees are willing and able to improve their agencies’ customer experiences. OPM should update the senior executive service (SES) executive core competencies to include CX and require it in the performance plans for all executives in citizen or business-focused agencies. Performance plans for middle managers and rank and file employees who provide customer services should contain customer experience performance elements. Each agency should develop and execute a plan to improve its employee engagement and customer experience talent. A senior position should be established, in every public facing agency, responsible for coordinating that agency’s efforts to improve the customer experience and create a customer-centric culture.Advisory BoardCreate an independent advisory board that can recommend how the government can improve CX. _2442a7e0-9679-11e6-a139-2a82742aff294.3The private sector has learned and adapted from lessons learned over the past decade on the importance of CX to their business in terms of revenue and loyalty. The government should leverage these lessons by creating an independent advisory board of luminaries to validate the recommendations within this paper, provide recommendations on areas we may have overlooked, and advise agencies on how to improve their respective customers’ experiences. The board should be asked to advise in particular on the top ten highest volume services listed in this paper and how to deliver them in a seamless, integrated, citizen-centric way. To represent all segments of the population, the Advisory Group should be staffed with diversity in mind – diversity of industries, generations, and personal attributes. The Advisory Group’s recommendations should be included in an updated National Strategy for Digital Public Services and Customer Experience.EO & StrategyIssue a new Presidential Executive Order on "Delivering an Experience that Exceeds the Public’s Expectations" and a national strategy to improve customer experience. _2442a9c0-9679-11e6-a139-2a82742aff294.4Customer experience must be given priority early in the new Administration. We recommend an updated Executive Order (EO) that includes:  Defining customer experience versus customer service to ensure that the full spectrum of issues pertaining to CX are considered, including governance, strategy, culture, voice of the customer, and design.  Creation of a Federal Chief Customer Officer at OMB responsible for establishing and overseeing a Chief Customer Officer Council (CCOC).  Establishment of a Chief Customer Officer Council that drives the transformation of citizen-centered services across government. The Administration should develop a National Strategy for how the government with the goal of making the U.S. #1 in the world in delivering services to the public. The strategy should require agencies to implement best practices for governance, processes, measurement strategies, technologies, and transforming to a CX culture. The strategy should also ensure that funding is available to achieve the strategy’s goals. The strategy, and agency CX programs, should focus on the top ten highest volume services listed in this paper, at least initially, and on interagency coordination and collaboration to deliver services in a seamless, integrated way from the citizens’ perspective. The Federal Chief Customer Officer and the Chief Customer Officer Council should work together on an ongoing basis to implement the strategy both within each agency and between agencies. MetricsCreate a measurement framework to be used for determining success._2442acea-9679-11e6-a139-2a82742aff294.5The CCOC should create a measurement framework identifying core measures for all agencies while providing agencies the flexibility needed to address their specific services. The performance management system should be leveraged to ensure that agency programs continually improve the services and experiences they deliver. The CCOC should also create a scorecard that identifies areas for improvement and recommends shared service solutions to reduce costs and improve services. Each agency should identify service improvements for their top services and report to the customer office quarterly. The CCOC should report customer experience improvements to OMB, publish a public dashboard on a regular basis, and publish an annual report on the “State of Delivering Digital Public Services and Customer Experience”. Within 100 days of taking office, each agency head should publish a customer-focused mission statement. They should submit a Customer Experience Plan to the OMB CCO which includes a(n):  Assessment of the agency’s most important internal and external services including strengths, weaknesses, areas of high priority for improvement and actions planned to improve service levels including explicitly addressing interagency coordination and collaboration;  Description of all service delivery channels (i.e., online, contact centers, in person, social media, etc.) that includes an assessment of which are optimized for mobile access;  Description of how the agency collects customer feedback on needs and expectations and how they use these insights to improve service delivery;  Explanation of measures used to assess success in meeting customer expectations; and  Summary of baseline employee engagement scores for the agency