In the machinery of national security decision-making, innovation is the first casualty of consensus. At the heart of this process lies the National Security Council’s multi-layered committee structure to develop policy recommendations for the President. While this process ensures broad interagency coordination, it also means that agencies can effectively veto options that challenge their interests. The result is that the President often only sees consensus recommendations that preserve institutional status quo, rather than the full range of viable policy options that might better serve national interests. The new National Security Advisor, Congressman Mike Waltz, should reshape the NSC process to provide better foreign policy advice for the President.

The Current Process: Design vs. Reality

The NSC’s decision-making process follows a carefully structured path. At the working level, Interagency Policy Committees (IPCs) bring together Assistant Secretary-level officials and subject matter experts to develop initial policy options. These recommendations then move to the Deputies Committee, composed of deputy heads of relevant agencies, for refinement and further analysis. The Principals Committee, consisting of Cabinet-level officials, then reviews and shapes final recommendations before they reach the President through the National Security Advisor.

In theory, this layered approach should ensure thorough vetting while preserving diverse viewpoints. In practice, however, the system often produces the opposite effect. Each level of review tends to narrow options rather than expand them, as agencies work to protect their institutional interests and avoid conflict with other departments.

The Consensus Trap

The emphasis on interagency consensus, while well-intentioned, has become a structural impediment to bold or innovative policy options. Former National Security Advisor H.R. McMaster warned about this in his book Battlegrounds stating, “Presenting a single option designed to either tell the President what he or she wants to hear, or to present the consensus position of the cabinet is doing him or her a disservice.” He argued that it is “important to provide the President with multiple options.”

When every agency effectively holds veto power over proposals, the path of least resistance becomes maintaining existing approaches with minor modifications. This dynamic is particularly problematic in rapidly evolving security situations where status quo responses may be inadequate.

Consider, for example, how options that might gore the ox of the Defense Department’s budget are quietly culled, or how proposals that ruffle the diplomatic feathers of the State Department rarely survive the process. While both of the Department’s perspectives may have merit, the current system often leads to their mutual neutralization, rather than producing either a creative outcome or an advancement of an option with dissents.

The Cost of Lost Alternatives

The consequences of this consensus-driven approach are significant. The President is often presented with artificially limited choices, typically framed as minor variations on existing policy rather than genuinely distinct alternatives. This narrowing of options can be particularly problematic in crisis situations where innovative approaches might be most needed. 

More concerning is what the President doesn’t see: options that challenge conventional wisdom, propose significant departures from existing policy, or require substantial institutional compromise or change. These alternatives, while potentially valuable, often don’t survive the gauntlet of interagency review.

Potential Reforms

During the Obama NSC we identified several reforms that could help address these structural limitations. Some of these ideas included:

1. Mandate a presentation of competing options: Require that multiple, genuinely distinct policy alternatives reach the President’s desk, even if they don’t have unanimous agency support.
2. Create independent analysis channels: Borrow the Intelligence Community’s Red Cell process and establish mechanisms for policy options to reach senior decision-makers without requiring consensus at every level.
3. Strengthen the NSC staff’s role: Empower NSC staff to develop independent options that might challenge agency preferences.
4. Reform the Deputies Committee process: Modify procedures to focus on developing multiple viable options rather than driving toward consensus.

The NSC’s current decision-making process, while sophisticated in design, often fails to provide the President with the full range of policy options needed for effective decision-making. The system’s emphasis on consensus, while valuable for implementation, has become an impediment to innovative policy development.

Reform is possible without dismantling the valuable coordination functions of the current system. By modifying procedures to ensure that diverse options reach senior decision-makers, the NSC can better fulfill its core mission: providing the President with the best possible range of choices for addressing national security challenges.

The goal isn’t to eliminate interagency coordination but to prevent it from unduly constraining presidential options. In an increasingly complex security environment, the President needs access to the fullest possible range of policy alternatives, not just those that survive the consensus-building process.

Jim Thompson is the Director of Government Capacity at the Federation of American Scientists. He served as a Director on both President Obama’s and President Biden’s National Security Councils.

“There really are fewer unicorn positions out there than we all imagined” – Bob Leavitt, HHS CHCO on shared PDs and certificates for common positions

Creating a job announcement that attracts high quality applicants is critical to the hiring process. For hiring managers, finding a balance between identifying the unique details of the position and managing the time and resources required is a challenge. When defining a position, there are many potential “off-ramps.” While these diversions are sometimes necessary, they often result in significant time delays and demand scarce resources from both hiring managers and HR staff. Improvements over the past few years offer hiring managers opportunities to accelerate the process while improving applicant quality, primarily done through collaboration within and across agencies that requires a level of standardization.

In our previous blog posts, we outlined the hiring process and dove into the first phase – Getting Hiring Right from the Start. This post discusses the second phase of the process: planning for and announcing the job. This phase includes four steps:

1. Review Position Description and Confirm Job Analysis 
2. Classify or Reclassify the Position
3. Confirm Job Analysis and Assessment Strategy
4. Create and Post the Job Opportunity Announcement (JOA)

Our insights shared in this post are based on extensive interviews with hiring managers, program leaders, staffing specialists, workforce planners, and budget professionals as well as on-the-job experience. These recommendations for improvement focus on process and  do not require policy or regulatory changes. They do require adoption of these practices more broadly throughout HR, program, and permitting managers, and staff. Additionally, our insights here are not unique to permitting, rather they apply broadly to federal government hiring. These insights should be considered both for streamlining efforts related to environmental permitting, as well as improving federal hiring.

Breaking Down the Steps

For each step in this phase, we provide a description, explain what can go wrong, share what can go right, and provide some examples from our research, where applicable. 

Review Position Description and Confirm Job Analysis

The Position Description (PD) is core to the hiring process. It describes the occupation, grade level, job duties, qualifications, and any special skills needed for the job and agency. In hiring, it is used to develop the job announcement, review the position’s classification, and establish a  foundation for assessing candidates. Outside of hiring, it is used in performance management, position management, probation period evaluation, and serves as a reference for disciplinary action. 

At this step, a hiring manager reviews the position description to make sure it is an accurate, current depiction of the job requirements, which may require a review of the past job analysis, or the evaluation of the knowledge, skills, abilities, behaviors, and experience needed for the positions (i.e., the competencies). The PD can be inaccurate due to dynamic changes in the job: core duties, technologies used, process changes, and supervisory responsibilities. These updates can range from simple wording changes to major changes that require additional work. 

In our interviews, we heard from hiring managers and HR specialists that updating position descriptions had been a challenge and bottleneck in their hiring process. One hiring manager shared that they chose to not change their positions even if they wanted a different role because of the anticipated time delays. Other participants shared that they have begun moving towards standardized PDs within their agency to reduce redundancies and enable more collaboration.

What Can Go Wrong

• Based on hiring manager feedback to the HR specialist, a significantly out-of-date PD can result in major revisions that require a job analysis and/or reclassification of the position. This can delay the hiring process by weeks, or even months. If the grade level or other key aspects of the position need to be changed, the position requisition (SF-52 form) needs to be revised, adding even more time. 
• Overzealous staffing specialists or classifiers may perceive major job changes where they do not exist in practice, causing delays for additional reviews and revisions.
• Too much specificity in job task descriptions will require additional job analyses, causing further delays. Whereas not enough specificity provides insufficient guidance for developing the assessment strategy, JOA, and other management actions dependent on the PD (e.g., performance management, development plans, or disciplinary action).

What Can Go Right

• With permission from their Chief Human Capital Office (CHCO) office, a hiring manager can use a current PD from elsewhere in the agency that accurately describes the job. A number of agencies have created PD libraries that bring together common PDs from across the organization. One HR Leader we interviewed described having a library of available positions that hiring managers are encouraged to look through when creating a new position. Hiring managers can even include specialized skills in an existing PD to augment the fundamental job duties, avoiding reclassification.
• Hiring managers can offer flexibility in location, where possible. Based on our interviews, agencies are seeing greater success attracting strong applicants with flexible locations, remote work, or telework options.
• The HR staffing specialist can search for and find a shared certificate of eligibles (i.e., a list of eligible candidates) for their PD already available through their own agency HR talent systems or through the USAJOBS Agency Talent Portals. As long as the job and grade match, the hiring manager can bypass much of the hiring process and move quickly to identifying applicants. 
• Many agencies require managers to review and if needed, revise position description every year during the performance management process. This can make sure the PD is ready to go for the hiring process. In our interviews, we heard that this is required, but may not be regularly completed.

Classify/Reclassify the Position

Position classification is a structured process in every Cabinet agency in which an expert assesses the requirements of the job by evaluating factors such as knowledge, skills, abilities, complexity, and supervisory controls/responsibilities. The process is initiated when a PD is deemed inaccurate due to changes in the role. The HR staffing specialist will ask a classification expert to assess the role. This is done by reviewing the PD, existing job analyses, past classifications, and classification audits. They will also gather and review data from the hiring manager and others working in similar roles. Based on their assessment, the classifier can recommend changes to the grade level and/or the occupational series. These changes could be simple revisions or a more extensive reclassification. This process can take days or weeks to complete and can delay the hiring process significantly.

