By James S. Bowman
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Extra resources for Achieving Competencies in Public Service: The Professional Edge, 2nd Edition
With the increase in public-private partnerships that cut across the three sectors, mutual adjustments in the relative emphasis of these fundamental values will have to be made. As Berman notes: Productivity is defined as the effective and efficient use of resources. Effectiveness is typically of great importance in the public sector, and nonprofit organizations often emphasize effectiveness and efficiency in equal measure. Public sector organizations also value providing services to all population groups, that is, ensuring equity (2006, 9).
S. OPM 2008d). 1 Mentoring Program Components Component 1. Statement of purpose and a long-range plan 2. Recruitment plan for both mentors and participants 3. Orientation for mentors and participants 4. Eligibility screening for mentors and participants 5. Readiness and training curriculum for all mentors and participants 6. Matching strategy 7. Monitoring process 8. Support, recognition, and retention activities 9. Closure steps 10. Evaluation process Specific Elements Details about activities to be performed; input from stakeholders; needs assessment; operational plan; goals, objectives, timelines, funding.
Bilmes and Gould (2009, 102–103) identify several unique challenges facing these officials. Unlike business leaders, who often enjoy considerable autonomy in decision making, public administrators are subject not only to the authority of Congress and the executive branch, whose members sometimes give conflicting direction regarding spending and service delivery, but also public service today 33 to the courts, which constrain and guide officials’ actions, and to internal agency actors, including political appointees, civil servants, and program managers, who influence policy implementation.
Achieving Competencies in Public Service: The Professional Edge, 2nd Edition by James S. Bowman