and primary actions to improve the engagement. The American people deserve the best service and customer experience possible from their government. And it is not just a “feel good” goal. Research shows that positive customer experience not only improves customer satisfaction, it also lowers costs, increases productivity and improves employee engagement. Improving CX can reverse the long term degradation and increase public trust and confidence in government and optimism for the future.Life EventsMake government systems reflect customers "life events"._2442b01e-9679-11e6-a139-2a82742aff295Federal, state, local, and tribal government systems should reflect customers "life events", not agency structure. The confusion of systems across levels of government reflect the structure of government and decades of incremental program growth, not the needs of its citizens. Citizens live lives, have needs, and are frustrated when they interact with their government because it is complex, uncoordinated, and prone to error. The chapter on aligning federal, state, local and tribal government services recommends better information sharing and piloting a "life events" approach that reflects what, when, and how government is needed by its citizens.Integration OversightEstablish Coordinating Groups and a Lead Agency or Council Identify the appropriate lead agency or government council to oversee each issue where integration between governments is required. _2442b302-9679-11e6-a139-2a82742aff295.1Convene the appropriate stakeholders for each issue to identify problems and develop plans and solutions to address them. This should include representatives of the cognizant federal, state, local, and tribal government agencies, representatives of their respective customer communities, and representatives from academia and the private sector that provide services or have relevant subject matter expertise. All of the participants need to engage in a way that gives everyone a voice, a “seat at the table”, influence in the solutions selected, and collective ownership for their outcomes.Policies & ProceduresAlign Policies and Procedures Policies and procedures that affect each of the four issues should be re-evaluated by all of the agencies and levels of government involved. _2442b60e-9679-11e6-a139-2a82742aff295.2They should be updated, terminated, or replaced as appropriate to align efforts between the various stakeholders to enable implementation of the solutions identified.ImplementationImplement the Plans_2442b9a6-9679-11e6-a139-2a82742aff295.3A disciplined, structured approach can help identify citizen and business customers agencies have in common, events that drive their need for services, the business processes, systems, and data that service those customers, and develop solutions to deliver seamless, integrated services to those citizens and businesses Governments today are deeply dependent upon information technology to deliver and manage public services. Through the execution of these recommendations, governments can gain greater insight into the barriers that must be overcome, establish leadership focus upon overcoming those barriers, and execute plans to modernize digital service delivery. These steps will promote integrated delivery that simplifies access to services, improves quality of life, promotes prosperity and commerce, protects and improves citizens and businesses experience with governments, and improves the public's trust.Service IntegrationRequire agencies to include federal-state-local-tribal service integration in their respective plans and budgets for inter-governmental programs and report on their progress._cd77e426-96fe-11e6-899c-a498742aff295.3.1Similarly require agencies to update and include effective information sharing approaches in their respective plans and budgets.Practices & Performance MeasuresEstablish robust practices and performance measures to plan, manage, and oversee these efforts._cd77ea98-96fe-11e6-899c-a498742aff295.3.2Piloting & TestingPilot and test new approaches to integrate services using coordinated approaches to funding, staffing and acquisition._cd77edae-96fe-11e6-899c-a498742aff295.3.3Share lessons learned from the pilots to promote additional service integrations.Life EventsAdopt consistent, modern, citizen-centric "life-events" based approaches and service integration methodologies to redesign business processes, connect systems, share data, and integrate service delivery._cd77f088-96fe-11e6-899c-a498742aff295.3.4CybersecurityProtect critical assets._2442bbae-9679-11e6-a139-2a82742aff296Current cybersecurity approaches have failed and new authorities are required to allow agencies to protect their critical assets. Federal agencies cannot be trusted to protect the information they possess from cyber criminals and other adversaries. Yet government continues to take an incremental approach to fixing the problems. Our cybersecurity chapter recommends the federal government recognize that the battle over current systems is lost, put executives in place that recognize and can deal with the problem, and provide those executives with authorities necessary to change the tide of the cyber-battle being waged.MethodologyChange the overall cybersecurity approach to a risk based, mission driven methodology._2442bdde-9679-11e6-a139-2a82742aff296.1Operations