What Can Go Wrong

• HR staff and classifiers sometimes do not explain the need for classification and its benefits. This makes the process opaque and leaves the hiring manager wondering how long it will take to complete.

• HR staffing specialists and classifiers vary widely in how they apply the classification standards. Some seek greater specificity, and therefore insist on a full classification review when it may not be needed.
• Agency HR functions frequently lack workforce capacity for classification and job analyses. As a result, they have to prioritize requests, which can cause further delays.

What Can Go Right

• Collaboration and transparency between hiring managers, staffing specialists, and classifiers can lead to rapid approval of a PD and classification review. If there cannot be a quick approval, this close engagement leads to clearer expectations and realistic timelines.
• If the same position, at the same grade level, has recently completed a classification audit in a different part of the agency, the hiring team can use it. This can also be done across agencies with CHCO approval.
• Hiring managers who invest time to understand the position well and articulate the roles, duties, relationships, and complexity to the classifier can improve the outcomes and make the process more efficient. 
• Agencies that lack classification resources frequently engage with outside contractors or retired annuitants to provide more capacity for the classification and job analysis work. 

Develop Assessment Strategy

A critical, but sometimes overlooked step in hiring is developing the assessment strategy for the position. This determines how the HR staff and hiring manager will evaluate applicants and identify candidates for the certificate list, or the list of eligible applicants. The strategy needs to assess candidates based on the defined job duties and position criteria, and it plays a major role in determining the quality of candidates.The assessment strategy consists of three parts:

1. How job applications and resumes are reviewed
2. How the applicants demonstrate the required skills and abilities
3. How the hiring manager makes the final selection

Recently, agencies have moved toward evaluating applicants by assessing their skills, spurred on by the Executive Order and guidance on skills-based assessments and now reinforced by the Chance to Compete Act. This shift aims to move away from relying on education and/or self-assessments. Skills-based assessments can include online tests, skills-based simulation exercises, simulated job tryouts, as well as the Subject Matter Expert Qualifications Assessment (SME-QA) process developed by OPM and USDS/OMB. This improves the quality of assessments and aims to ensure the candidates on the certificate list are qualified for the job.

What Can Go Wrong

• If a hiring manager and HR staffing specialist bypass this step, this frequently results in a certificate list with unqualified candidates. Without a strategy, many default to using a resume review and self-assessments. Unfortunately, our research indicated that many agencies are still using self-assessments.
• Most of the time, resume screening is left solely to the HR staff. Lack of alignment between HR specialists and hiring managers on essential qualifications results in an inaccurate screening, leading unqualified candidates to make the cut. Too often, HR staff will only screen applications for the exact phrases that appear in the job announcement. Applicants know this and revise their documents accordingly.
• When a skills-based assessment does not exist for the position and specific grade level, it needs to be created. This takes time and expert resources, thus delaying the hiring process.
• Inaccurate resume screenings and self-assessments frequently lead to a high number of unqualified Veterans making the top of the certificate list due to Veterans preference. Unfortunately, this leads to a negative perception of Veterans preference. 

What Can Go Right

• Working with HR staffing specialists to find existing assessments can save time and improve candidate selection quality. In addition, USA Hire, Monster, and other HR talent acquisition platforms are offering compendiums of assessment strategies and tools that can be accessed, usually for free. 
• Deep engagement between hiring managers, staffing specialists, and assessment professionals in developing an assessment strategy and selecting tools pays off. This can lead to enhanced resume and application screening, stronger alignment between candidate and position needs, and higher quality certificate lists of eligible candidates.
• Engagement with staffing specialists and assessment experts can also help the hiring manager understand and make tradeoff decisions related to the speed and ease of administration. For example, an online test may be easier to utilize, while embedding Subject Matter Experts into the selection process may increase the efficacy.

Create and Post Job Opportunity Announcement

Though creating and posting the JOA is relatively straightforward, lack of attention to this step can reduce the number of attractive candidates. The HR staffing specialist usually creates the JOA in consultation with the hiring manager to ensure that it not only accurately reflects the job duties, but also sells the job to potential applicants. The JOA is an opportunity to showcase the importance of the role and its contribution to the agency’s mission. 

The JOA outlines applicant eligibility, job duties, job requirements (e.g., conditions of employment, qualifications, etc.), education (if needed), assessment strategy, and application requirements. It also lists the occupation, grade level, location, and other details. See USAJOBS for examples.

What Can Go Wrong

• Some hiring managers and staffing specialists are under the misapprehension that the JOA needs to contain the exact language from the PD in both the title and description. This can include jargon and terms that are unfamiliar to those not within the organization. 
• Unintentionally, a hiring manager may lock the job location in a specific city or metropolitan area when the job could be remote or in multiple locations. To correct this, the JOA will need to be taken down and re-posted if no suitable applicants can be found.

What Can Go Right

• JOAs need to be tailored to the target applicants, and working with those currently in the job or in a related-discipline can help in crafting an attractive JOA.
• Using plain language in the job title and description instead of jargon will attract more candidates. OPM has published plain language guidance to help hiring managers and staffing specialists do this effectively.
• Earlier in the hiring process, successful hiring managers and staffing specialists define recruiting and sourcing strategies to attract candidates. This can include posting the job on alternative sites (e.g., agency websites, LinkedIn, Handshake, Indeed, etc.) in addition to USAJOBS to reach a broader audience. One agency’s HR team described leveraging multiple platforms for outreach and was able to successfully recruit many qualified candidates for their open roles. Strategies can also include asking hiring managers, peers, agency leaders, and recruiters to message highly qualified candidates to expand the applicant pool and bring in more qualified applicants. 

Conclusion

Throughout this phase of work, there are many actions hiring managers and staffing specialists can take to streamline the process and improve the quality of eligible candidates. Most importantly, hiring managers and staffing specialists can collaborate within and across agencies to expedite and simplify the process. Using an existing PD from another part of the agency, finding an assessment tool for the job and grade level, pooling resources on a common job announcement with a peer, and using shared certificates to move straight to a job offer are all ways you can find a well-qualified hire faster. More tips and techniques to improve hiring can be found in OPM’s Workforce of the Future Playbook.

Changes that can be made to improve efficiency and promote collaboration. These center on moving to standardized PDs, where appropriate, leveraging shared certifications with those standardized PDs, and investing in skills-based assessments, which are now required by law in the Chance to Compete Act. 

Making these actions common practice is one of the key challenges to improving hiring. The Executive Order on skills-based hiring states “in light of today’s booming labor market, the Federal government must position itself to compete with other sectors for top talent.” It is critical we take advantage of these collaboration tools that can improve the hiring experience for all those involved.

Government, like all institutions, runs on people. We need more people with the right skills and expertise for the many critical roles that public agencies are hiring for today. Yet hiring talent in the federal government is a longstanding challenge. The next Administration should unpack hiring strategy from headquarters and launch a series of large scale, cross-agency recruitment and hiring surges throughout the country, reflecting the reality that 85% of federal employees are outside the Beltway. With a collaborative, cross-agency lens and a commitment to engaging jobseekers where they live, the government can enhance its ability to attract talent while underscoring to Americans that the federal government is not a distant authority but rather a stakeholder in their communities that offers credible opportunities to serve. 

Challenge and Opportunity

The Federal Government’s hiring needs—already severe across many mission-critical occupations—are likely to remain acute as federal retirements continue, the labor market remains tight, and mission needs continue to grow. Unfortunately, federal hiring is misaligned with how most people approach job seeking. Most Americans search for employment in a geographically bounded way, a trend which has accelerated following the labor market disruptions of the COVID-19 pandemic. In contrast, federal agencies tend to engage with jobseekers in a manner siloed to a single agency and across a wide variety of professions. 

The result is that the federal government tends to hire agency by agency while casting a wide geographic net, which limits its ability to build deep and direct relationships with talent providers, while also duplicating searches for similar roles across agencies. Instead, the next Administration should align with jobseekers’ expectations by recruiting across agencies within each geography. 

By embracing a new approach, the government can begin to develop a more coordinated cross-agency employer profile within regions with significant federal presence, while still leveraging its scale by aggregating hiring needs across agencies. This approach would build upon the important hiring reforms advanced under the Biden-Harris Administration, including cross-agency pooled hiring, renewed attention to hiring experience for jobseekers, and new investments to unlock the federal government’s regional presence through elevation of the Federal Executive Board (FEB) program. FEBs are cross-agency councils of senior appointees and civil servants in regions of significant federal presence across the country. They are empowered to identify areas for cross-agency cooperation and are singularly positioned to collaborate to pool talent needs and represent the federal government in communities across the country.

Plan of Action

The next Administration should embrace a cross-agency, regionally-focused recruitment strategy and bring federal career opportunities closer to Americans through a series of 2-3 large scale, cross-agency recruitment and hiring pilots in geographies outside of Washington, DC. To be effective, this effort will need both sponsorship from senior leaders at the center of government, as well as ownership from frontline leaders who can build relationships on the ground. 

