October 2015 - In 2014, the Center for Internet Security and Deloitte and Touche LLP engaged the National Academy of Public Administration to identify ways to improve the federal role in the nation’s cybersecurity education efforts. This project was led by a four-member Panel of Academy Fellows with expertise in cybersecurity, performance metrics, and defense education.
July 2015 – The United States Patent and Trademark Office (USPTO) requested that the Academy review its telework program to ensure that management controls and programmatic goals are effective and aligned with the Agency’s mission. This entailed a two-part review of the telework program, including:
1. An internal control review of the USPTO telework program to determine if it complies with
July 2015 – In the spring of 2015, the Project Management Institute engaged the National Academy of Public Administration (the Academy) to develop a white paper about how to strengthen project and program management in the federal government. This six-week project was led by a three-member Panel of Academy Fellows with expertise in project and program management supported by a professional study team.
May 2015 - Human capital, specifically the risk posed by skills gaps in mission-critical occupations, continues to feature on the Government Accountability Office (GAO) High Risk list. As part of their ongoing series on enterprise risk management, the National Academy of Public Administration, in partnership with Ernst and Young LLP (EY), hosted a panel on April 23, 2015, to raise awareness and share insights on managing human capital risk.
March 2015 - In the fall of 2014, the U.S. Department of Housing and Urban Development (HUD) engaged LinkVisum Consulting Group (LinkVisum) and the National Academy of Public Administration (the Academy) to develop a strategic framework to support HUD’s financial management transformation. The key objectives of this project were to: (1) conduct an organizational assessment of department-wide
March 2015 - The U.S. Nuclear Regulatory Commission (NRC) has experienced significant changes over the last five years. NRC developed Project Aim 2020 (Project Aim) to improve the agency’s planning and operational functions. Project Aim set out to identify key strategies and recommendations to transform the agency during the next five years to enhance the NRC’s ability to plan and execute its mission in a more effective, efficient, and agile manner.
March 2015 - The Census Bureau has initiated organizational changes intended to improve its ability to provide quality data while enabling it to anticipate and readily adapt to future needs. The Census Bureau requested that the National Academy of Public Administration (the Academy) conduct an independent assessment and recommend practical actions needed to increase the likelihood that its transformation will be successful and sustained.
February 2015 - The National Academy of Public Administration’s November 2014 annual meeting raised a number of key issues facing public administrators in coming years. The IBM Center for The Business of Government collaborated with the Academy to highlight some key findings and takeaways from that meeting. The Academy's 800 Fellows—who include former cabinet officers, Members of Congress, governors, mayors, and state legislators, as well as prominent scholars, business executives, and public administrators—meet annually.
January 2015 - The Federal Leaders Digital Insight Study, conducted by the National Academy of Public Administration (the Academy) in collaboration with ICF, is the inaugural report designed to survey Federal Leaders' perspectives about the pace with which the government is adopting, applying, and leveraging technological advancements in service to its constituencies.
January 2015 - The Consolidated Appropriations Act, 2014 (P.L. 113-76) mandated an independent assessment of the Department of Justice’s Civil Rights Division. The National Academy of Public Administration (the Academy) was chosen to conduct this review that focused on the management and operations of the Civil Rights Division including policies, protocols, and practices related to enforcement actions and decision-making, hiring, and other human resource practices.