PlansDirect the head of each Department and Agency to present a plan for continued operations in a cyber-contested environment within 90 days._cd77f59c-96fe-11e6-899c-a498742aff296.1.1Isolated approaches to information security, business continuity, and incident response must be eliminated. Federal agencies must be prepared to operate in an environment where Internet communications are denied to them, and IT systems must be proven secure before they can be trusted. To reflect that reality, OMB should require the head of each agency to prepare and present both their COOP (continuity of operations) and CoG (continuity of government) plan should their ability to access the Internet be denied. Today, the urgency of providing continuously available services for customers and business partners in the digital economy requires that enterprises to become resilient. A resilient enterprise protects itself from attack, but also recognizes that defense is not the end-all. A resilient enterprise needs to connect protection and recovery to the mission and goals of the enterprise, implementing integrated programs in order to provide sustainability of essential services.Digital LeadersAppoint "digital leaders" to key federal roles. _cd77f8d0-96fe-11e6-899c-a498742aff296.1.2Digital LeadersIt is essential that the new President appoint 21st century leaders that recognize the essential role that technology and cybersecurity play in fostering our continued exponential growth. The new administration should require each new senateconfirmed political appointee to present their experience and position on how they will preserve and protect the digital business capabilities that are driving our nation’s economy, making this a key selection criteria for those selected for senior offices. The requisite changes to address cyber begin with the senior most official with the kind of cultural changes that over time become a part of this Agency’s DNA and institutional memory.IoTDevelop a framework to implement an "Underwriters Laboratory” type of standard to reduce the risks of the “Internet of Things"_cd77fb5a-96fe-11e6-899c-a498742aff296.1.3 The explosion of Internet-enabled devices changes the risk from just one of information loss to physical harm. Transportation systems, medical devices and even home appliances are at risk. Applying methods that build consumer confidence that these devices are properly secure will be an essential economic driver for decades to come.Cybersecurity Innovation LaboratoryEstablish a dedicated Cybersecurity Innovation Laboratory. _cd77ffec-96fe-11e6-899c-a498742aff296.1.4Coordinated, focused research is needed to create 21st century solutions with 21st century processes. Big data analytics, machine artifical intelligence, and advanced techniques are needed to remove the human from the equation. Rather than pursuing fragmented, uncoordinated efforts in multiple agencies, establish an interagency venue to coordinate research, pool resources, and share solutions. Agencies could share expertise, test solutions, and maintain and extend the expertise and skills of their workforce.Governance & AcquisitionChange the federal governance and acquisition landscape._cd7803e8-96fe-11e6-899c-a498742aff296.2Direct All Departments and Agencies to:ContractsRequire all contracts, not just IT contracts, to include cybersecurity as evaluation criteria._cd78067c-96fe-11e6-899c-a498742aff296.2.1 Grassroot change involves a paradigm-shift across all spending necessitating extra-ordinary inter-agency cooperation, dialogue and progress. Cybersecurity is not a problem in the IT department, rather it increasingly depends upon the products of the business focused on “ends” (what is the organization trying to accomplish), "ways" (how is the organization going to go about doing that), and "means" (what are the resources and tools to accomplish that end in a cyber-contested environment).Investment Management BoardImplement a Cybersecurity Investment Management Board. An effective cybersecurity program begins with direct and continual leadership involvement involving the senior most officials in baselining performance gaps, aligning resources with highest priority gaps and greatest risks._cd780bcc-96fe-11e6-899c-a498742aff296.2.2Cybersecurity Investment Management BoardThis includes establishing an orderly process for determining and approving requirements that is linked to a well-defined, repeatable, transparent and disciplined process for developing capabilities, allocating resources, promoting interoperability, sharing innovation, and avoiding unproductive duplication.FAR ExemptionThe head of each Agency or Department should be granted non-delegatable authority to be exempted from mandatory use of the Federal Acquisition Regulation during cyber-attacks._cd781450-96fe-11e6-899c-a498742aff296.2.3Department HeadsAgency HeadsWhile exceptions from using the FAR should only occur during unusual and extreme situations, the "beltway" culture re-enforces the status quo culture with broad views that any exception is controversial, dubious benefit and a series potential of unintended consequences. There is an overwhelming need to send a signal to Federal Agencies that its not business as usual when addressing cyber. Adoption of bold new approaches focused on incentives, including nontraditional approaches, is