Recommendation 1. Provide Strategic Direction from the Center of Government 

The Office of Personnel Management (OPM) and the Office of Management and Budget (OMB) should launch a small team, composed of leaders in recruitment, personnel policy and workforce data, to identify promising localities for coordinated regional hiring surges. They should leverage centralized workforce data or data from Human Capital Operating Plan workforce plans to identify prospective hiring needs by government-wide and agency-specific mission-critical occupations (MCOs) by FEB region, while ensuring that agency and sub-agency workforce plans consistently specify where hiring will occur in the future. They might also consider seasonal or cyclical cross-agency hiring needs for inclusion in the pilot to facilitate year-to-year experimentation and analysis. With this information, they should engage the FEB Center of Operations and jointly select 2-3 FEB regions outside of the capital where there are significant overlapping needs in MCOs. 

As this pilot moves forward, it is imperative that OMB and OPM empower on-the-ground federal leaders to drive surge hiring and equip them with flexible hiring authorities where needed. 

Recommendation 2. Empower Frontline Leadership from the FEBs

FEB field staff are well positioned to play a coordinating role to help drive surges, starting by convening agency leadership in their regions to validate hiring needs and make amendments as necessary. Together, they should set a reasonable, measurable goal for surge hiring in the coming year that reflects both total need and headline MCOs (e.g., “in the next 12 months, federal agencies in greater Columbus will hire 750 new employees, including 75 HR Specialists, 45 Data Scientists, and 110 Engineers”). 

To begin to develop a regional talent strategy, the FEB should form a small task force drawn from standout hiring managers and HR professionals, and then begin to develop a stakeholder map of key educational institutions and civic partners with access to talent pools in the region, sharing existing relationships and building new ones. The FEB should bring these external partners together to socialize shared needs and listen to their impressions of federal career opportunities in the region.

With these insights, the project team should announce publicly the number and types of roles needed and prepare sharp public-facing collateral that foregrounds headline MCOs and raises the profile of local federal agencies. In support, OPM should launch regional USAJOBS skins (e.g., “Columbus.USAJOBS.gov”) to make it easy to explore available positions. The team should make sustained, targeted outreach at local educational institutions aligned with hiring needs, so all federal agencies are on graduates’ and administrators’ radar. 

These activities should build toward one or more signature large, in-person, cross-agency recruitment and hiring fairs, perhaps headlined by a high profile Administration leader. Candidates should be able to come to an event, learn what it means to hold a job in their discipline in federal service, and apply live for roles at multiple agencies, all while exploring what else the federal government has to offer and building tangible relationships with federal recruiters. Ahead of the event, the project team should work with agencies to align their hiring cycles so the maximum number of jobs are open at the time of the event, potentially launching a pooled hiring action to coincide. The project team should capture all interested jobseekers from the event to seed the new Talent Campaigns function in USAStaffing that enables agencies to bucket tranches of qualified jobseekers for future sourcing. 

Recommendation 3. Replicate and Celebrate

Following each regional surge, the center of government and frontline teams should collaborate to distill key learnings and conclude the sprint engagement by developing a playbook for regional recruitment surges. Especially successful surges will also present an opportunity to spotlight excellence in recruitment and hiring, which is rarely celebrated. 

The center of government team should also identify geographies with effective relationships between agencies and talent providers for key roles and leverage the growing use of remote work and location negotiable positions to site certain roles in “friendly” labor markets. 

Conclusion

Regional, cross-agency hiring surges are an opportunity for federal agencies to fill high-need roles across the country in a manner that is proactive and collaborative, rather than responsive and competitive. They would aim to facilitate a new level of information sharing between the frontline and the center of government, and inform agency strategic planning efforts, allowing headquarters to better understand the realities of recruitment and hiring on the ground. They would enable OPM and OMB to reach, engage, and empower frontline HR specialists and hiring managers who are sufficiently numerous and fragmented that they are difficult to reach in the present course of business. 

Finally, engaging regionally will emphasize that most of the federal workforce resides outside of Washington, D.C., and build understanding and respect for the work of federal public servants in communities across the nation.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

Across the United States, thousands of communities, particularly rural ones, don’t have the capacity to identify, apply for, and manage federal grants. And more than half of Americans don’t feel that the federal government adequately takes their interests into account. These factors make it difficult to build climate resilience in our most vulnerable populations. AmeriCorps can tackle this challenge by providing the human power needed to help communities overcome significant structural obstacles in accessing federal resources. Specifically, federal agencies that are part of the Thriving Communities Network can partner with the philanthropic sector to place AmeriCorps members in Community Disaster Resilience Zones (CDRZs) as part of a new Resilient Communities Corps. Through this initiative, AmeriCorps would provide technical assistance to vulnerable communities in accessing deeply needed resources. 

There is precedent for this type of effort. AmeriCorps programming, like AmeriCorps VISTA, has a long history of aiding communities and organizations by directly helping secure grant monies and by empowering communities and organizations to self-support in the future. The AmeriCorps Energy Communities is a public-private partnership that targets service investment to support low-capacity and highly vulnerable communities in capitalizing on emerging energy opportunities. And the Environmental Justice Climate Corps, a partnership between the Environmental Protection Agency (EPA) and AmeriCorps, will place AmeriCorps VISTA members in historically marginalized communities to work on environmental justice projects. 

A new initiative targeting service investment to build resilience in low-capacity communities, particularly rural communities, would help build capacity at the local level, train a new generation of service-oriented individuals in grant writing and resilience work, and ensure that federal funding gets to the communities that need it most.

Challenge and Opportunity  

A significant barrier to getting federal funding to those who need it the most is the capacity of those communities to search and apply for grants. Many such communities lack both sufficient staff bandwidth to apply and search for grants and the internal expertise to put forward a successful application. Indeed, the Midwest and Interior West have seen under 20% of their communities receive competitive federal grants since the year 2000. Low-capacity rural communities account for only 3% of grants from the Federal Emergency Management Agency (FEMA)’s flagship program for building community resilience. Even communities that receive grants often lack the capacity for strong grant management, which can mean losing monies that go unspent within the grant period.

This is problematic because low-capacity communities are particularly vulnerable to natural disasters from flooding to wildfires. Out of the nearly 8,000 most at-risk communities with limited capacity to advocate for resources, 46% are at risk for flooding, 36% are at risk for wildfires, and 19% are at risk for both.

Ensuring communities can access federal grants to help them become more climate resilient is crucial to achieving an equitable and efficient distribution of federal monies, and to building a stronger nation from the ground up. These objectives are especially salient given that there is still a lot of federal money available through the Inflation Reduction Act (IRA) and the Infrastructure Investment and Jobs Act (IIJA) that low-capacity communities can tap into for climate resilience work. As of April 2024, only $60 billion out of the $145 billion in the IRA for energy and climate programs had been spent. For the IIJA, only half of the nearly $650 billion in direct formula funding had been spent. 

The Biden-Harris Administration has tried to address the mismatch between federal resilience funding and community capacity in a variety of ways. The Administration has deployed resources for low-capacity communities, agencies tasked with allocating funds from the IRA and IIJA have held information sessions, and the IRA and IIJA contain over a hundred technical assistance programs. Yet there still is not enough support in the form of human capacity at the local level to access grants and other resources and assistance provided by federal agencies. AmeriCorps members can support communities in making informed decisions, applying for federal support, and managing federal financial assistance. Indeed, state programs like the Maine Climate Corps, include aiding communities with both resilience planning and emergency management assistance as part of their focus. Evening the playing field by expanding deployment of human capital will yield a more equitable distribution of federal monies to the communities that need it the most. 

AmeriCorps’ Energy Communities initiative serves as a model for a public-private partnership to support low-capacity communities in meeting their climate resilience goals. Over a three-year period, the program will invest over $7.8 million from federal agencies and philanthropic dollars to help communities designated by the Interagency Working Group on Coal & Power Plant Communities & Economic Revitalization on issues revolving around energy opportunity, environmental cleanup, and economic development to help communities capitalize on emerging energy opportunities. 

There is an opportunity to replicate this model towards resilience. Specifically, the next Administration can leverage the Federal Emergency Management Agency (FEMA’s) Community Disaster Resilience Zone (CDRZ) designations to target AmeriCorps support to the communities that need it most. Doing so will not only build community resilience, but will help restore trust in the federal government and its programs (see FAQ).

Plan of Action

The next administration can support vulnerable communities in building climate resilience by launching a new Resilient Communities Corps through AmeriCorps. The initiative can be launched through a three-part Plan of Action: (1) find a philanthropic partner to fund AmeriCorps placements in CDRZs, (2) engage federal agencies that are part of the Thriving Communities Network to provide resilience training and support to Corps members, and (3) use the CDRZ designations to help guide where AmeriCorps members should be placed.  

Recommendation 1. Secure philanthropic funding 

American service programs have a history of utilizing philanthropic monies to fund programming. The AmeriCorps Energy Communities is funded with philanthropic monies from Bloomberg Philanthropies. California Volunteers Fund (CVF), the Waverly Street Foundation, and individual philanthropists helped fund the state Climate Corps. CVF has also provided assistance and insights for state Climate Corps officials as they develop their programs. 

A new Resilient Communities Corps under the AmeriCorps umbrella could be funded through one or several major philanthropic donors, and/or through grassroots donations. Widespread public support for AmeriCorps’ ACC that transcends generational and party lines presents the opportunity for new grassroots donations to supplement federal monies allocated to the program along with tapping the existing network of foundations, individuals, companies, and organizations that have provided past donations. The Partnership for the Civilian Climate Corps (PCCC), which has had a history of collaborating with the ACC’s federal partners, would be well suited to help spearhead this grassroots effort. 

America’s Service Commissions (ASC), which represents state service commissions, can also help coordinate with state service commissions to find local philanthropic monies to fund AmeriCorps work in CDRZs. There is precedent for this type of fundraising. Maine’s state service commission was able to secure private monies for one Maine Service Fellow. The fellow has since worked with low-capacity communities in Maine on climate resilience. ASC can also work with state service commissions to identify current state, private, and federally funded service programming that could be tapped to work in CDRZs or are currently working in CDRZs. This will help tie in existing local service infrastructure.  

Recommendation 2. Engage federal agencies participating in the Thriving Communities Network and the American Climate Corps (ACC) interagency working group. 

Philanthropic funding will be helpful but not sufficient in launching the Resilient Communities Corps. The next administration should also engage federal agencies to provide AmeriCorps members participating in the initiative with training on climate resilience, orientations and points of contact for major federal resilience programs, and, where available, additional financial support for the program. The ACC’s interagency working group has centered AmeriCorps as a multiagency initiative that has directed resources and provides collaboration in implementing AmeriCorps programming. The Resilient Communities Corps will be able to tap into this cross-agency collaboration in ways that align with the resilience work already being done by partnership members. 

There are currently four ACC programs that are funded through cooperation with other federal agencies. These are the Working Lands Climate Corps with the U.S. Department of Agriculture (USDA)’s Natural Resources and Conservation Service, AmeriCorps NCCC Forest Corps with the USDA Forest Service, Energy Communities AmeriCorps with the Department of Interior and the Department of Commerce, and the Environmental Justice Corps, which was announced in September 2024 and will launch in 2025, with the EPA. The Resilient Communities Corps could be established as a formal partnership with one or more federal agencies as funding partners.

In addition, the Resilient Communities Corps can and should leverage existing work that federal agencies are doing to build community capacity and enhance community climate resilience. For instance, USDA’s Rural Partners Network helps rural communities access federal funding while the EPA’s Environmental Justice Thriving Communities Technical Assistance Centers Program provides training and assistance for communities to build the capacity to navigate, develop proposals, and manage federal grants. The Thriving Communities Network provides a forum for federal agencies to provide technical assistance to communities trying to access federal monies. Corps members, through the network, can help federal agencies provide communities they are working with building capacity to access this technical assistance. 

Recommendation 3. Use CDRZ designations and engage with state service commissions to guide Resilient Communities Corps placements

FEMA, through its National Risk Index, has identified communities across the country that are most vulnerable to the climate crisis and need targeted federal support for climate resilience projects. CDRZs provide an opportunity for AmeriCorps to identify low-capacity communities that need their assistance in accessing this federal support. With assistance from partner agencies and philanthropic dollars, the AmeriCorps can fund Corps members to work in these designated zones to help drive resources into them. As part of this effort, the ACC interagency working group should be broadened to include the Department of Homeland Security (which already sponsors FEMA Corps).

In 2024, the Biden-Harris Administration announced Federal-State partnerships between state service commissions and the ACC. This partnership with state service commissions will help AmeriCorps and partner agencies identify what is currently being done in CDRZs, what is needed from communities, and any existing service programming that could be built up with federal and philanthropic monies. State service commissions understand the communities they work with and what existing programming is currently in place. This knowledge and coordination will prove invaluable for the Resilient Communities Corps and AmeriCorps more broadly as they determine where to allocate members and what existing service programming could receive Resilient Communities Corps designation. This will be helpful in deciding where to focus initial/pilot Resilient Communities Corps placements.

Conclusion

A Resilient Communities Corps presents an incredible opportunity for the next administration to support low-capacity communities in accessing competitive grants in CDRZ-designated areas. It will improve the federal government’s impact and efficiency of dispersing grant monies by making grants more accessible and ensure that our most vulnerable communities are better prepared and more resilient in the face of the climate crisis, introduce a new generation of young people to grant writing and public service, and help restore trust in federal government programs from communities that often feel overlooked.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

Have you ever asked a civil servant in the federal government what it was like to hire new staff? It’s quite common to hear how challenging it is to navigate the hiring process and how long it takes to get someone through the door. At FAS, we know it’s hard. We’ve seen how it works, and we’ve heard stories from civil servants in government.

Following the wave of legislation aimed at addressing infrastructure, environment, and economic vulnerabilities (i.e., the Bipartisan Infrastructure Law (BIL), the Inflation Reduction Act (IRA), and the CHIPS and Science Act (CHIPS)), we knew that the federal government’s hiring needs were going to soar. As we previously stated, permitting is a common bottleneck that would hinder the implementation of BIL, IRA, and CHIPS. The increase in work following this legislation came in conjunction with a push for faster permits, which in turn significantly increased agency workload. Many agencies did not have the capacity to clear the existing backlogs of permitting projects they already had in their pipeline, which would not even begin to address the new demand that would result from these laws. As such, talent capacity, or having staff with the knowledge and skills needed to meet the work demands, presented a major bottleneck. 

We also knew that surge hiring is not a strength of the government, and there are a number of reasons for that; some we highlighted in our recent blog post. It’s a difficult task to coordinate, manage, and support the hiring process for a variety of roles across many agencies. And agencies that are responsible for permitting activities, like environmental reviews and authorizations, do not have standardized roles and team structures to make it easier to hire. Furthermore, permitting responsibility and roles are disaggregated within and across agencies – some roles are permanent, others are temporary. Sometimes responsibility for permitting is core to the job. In other cases, the responsibility is part of other program or regional/state needs. This makes it hard to take concerted and sustained action across government to improve hiring. 

While this sounds like a challenge, FAS saw an opportunity to apply our talent expertise to permitting hiring with the aim of reducing the time to hire and improving the hiring experience for both hiring managers and HR specialists. Our ultimate goal was to enable the implementation of this new legislation. We also knew that focusing on hiring for permitting would offer a lens to better understand and solve for systemic talent challenges across government. 

As part of this work, we had the opportunity to connect and collaborate with the Permitting Council, which serves as a central body to improve the transparency, predictability, and accountability of the federal environmental review and authorization process, to gain a broad understanding of the hiring difficulties experienced across permitting agencies. This helped us identify some of the biggest challenges preventing progress, which enabled us to co-host two webinars for hiring managers, HR specialists, HR leaders, and program leaders within permitting agencies, focused on showcasing tactical solutions that could be applied today to improve hiring processes.

Our team wanted to complement this understanding of the core challenges with voices from agencies – hiring managers, HR specialists, HR teams, and leaders – who have all been involved in the process. We hoped to validate the challenges we heard and identify new issues, as well as capture best practices and talent capacity strategies that had been successfully employed. The intention of this blog is to capture the lessons from our discussions that could support civil servants in building talent capacity for permitting-related activities and beyond, as many solutions identified are broadly applicable across the federal government.

Approach

Our team at FAS reached out to over 55 civil servants who work across six agencies and 17 different offices identified through our hiring webinars to see if they’d be willing to share about their experiences trying to hire for permitting-related roles in the implementation of IRA, BIL, and CHIPS. Through this outreach, we facilitated 14 interviews and connected with 18 civil servants from six different organizations within the Environmental Protection Agency, Department of Defense, Department of Interior, U.S. Department of Agriculture, and the Department of Commerce. The roles of the participants varied; it included Hiring Managers, HR Specialists, HR Leaders, Chief Environmental Review and Permitting Officers, and Chief Human Capital Officers.

In our conversations, we focused on identifying their hiring needs to support permitting-related activities within their respective organization, the challenges they experience in trying to hire for those new positions, what practices were successful in their hiring efforts, and any recommendations they had for other agencies. We synthesized the data we gathered through these discussions and identified common challenges in hiring, successful hiring practices, talent capacity strategies, and additional tips for civil servants to consider.

Challenges to Hiring

We identified many challenges hindering agencies from quickly bringing on new staff to fill their open roles. From the start, many teams responsible for permitting were already very understaffed. One interviewee explained that they had serious backlogs requiring complex analysis, but were only able to triage and take on what was feasible. Another shared that they initially were only processing 60% of their workload annually. A third interviewee explained that some of their staff had previously been working on 4-5 Environment Impact Statements (EIS) at one time, which is very high and not common for the field. Their team had a longstanding complaint about high workload that led to a high attrition rate, which only increased the need for more hires. In addition to the permitting teams being under resourced, many HR counterpart teams were also understaffed. This created an environment where teams needed to hire a significant number of new staff, but did not necessarily have the HR support necessary to execute. 