urgently needed to respond to numerous cyber crises. BoundariesRecognize that Cyber-attacks know no international boundaries._cd781a04-96fe-11e6-899c-a498742aff296.3International CollaborationWithin 180 Days, establish new policy for international collaboration on cybersecurity. _cd781f4a-96fe-11e6-899c-a498742aff296.3.1European CourtThe European Court decision on Safe Harbor has created a chasm between the United States and other nations threatening the future economic viability of the internet.A foreign policy speech by the new administration is needed to galvanize international partnership in addressing the cyber problem and to counter-balance the damage inflicted by the European Court ruling to invalidate the Safe Harbor framework by deciding the "indiscriminate" surveillance by the United States government endangers protection by placing "national security, public interest, or law enforcement requirements" over privacy principles. Now, American technology companies are burdened with added rules to comply directly with foreign government requests for data that threatens the ability of American firms to move their data between Europe and America.Mission Critical OccupationsUse existing hiring authorities to improve hiring for mission critical occupations._cd7829ae-96fe-11e6-899c-a498742aff296.4HiringChange the hiring process to recognize that one strong cybersecurity hire beats ten average ones._cd7829af-96fe-11e6-899c-a498742aff296.4.2The tools and processes used by our adversaries are designed to empower smart individuals to do great damage. In the cyber world, more people does not necessarily mean better results. What is needed are great people, and hiring policies, both in government and its contractors, should reflect this.Awareness, Education & Recruitment Expand cybersecurity workforce awareness, education, and recruitment efforts nationwide._cd782cba-96fe-11e6-899c-a498742aff296.4.3Unlike past hiring issues for the government, cybersecurity is not an inherently governmental problem that can be addressed by the federal government alone. Every organization, both federal and commercial, faces the threat. Training, recruiting and employing staff needs to be emboldened across all regions of the country. Work closely with colleges at all levels, in all states, to promote cyber education and hiring.Cybersecurity CorpsCreate a "Reserve Officers Training Corp" for cybersecurity._cd78300c-96fe-11e6-899c-a498742aff296.4.4Reserve Officer Training CorpsThe Reserve Officer Training Corps model provides a formal high school and college technical education model for new hires, or existing employees. Provide financial incentives, a binding contract, and assured employment upon graduation to attract and retain more highly qualified cybersecurity workers.TrainingRedirect federal agency training programs to focus on skills-based and performance-based cybersecurity training._cd7832c8-96fe-11e6-899c-a498742aff296.4.5Provide cybersecurity awareness training and practice, appropriately tailored to leadership, management, and staff roles, to enable all employees to have basic cybersecurity awareness, skills, and understanding of how to recognize and report cybersecurity threats, vulnerabilities, and incidentsIoTAddress Internet of Things (IoT) safety and standardization._cd783746-96fe-11e6-899c-a498742aff296.5Automotive SafetyWithin 60 days, direct DHS, DOT and FTC to begin implementation of the GAO report on automotive safety. _cd783a84-96fe-11e6-899c-a498742aff296.5.1DHSDOTFTCThe report provides strong evidence why beginning immediately on this effort is critical because of the lead time for implementation in the transportation industry.CoordinationWithin 100 days, direct FTC to establish an office for the coordination of IoT safety and security standards._cd783d40-96fe-11e6-899c-a498742aff296.5.2FTCThe FTC needs to work with commercial groups, such as UL, to instill confidence in the consumer purchase of IoT devices and to stem the flow of highly risky and insecure foreign products.Commercial GroupsULMedical Devices & BuildingsWithin 180 days, conduct studies on the safety of medical devices and buildings._cd7841be-96fe-11e6-899c-a498742aff296.5.3Conduct similar research similar to the study of automobiles on other highly critical and widely used devices that affect daily safety and security of citizen lives.InnovationMake innovation a persistent capability for federal agencies_2442c3d8-9679-11e6-a139-2a82742aff297Innovation must become a persistent capability for federal agencies: Innovation inherently means risk, and risk is recognized as a career killer for federal employees. Government processes designed to reduce or control risk, from budget to acquisition to program management, succeed only in eliminating innovative approaches from the range of possible solutions. The innovation chapter recommends actions necessary to reap potentially massive benefits from continuous innovation in the federal government.Culture & CapabilitiesEstablish an Innovative Culture and Persistent Capabilities in Government as a Policy Priority Early in the Adminstration_2442c61c-9679-11e6-a139-2a82742aff297.1PolicyIssue policy that establishes innovation as a policy priority for all departments and agencies_cd7844fc-96fe-11e6-899c-a498742aff297.1.1ResponsibilityIdentify the agency head or deputy