The budget was the next issue many agencies faced. The budget constraints resulting from the time-bound funding of IRA and BIL raised a number of important questions for the agencies. BIL funds expire at the end of FY2026 and IRA funds expire anywhere between 2-10 years from the legislation passing in 2022. For example, the funds allocated to the Permitting Council in the IRA expire at the end of FY2031, and some of these funds have been given to agencies to bolster workforce capacity for supporting timely permitting reviews. Ultimately, agencies needed to decide if they wanted to hire temporary or full time employees. This decision cannot be made without additional information and analysis of retirement rates, attrition rates, and other funding sources. 

In addition to managing the budgetary constraints, agencies needed to determine how they would allocate the funds provided to their bureaus and programs. This required negotiations, justifications, and many discussions. The ability of Program Leaders to negotiate and justify their allocation is dependent upon their ability to accurately conduct workforce planning, which was a challenge identified through interviews. Specifically, some managers were challenged to accurately plan in an environment that is demand-driven and continuously evolving. Additionally, managing staff who have a variety of responsibilities and may only work on permitting projects for a portion of their time only increases the complexity of the planning process. 

A number of challenges we heard were common pain points in the federal government’s hiring process, as noted in Many Chutes and Few Ladders in the Federal Hiring Process. These include:

• Assessments: Inadequate assessments have led to issues with the certificate lists of eligible candidates provided from the HR Specialist to the hiring manager. Some hiring managers have received lists with too many candidates to choose from, while others have been disappointed to not see qualified candidates on the list. This is largely a result of assessments that do not effectively screen qualified applicants. Self-assessments are an example of this, where applicants score their own abilities in response to a series of multiple choice questions. From our conversations, self-assessments are still a commonly used practice, and skills-based assessments have not been widely adopted.
• Job Descriptions: Both creating new and updating job descriptions has caused delays in the hiring process. Some agencies have started moving towards standardized job descriptions with the goal of making the process more efficient, but this has not been an easy task and has required a lot of time for collaboration across a variety of stakeholders.
• Background Checks: Delays in background checks have slowed the process. These delays often result from mistakes in or incomplete Electronic Questionnaires for Investigations Processing (e-QIP) forms, delays in scheduling fingerprint appointments, a lack of infrastructure for sharing and tracking information between key stakeholders (e.g., selected applicant, suitability manager, hiring manager), and delayed responses to notifications in the process.
• Candidate Declinations: Candidates declining a job offer have set a number of agencies back, especially those lacking deep applicant pools. The reasons provided have varied. Some applicants believed that the temporary positions were negotiable or did not realize they had applied to a term position, and they were no longer interested. In some cases, agency hiring managers did not know they had hiring flexibilities or incentives to offer that may have bridged the gap for the candidate. Others were unable to accept the offer for the specific location, citing the increased cost of living and housing prices as a barrier.

Lastly, recruiting was noted as a challenge by a number of participants. Recruiting for a qualified applicant pool has been difficult, especially for those looking to hire very specialized roles. One participant explained their need for someone with experience working in a specific region of the country and the limitations that came with not being able to offer a relocation bonus. Another participant described the difficulty in finding qualified candidates at the right grade level because the pay scale was very limiting for the expertise required. These challenges are exacerbated in agencies that lack recruiting infrastructure and dedicated resources to support recruitment.

These challenges manifested as bottlenecks in the hiring process and present opportunities for improvement. Apart from the new, uncertain funding, these challenges are not novel. Rather, these are issues agencies have been facing for many years. The new legislation has drawn broader attention back to these problems and presents an opportunity for action. 

Successful Hiring Practices

Despite these bottlenecks, participants shared a number of practices they employed to improve the hiring process and successfully bring new staff onboard. We wanted to share seven (7) practices that could be adopted by civil servants today.

Establish Hiring Priority and Gain Leadership Support

One agency leveraged the Biden-Harris Permitting Action Plan to establish and elevate their hiring needs. Following the guidance shared by OMB, CEQ, and the Permitting Council, this agency set out to develop an action plan that would function as a strategic document over the next few years. They employed a collaborative approach to develop their plan. The Chief Environmental Review and Permitting Officer (CERPO) and Deputy CERPO, the roles responsible for overseeing environmental review and permitting projects within their agencies and under their jurisdiction, brought together a team of NEPA Specialists and other staff engaged in environmental reviews and permitting across their organizations with equities. This group collectively brainstormed what they could do to strengthen and streamline permitting and environmental reviews at their agency. From this list, they prioritized five key focus areas for the first phase of their plan. This included hiring as the highest priority because it had been identified as a critical issue. Given their positioning within the organization and the Administration’s mandate, they were able to gain the support of the Secretary, and as a result, escalate their hiring needs to fill over 30 open positions over the course of FY24.

Collaborate and Share Across the Organization

Sharing and collaborating across the agency helped many expedite the hiring process. Here are examples that highlight the importance of this for success.
(1) One agency described how they share position descriptions across the enterprise. They have a system that allows any hiring manager to search for a similar position that they could use themselves or refine for their specific role. This reduces the time spent by hiring managers recreating positions.

(2) Another agency explained how they created an open tracking tool of positions they were interested in hiring across the organization. This tool allowed hiring managers across the agency to share the positions they wanted to hire. The initial list included 300 potential positions; it allowed them to prioritize and identify opportunities for collaboration. By leveraging shared certificates, they were able to reduce duplication. This tool evolved into an open repository of positions the organization was looking to recruit and a timeline for when they would be recruiting for those roles. Once announcements were closed, they would share the certificate lists widely to hiring managers.

(3) In another example, the participant explained how they facilitated ongoing collaboration between the CERPO, CHCO, HQ, and both HR and Program Leads from each relevant bureau to drive forward the hiring process. They initially worked with the Program Leads from the key bureaus impacted to identify their hiring needs and discuss the challenges they were facing. Then they reached out to the CHCO to engage them and share their priority hiring needs and worked to bring in each bureau’s respective HR teams to provide technical assistance. With everyone engaged, they set up a regular check-in to discuss progress, and the group collaborated to develop and classify position descriptions for the open positions. Later once candidates had been selected, they collaborated with operations to prioritize their hires in suitability. This ultimately saved time and streamlined the process.

Improve Hiring Processes

Participants described improving hiring processes within their organization through a variety of approaches. One method that we heard numerous times is standardizing job descriptions across the enterprise to reduce duplicative job revision and classification efforts and support the use of shared certifications. One agency approached this by facilitating focus groups with key stakeholders to define the non-negotiable and “nice to have” duties for the role. These sessions included classifiers, domain specialists, leadership, and data analysts. They found that when the group started discussing the knowledge and skills that really mattered, they were able to understand why combining efforts would help them achieve their goals more quickly. They realized that some of the minute details (e.g., expertise in Atlantic Salmon) did not need to be in the position description and rather could be deduced through the interview process. While this took a great deal of buy in and leadership support, they were successful in standardizing some position descriptions.

Other methods for improving hiring processes included standardizing the process for establishing pay to reduce competition across the agency, setting a 30-day time limit for making selections, setting applicant limits for closing job announcements, and using data to drive improvements. In one interview with an agency’s HR team, we learned about their role in collecting and analyzing data in each step of the hiring process (e.g., overall hiring time, time at each step, etc.). They use this information to monitor progress, track performance, understand which incentives are being employed, and identify opportunities for improvement in the overall process. This data helps inform their decisions and allows them to identify where they need to provide more support.

Leverage Position and Recruiting Incentives

Multiple participants described using incentives to make a position more attractive to a candidate and encourage the acceptance of a job offer. Multiple agencies offered remote and hybrid positions where possible, which they cited as generating more interest in the role. One HR team shared how they employ a series of OPM approved recruiting incentives to make positions more compelling. These included starting bonuses, student loan repayment, credit for industry work, advanced leave, higher step options, relocation bonuses, and additional leave time. They find these incentives to be particularly helpful when the location requires a far move (e.g., Alaska, Hawaii) or is difficult to hire into for whatever reason. 

Leverage Hiring Flexibilities

Multiple agencies cited using different hiring flexibilities to hire for their open positions and remove some of the barriers embedded in the competitive service hiring process. The flexibilities included, Direct Hire Authority, Schedule A, Pathways Programs, retired annuitants, internship conversions, internal detailees, Presidential Innovation Fellows via GSA, Digital Service Fellows Program, as well as contract staff to support IT development. Many agencies also hired for term or temporary positions that ranged from three to 10 years, depending on the additional funding sources that could be found. Employing these authorities helped to streamline the hiring process.

Seek HR Recruiting Support

One agency described how their HR office supported and collaborated with hiring managers throughout the hiring process, especially in bolstering their recruitment efforts. One HR team helped lead recruitment outreach, sharing their open positions on a variety of media in coordination with their communications team (i.e., their website, facebook, instagram). They also developed standard language for hiring managers to share with their networks that highlighted information about the role and mistakes to avoid when applying. This helped relieve the pressure on the hiring manager to lead the recruiting effort.

Invest in Dedicated HR Staff to Manage and Support Permitting Hiring

Multiple agencies shared how they hired a dedicated resource to oversee the hiring process for their organization. One agency hired a retired annuitant (i.e., someone who retired from working in the federal government and is rehired) to help manage the organization’s hiring process after they realized that they were making minimal progress against their hiring needs. This individual returned to the government workforce and brought a deep understanding of government hiring. They collaborated with the HR Specialists and hiring managers to develop position descriptions, organize procurement packages, schedule interviews, and support the applicant selection process. They said, “we would not have been able to do any of the 40 hires without this person.”

Another agency described how they detailed someone to manage BIL and IRA hiring requests across their organization. This person was situated outside of HR, and they were responsible for tracking the end-to-end hiring and recruitment efforts. They maintained a repository of the positions each office needed to recruit and generated weekly reports on BIL and IRA hiring efforts that highlighted how many positions are open, how many are closed, and where certificate lists are available. This allowed the broader team to identify how they could drive progress.

While there were a number of challenges, many participants described successfully hiring 15-30+ new employees over the last year alone. One agency in particular described hiring over 2,000 people in 2024 for the IRA, which was an all time high for their organization. These seven practices have enabled agencies to be successful in filling new positions to support permitting-related activities, and they can be applied to other hiring needs as well. Any future talent surge in the federal government could benefit from adopting these hiring practices.

Solutions to Build Talent Capacity

While the majority of the interviews focused on hiring due to concerns of understaffed teams and the new funding availability, there are many other ways to build talent capacity in government. Some of the participants we interviewed shared other strategies they employed to address high workload demands, which present opportunities for other agencies to consider, especially as we move into the new administration. Here are six (6) strategies for building workforce capacity.

Establish Strike Teams

During our conversations, two different agencies described creating a strike team, or making an investment in additional, flexible staff, to provide supplemental capacity where there is insufficient staff for the current demand. One organization accomplished this by hiring project managers with NEPA expertise into their CERPO Office. These Project Managers could then be detailed out to specific bureaus to fill capacity gaps and provide management for high priority, multi-agency projects. This helped fill immediate capacity gaps, as teams were continuing to hire.

Another agency piloted a relief brigade, or a pool of Headquarters (HQ) staff who could be detailed to support regional staffing needs on large projects, consultations, and backlogs with temporary funding. This team was formed from a national perspective and aimed to reduce the pressure on each region and center. Based on this organization’s needs, the team was composed of natural resource management and biological science generalists. Participants shared that some efficiencies have been gained, but there was a substantial learning curve that required training and learning on the job. One hiring manager stated, the “relief brigade is the permanent embodiment of what we need more of.” These types of teams can help address dynamic capacity needs and provide more flexibility to the organization more broadly.

Conduct Bottom Up Workforce Analysis

One Program Manager shared their experience joining a new team and conducting workforce analysis to quantify their staffing needs and inform strategic decisions for their organizational structure. In their initial discussions with staff, they learned that many employees were feeling overworked and capacity was a major concern. To understand the need, they conducted a bottom up workforce analysis to estimate the office’s workload and identify gaps. This involved gathering project data from the past two years, identifying the average time frame by activity type and NEPA category, the staff hours needed to accomplish the work, and the delta between existing and needed staff hours. This data provided evidence of capacity gaps, which they were able to bring to their senior leadership to advocate and secure approval for a team expansion. This analysis enabled them to make data informed decisions about hiring that would reduce the overall workload of staff and ultimately increase staff morale and improve retention rates, which had been a concern. This approach can serve as a model for other agencies who have had difficulty in workforce planning.

Reorganize Team to Drive Efficiencies

The Program Manager who conducted bottom-up workforce analysis applied this new understanding of the work and the demands to reorganize their team to drive efficiencies and share the workload. They established three branches in their team and added four supervisory roles. The branches included one NEPA Branch, one Archeological Branch, and a Program and Policy Branch, and a supervisor was established for each. An additional leadership Deputy role was created to focus on overseeing their programs and coordinating on integration points with relevant agencies.

With this shift, they created new processes and roles to support continuous improvements and fill outstanding duties. Specifically, the Program and Policy Branch is designed to be more proactive, support throughput, and build programmatic and tribal agreements. They added an environmental trainer who is responsible for educating both internal staff and external stakeholders. Two Environmental Protection Specialists now oversee project intake, collaborate with applicants to ensure the applications are complete, manage applicant communications, and then distribute the projects to the assigned owner. A GIS Program Manager was added to the team to support data and analytics. Their role is to identify process delays and their causes, analyze points of failure, and create a geological database to understand where there are project overlaps to expedite and streamline processes. In addition to these internal changes, the Program Manager has also brought on additional contractors to provide greater capacity.

These changes have significantly increased their team’s capacity and has over doubled the number of projects they are able to complete in a year, from 400 projects two years ago to over 900+ projects this year.

Reallocate Work Across Offices and Regions

Numerous participants described work reallocation as a solution to addressing some of their capacity gaps. For example, when one agency was struggling to hire people in a particular location due to the high cost of living, they redistributed the work to another region in the country, where the cost of living was lower. This made it easier to hire into the position. Another HR Leader described supporting their overcapacity teams by redistributing hiring efforts from one office to another in the same region. The original office had minimal bandwidth, while the other had capacity, so they were able to help post the job announcement for the region. They explained the importance of encouraging local offices to help one another deliver, when appropriate.

Others described the reallocation of staff and projects to different regions. This not only allows the organization to match staff with demand, but it also allows for staff to gain experience and knowledge working on a new topic or in a new region. For example, most offshore wind projects are located in the greater Atlantic region, but these projects are gaining traction in the Pacific, so they assigned staff to work in the Atlantic region with the goal of building experience and gaining lessons learned to apply to future Pacific projects. One of these participants emphasized the value and efficiencies that could be derived from developing staff to have more interagency and interservice experience. These examples highlight how leaders can be creative in addressing workload gaps by strategically reallocating work to pair capacity and demand.

Invest in Recruiting Networks

One agency stood out as being an exemplar for their recruiting efforts, which have the potential to be replicated across agencies. They have spent significant time and effort investing in building out their recruitment networks and engaging in career fairs to hire talent. Their organization has been building a repository of potential candidates that is maintained in a system to capture candidate information, educational background, contact information, locations of interest, areas of interest, and remote and relocation preferences. This has been used to generate a list of potential candidates for hiring managers. 

They have made connections through affinity groups, communities of practice, and social media. They’ve also built many partnerships with schools and organizations and have a calendar of events (e.g., career fairs) that they attend over the course of the year. At some events, they’ll have their HR team facilitate breakout sessions to discuss the benefits of working at their organization. To make sure they’re getting diverse candidates, they are continuously reaching out to new sources and potential candidate pools.

In addition to engaging in others’ events, they have hosted their own career fair, where they hired about 200 people. Prior to the event, they reviewed and vetted resumes to know who might be a qualified candidate for a position. With Direct Hire Authority for some of their positions, this allowed hiring managers to interview candidates at the fair and immediately make temporary job offers to attendees. HR staff also worked with the hiring managers at the career fair. This infrastructure sets hiring managers up for success and enables them to easily tap into a variety of networks to find qualified candidates.

Invest in Hiring Manager Training

One agency’s training and support for hiring managers can serve as a model for other HR teams to learn from. This agency offers a robust toolkit for supporting hiring managers through the hiring process. While the Supervisor is ultimately responsible for the hiring, the HR team ensures that they have the tools needed to execute and are equipped to be successful. These tools include:

• Handouts on HR highlights to ensure key information is simple and clear;
• Videos on Recruitment, Relocation, and Retention Incentives and Direct Hire Authority, which are posted on their website for all employees to access; 
• Annual talent acquisition workshops in-person and virtually to hear from speakers and discuss recruitment and marketing strategies; and 
• A Train-the-Trainer program on how to have recruitment conversations.

In addition to these tools and training, HR Specialists work with hiring managers to coach them on how to determine the duties for their open position, especially if they need to re-announce a position multiple times. They are also developing a new marketing strategy centered on everyone being a recruiter. This strategy will result in a new resource to support all staff in recruiting and retaining staff based on their needs.

Another participant identified this as a key opportunity. “Agencies need to educate hiring managers on those processes and what’s out there and available to them… [hiring managers need to] utilize those tools and work with HR to get the best candidates.” This agency’s approach empowers hiring managers to navigate the process, leverage incentives, and successfully recruit.

Establish Apprenticeship Programs

One participant highlighted the need for apprenticeship programs in their permitting work. Short-term or summer internship programs present difficulties with early career staff because there is not enough time for the interns to learn. They explained that it takes about six months for a new employee to become independent. Given this need, they have invested in a 1-year internship program through GeoCorps America. This duration provides interns with the time needed to learn on-the-job through practice, understand the laws and regulations, and gain exposure to the work (e.g., problem solving and stakeholder communication). This program has been successful in creating a pipeline of early career talent; 12 of their interns have moved into permanent federal service positions at different agencies (i.e., DOI, USFS, USGS, and BLM). This type of apprenticeship program could serve as a model for developing early career talent that can be trained on the job and build expertise to take on more complex projects as they grow.