as the responsible senior official in each agency, further delegation would diminish the importance and effectiveness of this policy,_cd7847e0-96fe-11e6-899c-a498742aff297.1.2OversightIdentify the President's Management Council as the senior governance body to oversee implementation of this policy_cd784ca4-96fe-11e6-899c-a498742aff297.1.3President's Management CouncilPlans, Procedures & BudgetsRequire agencies to develop plans, procedures, and budgets to integrate innovation into their programs, in balance with operational efficiency and effectiveness, and to measure and report their progress. _cd78501e-96fe-11e6-899c-a498742aff297.1.4AgenciesLegislation & OversightReduce Legislative Burdens and Transform Oversight_cd7852e4-96fe-11e6-899c-a498742aff297.2LawsThe Administration should work with the Congress to identify and reduce, mitigate, or eliminate impediments to innovation in existing law._cd7856fe-96fe-11e6-899c-a498742aff297.2.1CongressRegulation & PolicyThe President’s Management Council should work with agencies to identify existing regulations and policies that impede innovation and develop ways to reduce, mitigate, or eliminate those barriers._cd7859ec-96fe-11e6-899c-a498742aff297.2.2President’s Management CouncilOversightThe President's Management Council should with the Congress, GAO, and the IG community to develop new approaches to program oversight that value, enable, and measure the effectiveness of innovation programs and investments._cd785c62-96fe-11e6-899c-a498742aff297.2.3 President's Management CouncilCongressGAOIG CommunityImplementationEnable Implementation of Policy and Plans_cd78607c-96fe-11e6-899c-a498742aff297.3Human Resources_cd786374-96fe-11e6-899c-a498742aff297.3.aResponsibilityMake innovation and its support the responsibility of every position in the department._cd7865f4-96fe-11e6-899c-a498742aff297.3.a.1Job Descriptions & Performance ReviewsCommunicate this in every job description and performance review._cd786a18-96fe-11e6-899c-a498742aff297.3.a.2Make this a significant consideration for promotions. For example, change promotion on the basis of tenure to promotion based on innovative creation of value and results.Talent, Obstruction & ChangeMake it faster and easier to hire great talent and remove staff that obstruct innovation and resist change._cd786d10-96fe-11e6-899c-a498742aff297.3.a.3Budget and Finance_cd786f9a-96fe-11e6-899c-a498742aff297.3.bInnovation investments should demonstrably support an innovation strategy, and innovation strategies should demonstrably support program and agency business objectives. Failure to demonstrate alignment and show progress against relevant measures of effectiveness should be grounds for withholding or reducing investments. Strategy development should take a multi-stakeholder approach to include state, local and tribal governments, public-private partnerships, and citizens as appropriate.Resource RealignmentRealign existing resources to support and promote innovation while building needed resources into future budgets._cd7873fa-96fe-11e6-899c-a498742aff297.3.b.1FundingAllocate funds specifically for innovative ideas and projects that agency staff can access._cd787710-96fe-11e6-899c-a498742aff297.3.b.2Acquisition_cd787a76-96fe-11e6-899c-a498742aff297.3.cCompetitionAcquisition strategies should support innovation investments by promoting competition for program efficiency and effectiveness._cd787eae-96fe-11e6-899c-a498742aff297.3.c.1Programs, Products & ServicesDepartments and agencies should assess current programs and solicit products and services which build efficiency and innovation capabilities. _cd7881b0-96fe-11e6-899c-a498742aff297.3.c.2Pilots & ExperimentsThey should fund and manage pilot projects and experiments to test and validate approaches to innovation before expanding to agency-wide or government-wide levels._cd78844e-96fe-11e6-899c-a498742aff297.3.c.3 ContractsThey should contract with companies that have proven ability to develop and implement innovations._cd7888b8-96fe-11e6-899c-a498742aff297.3.c.4EncouragementEncourage Innovation_cd788bba-96fe-11e6-899c-a498742aff297.3.dReward & RecognitionCreate a reward and recognition program that reinforces the value and priority of innovation._cd788e58-96fe-11e6-899c-a498742aff297.3.d.1Risk ManagementActively encourage and recognize appropriate risk taking and risk management that leads to better results._cd7892b8-96fe-11e6-899c-a498742aff297.3.d.2Engagement, Assessment & PromotionEngage programs, strategic communications and leadership of every component to assess, incorporate into operations, publicize, recognize and promote the best innovation efforts._cd7895ba-96fe-11e6-899c-a498742aff297.3.d.3Training & ToolsProvide training and tools to staff to support their innovation efforts._cd78989e-96fe-11e6-899c-a498742aff297.3.d.4CommunitiesEstablish communities of innovators, within and between agencies and in public-private partnerships, to share knowledge, experience, and effective practices._cd789da8-96fe-11e6-899c-a498742aff297.3.d.5InnovatorsAwards & RecognitionMake the awards and recognition for valuable innovations among the most prestigious in each department and agency._cd78a2b2-96fe-11e6-899c-a498742aff297.3.d.62016-10-20https://www.actiac.org/system/files/Presidential Transition Report 10172016.pdfOwenAmburOwen.Ambur@verizon.net