These strategies offer a few examples for how agencies could build workforce capacity. These strategies do not necessarily require bringing on new talent, but rather finding opportunities to improve their internal processes to drive efficiencies and build a more dynamic, flexible workforce to respond to new demand.

Other Considerations

At the end of our interviews, we asked participants if they had any tips or recommendations that they’d want to share with others looking to hire in the government. Here are a few things we heard that we have not already captured in our best practices or talent capacity strategies.

1. Always Be Recruiting: Everyone is a recruiter, and you should always be building relationships and connections, being present at events even if you do not have any active job announcements.
2. Maintain Communication with Candidates: Stay in touch with potential candidates before there is a job open, while recruiting, and throughout the entire hiring process. This can keep them engaged and help you ultimately receive a job acceptance.
3. Invest in Suitability Case Management: Invest in a case management system that sends automatic notifications to each user (i.e., hiring manager, HR specialist, applicant, suitability team) when an action is required. This will streamline the process and ensure that no cases slip through the cracks.
4. Cast a Wide Net: Invest in a wide distribution for your job announcements, interview as many qualified people as you can, and identify multiple candidates that you would like to hire, in case someone declines. Also, leave the announcement open for longer, and if you have large offices with continuous turnover, consider keeping a job open on USAJobs, where you can always accept resumes.
5. Keep Certificate Lists Open: Keep certificate lists open for a long time, so if a candidate declines, you can return to the list of potential candidates. If it is a shared certificate, then this can also assist your colleagues in quickly finding qualified candidates to interview and hire.
6. Regularly Update Position Descriptions: Update your position descriptions to accurately capture the duties of the role and to align with any updated technology. Many agencies have policies for how regularly position descriptions need to be updated, but many question how well these guidelines are followed.
7. Listen to Your Staff’s Plans: Engage with your staff on a regular basis and pay attention to who says they may retire or leave in the next year. This will allow you to more proactively plan and predict your future staffing needs.

Hiring into the federal government is not easy – you will very likely experience challenges even if you follow the practices and strategies highlighted here. However, there are things you can do to set yourself up for success in the future and strategies you can use to address workload demands even if you are not currently hiring. This permitting hiring surge has offered an opportunity to learn how you can effectively hire people into the federal workforce, which can serve as an example for future talent surges. Within the permitting space itself, these strategies have proven successful in supporting more timely and efficient reviews. Bolstering workforce capacity has enabled more effective mission execution.

The United States Agency for International Development (USAID) currently uses Cost-Plus-Fixed-Fee (CPFF) as its de facto default funding and contracting model. Unfortunately, this model prioritizes administrative compliance over performance, hindering USAID’s development goals and U.S. efforts to counter renewed Great Power competition with Russia, the People’s Republic of China (PRC), and other competitors. The U.S. foreign aid system is losing strategic influence as developing nations turn to faster and more flexible (albeit riskier) options offered by geopolitical competitors like the PRC. 

To respond and maintain U.S. global leadership, USAID should transition to heavily favor a Fixed-Price model – tying payments to specific, measurable objectives rather than incurred costs – to enhance the United States’ ability to compete globally and deliver impact at scale. Moreover, USAID should require written justifications for not choosing a Fixed-Price model, shifting the burden of proof. (We will use “Fixed-Price” to refer to both Firm Fixed Price Contracts and Fixed Amount Award Grants, wherein payments are linked to results or deliverables.) 

This shock to the system would encourage broader adoption of Fixed-Price models, reducing administrative burdens, incentivizing implementers (of contracts, cooperative agreements, and grants) to focus on outcomes, and streamlining outdated and inefficient procurement processes. The USAID Bureau for Management’s Office of Acquisition and Assistance (OAA) should lead this transition by developing a framework for greater use of Firm Fixed Price (FFP) contracts and Fixed Amount Award (FAA) grants, establishing criteria for defining milestones and outcomes, retraining staff, and providing continuous support. With strong support from USAID leadership, this shift will reduce administrative burdens within USAID and improve competitiveness by expanding USAID’s partner base and making it easier for smaller organizations to collaborate. 

Challenge and Opportunity

Challenge

The U.S. remains the largest donor of foreign assistance around the world, accounting for 29% of total official development assistance from major donor governments in 2023. Its foreign aid programs have paid dividends over the years in American jobs and economic growth, as well as an unprecedented and unrivaled network of alliances and trading partners. Today, however, USAID has become mired once again in procurement inefficiencies, reversing previous trends and efforts at reform and blocking – for years – sensible initiatives such as third country national (TCN) warrants, thereby reducing the impact of foreign aid for those it intends to help and impeding the U.S. Government’s (USG) ability to respond to growing Great Power Competition.

Foreign aid serves as a critical instrument of foreign policy influence, shaping geopolitical landscapes and advancing national interests on the global stage. No actor has demonstrated this more clearly than the PRC, whose rise as a major player in global development adds pressure on the U.S. to maintain its leadership. Notably, China has increased its spending of foreign assistance for economic development by 525% in the last 15 years. Through the Belt & Road Initiative, its Digital Silk Road, alternative development banks, and increasingly sophisticated methods of wielding its soft power, the PRC has built a compelling and attractive foreign assistance model which offers quick, low-cost solutions without the governance “strings” attached to U.S. aid. While it seems to fulfill countries’ needs efficiently, hidden costs include long-term debt, high lifecycle expenses, and potential Chinese ownership upon default. 

By contrast, USAID’s Cost-Plus-Fixed-Fee (CPFF) foreign assistance model – in which implementers are guaranteed to recover their costs and earn a profit – mainly prioritizes tracking receipts over achieving results and therefore often fails to achieve intended outcomes, with billions spent on programs that lack measurable impact or fail to meet goals. Implementers are paid for budget compliance, regardless of results, placing all performance risk on the government. 

The USG invented CPFF to establish fair prices where no markets existed. However, its use has now extended far beyond this purpose – including for products and services with well-established commercial markets. The compliance infrastructure necessary to administer USAID awards and adhere to the documentation/reporting requirements favors entrenched contractors – as noted by USAID Administrator Samantha Power – stifles innovation, and keeps prices high, thereby encumbering America’s ability to agilely work with local partners and respond to changing conditions. (Note: USAID typically uses “award” to refer to contracts, cooperative agreements, and grants. We use “award” in this same manner to refer to all three procurement mechanisms. We use “Fixed-Price Awards” to refer to fixed-price grants and contracts. “Fixed Amount Awards,” however, specifically refers to a fixed-price grant.)

In light of the growing Great Power Competition with China and Russia – and threats by those who wish to undermine the US-led liberal international order – as well as the possibility of further global shocks like COVID-19 or the war in Ukraine, USAID must consider whether its current toolset can maintain a position of strategic strength in global development. Furthermore, amid declining Official Development Assistance (ODA) – 2% year-over-year – and a global failure to meet the UN Sustainable Development Goals (SDGs), it is critical for USAID to reconcile the gap between its funding and lack of results. Without change, USAID funding will largely continue to fall short of objectives. The time is now for USAID to act.

Opportunity

While USAID cannot have a de jure default procurement mechanism, CPFF has become the de facto default procurement mechanism, but it does not have to be. USAID has other mechanisms to deploy funding at its disposal. In fact, at least two alternative award and contract pricing models exist:

1. Time and materials (T&M): The implementer proposes a set of fully loaded (i.e., inclusive of salary, benefits, overhead, plus profit) hourly rates for different labor categories and the USG pays for time incurred – not results delivered.
2. Fixed-Price (Firm Fixed Price, FFP, for contracts, or Fixed Amount Award, FAA/Fixed Obligation Grants, FOG, for grants): The implementer proposes a set fee and is paid for milestones or results (not receipts).

While CPFF simply reimburses providers for costs plus profit, the Fixed-Price alternatives tie funding to achieving milestones, promoting efficiency and accountability. The Code of Federal Regulations (§ 200.1) permits using Fixed-Price mechanisms whenever pricing data can establish a reasonable estimate of implementation costs. 

USAID has acknowledged the need to adapt funding mechanisms to better support local and impact-driven organizations and enhance cost-effectiveness. USAID has already started supporting these goals by incorporating evidence-based approaches and transitioning to models that emphasize cost-effectiveness and impact. As an example, in the Biden administration, USAID’s Office of the Chief Economist (OCE) issued the Promoting Impact and Learning with Cost-Effectiveness Evidence (PILCEE) award, which aims to enhance USAID’s programmatic effectiveness by promoting the use of cost-effectiveness evidence in strategic planning, policy-making, activity design, and implementation. Progress, though, remains limited. Funding disbursed based on performance milestones has remained unchanged since Fiscal Year (FY) 2016. In FY 2022, Fixed Amount Awards represented only 12.4% of new awards, or 1.4% by value. 

An October 2020 Stanford Social Innovation Review article by two USAID officials argued that the Agency could enhance its use of Fixed Amount Awards by promoting “performance over compliance”. Other organizations have already begun to make this shift: the Millennium Challenge Corporation (MCC) and The Global Fund to Fight AIDS, Tuberculosis and Malaria – among others – have invested in increasing results-based approaches and embedding different results-based instruments into their procurement processes for increased aid effectiveness.

To shift USAID into an Agency that invests in impact at scale, we propose going one step further, and making Fixed-Price awards the de facto default procurement mechanism across USAID by requiring procurement officials to provide written justification for choosing CPFF. 

This would build on the work completed during the first Trump administration under Administrator Mark Green, including the creation of the first Acquisition and Assistance Strategy, designed to “empower and equip [USAID] partners and staff to produce results-driven solutions” by, inter alia, “increasing usage of awards that pay for results, as opposed to presumptively reimbursing for costs”, and the promotion of the Pay-for-Results approach to development.

Such a  change would unlock benefits for both the USG and for global development, including:

1. Better alignment of risk and reward by ensuring implementers are paid only when they deliver on pre-agreed milestones. The risk of not achieving impact would no longer be solely borne by the USG, and implementers would be highly incentivized to achieve results.
2. Promotion of a results-driven culture by shifting focus from administrative oversight to actual outcomes. By agreeing to milestones at the start of an award, USAID would give implementers flexibility to achieve results and adapt more nimbly to changing circumstances and place the focus on performing and reporting results, rather than administrative reporting.
3. Diversification of USAID’s partner base by reducing the administrative burden associated with being a USAID implementer. This would allow the Agency to leverage the unique strengths, contextual knowledge, and innovative approaches of a diverse set of development actors. By allowing the Agency to work more nimbly with small businesses and local actors on shared priorities, it would further enhance its ability to counter current Great Power Competition with China and Russia.
4. Incentivization of cost efficiency, motivating implementers to reduce expenses if they want to increase their profits, without extra cost to the USG.
5. Facilitation of greater progress by USAID and the USG toward the UN’s 2030 Agenda for Sustainable Development, in ways likely to attract more meaningful and substantive private sector partnerships and leverage scarce USG resources.

Plan of Action 

Making Fixed-Price the de facto default option for both grants and contracts would provide the U.S. foreign aid procurement process a necessary shock to the system. The success of such a large institutional shift will require effective change management; therefore, it should be accompanied with the necessary training and support for implementing staff. This would entail, inter alia, establishing a dedicated team within OAA specialized in the design and implementation of FFPs and FAAs; and changing the culture of USAID procurement by supporting both contracting and programming staff with a robust change management program, including training and strong messaging from USAID leadership and education for Congressional appropriators. 

Recommendation 1. Making Fixed-Price the de facto “default” option for both grants and contracts, and tying payments to results. 

Fixed-Price as the default option for both grants and contracts would come at a low additional cost to USAID (assuming staff are able to be redistributed). The Agency’s Senior Procurement Executive, Chief Acquisition Officer (CAO), and Director for OAA should first convene a design working group composed of representatives from program offices, technical offices, OAA, and the General Counsel’s office tasked with reviewing government spending by category to identify sectors exempt from the “Fixed-Price default” mandate, namely for work that lacks deep commercial markets (e.g., humanitarian assistance or disaster relief). This working group would then propose a phased approach for adopting Fixed-Price as the default option across these sectors. After making its recommendations, the working group would be disbanded and a more permanent dedicated team would carry this effort forward (see Recommendation 2).

Once reset, Contract and Agreement Officers would justify any exceptions (i.e., the choice of T&M or CPFF) in an explanatory memo. The CAO could delegate authority to supervising Contracting Officers or other acquisition officials to approve these exceptions. To ensure that the benefits of Fixed-Price results-based contracting reach all levels of awardees, this requirement should become a flow-down clause in all prime awards. This will require additional training for the prime award recipient’s own overseers.

Recommendation 2. Establishing a dedicated team within USAID’s OAA, or the equivalent office in the next administration, specialized in the design and implementation of FFPs and FAAs.

To facilitate a smooth transition, USAID should create a dedicated team within OAA specialized in designing and implementing FFPs and FAAs using existing funds and personnel. This team would have expertise in the choices involved in designing Fixed-Price agreements: results metrics and targets, pricing for results, and optimizing payment structures to incentivize results.

They would have the mandate and resources necessary to support expanding the use of and the amount of funding flowing through high-quality FFPs and FAAs. They would jumpstart the process and support Acquisition and Program Officers by developing guidelines and procedures for Fixed-Price models (along with sector-specific recommendations), overseeing their design and implementation, and evaluating effectiveness. As USAID will learn along the way about how to best implement the Fixed-Price model across sectors, this team will also need to capture lessons learned from the initial experiences to lower the costs and increase the confidence of Acquisition and Assistance Officers using this model going forward. 

Recommendation 3. Launching a robust change management program to support USAID acquisition, assistance, program, and legislative and public affairs staff in making the shift to Fixed-Price grant and contract management. 

Successfully embedding Fixed-Price as the default option will entail a culture shift within USAID, requiring a multi-faceted approach. This will include the retraining of Contracts and Agreements Officers and their Representatives – who have internalized a culture of administrative compliance and been evaluated primarily on their extensive administrative oversight skills – and promoting a reorganization of the culture of Monitoring, Evaluation and Learning (MEL) and Collaboration, Learning and Adaptation (CLA) to prioritize results over reporting. Setting contracting and agreements staff up for success requires capacity building in the form of training, toolkits, and guidelines on how to implement Fixed-Price models across USAID’s diverse sectors. Other USG agencies make greater use of Fixed-Price awards, and alternative training for both government and prime contractor overseers exists. OAA’s Professional Development and Training unit should adapt existing training from these other agencies, specifically ensuring it addresses how to align payments with results.

Furthermore, the broader change management program should seek to create the appropriate internal incentive structure at the Agency for Acquisition and Assistance staff, motivating and engaging them in this significant restructuring of foreign aid. To succeed at this, the mandate for change needs to come from the top, reassuring staff that the Fixed-Price model does not expose individuals, the Agency, or implementers to undue legal or financial liability.

While this change will not require a Congressional Notification, the Office of Legislative & Public Affairs (LPA) should join this effort early on, including as part of the design working group. LPA would also play a guiding role in both internal and external communications, especially in educating members of Congress and their staffs on the importance and value of this change to improve USAID effectiveness and return on taxpayer dollars. Entrenched players with significant investments in existing CPFF systems will resist this effort, including with political lobbying; LPA will play an important role informing Congress and the public.

Conclusion

USAID’s current reliance on CPFF has proven inadequate in driving impact and must evolve to meet the challenges of global development and Great Power Competition. To create more agile, efficient, and results-driven foreign assistance, the Agency should adopt Fixed-Price as the de facto default model for disbursing funds, prioritizing results over administrative reporting. By embracing a results-based model, USAID will enhance its ability to respond to global shocks and geopolitical shifts, better positioning the U.S. to maintain strategic influence and achieve its foreign policy and development objectives while fostering greater accountability and effectiveness in its foreign aid programs. Implementing these changes will require a robust change management program, which would include creating a dedicated team within OAA, retraining staff and creating incentives for them to take on the change, ongoing guidance throughout the award process, and education and communication with Congress, implementing partners, and the public. This transformation is essential to ensure that U.S. foreign aid continues to play a critical role in advancing national interests and addressing global development challenges.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

State, local, tribal, and territorial governments along with Critical Infrastructure Owners (SLTT/CIs) face escalating cyber threats but struggle with limited cybersecurity staff and complex technology management. Relying heavily on private-sector support, they are hindered by the private sector’s lack of deep understanding of SLTT/CI operational environments. This gap leaves SLTT/CIs vulnerable and underprepared for emerging threats all while these practitioners on the private sector side end up underleveraged.

To address this, CISA should expand the Joint Cyber Defense Collaborative (JCDC) to allow broader participation by practitioners in the private sector who serve public sector clients, regardless of the size or current affiliation of their company, provided they can pass a background check, verify their employment, and demonstrate their role in supporting SLTT governments or critical infrastructure sectors. 

Challenge and Opportunity

State, local, tribal, and territorial (SLTT) governments face a significant increase in cyber threats, with incidents like remote access trojans and complex malware attacks rising sharply in 2023. These trends indicate not only a rise in the number of attacks but also an increase in their sophistication, requiring SLTTs to contend with a diverse and evolving array of cyber threats.The 2022 Nationwide Cybersecurity Review (NCSR) found that most SLTTs have not yet achieved the cybersecurity maturity needed to effectively defend against these sophisticated attacks, largely due to limited resources and personnel shortages. Smaller municipalities, especially in rural areas, are particularly impacted, with many unable to implement or maintain the range of tools required for comprehensive security. As a result, SLTTs remain vulnerable, and critical public infrastructure risks being compromised. This urgent situation presents an opportunity for CISA to strengthen regional cybersecurity efforts through enhanced public-private collaboration, empowering SLTTs to build resilience and raise baseline cybersecurity standards.

Average cyber maturity scores for the State, Local, Tribal, and Territorial peer groups are at the minimum required level or below. Source: Center for Internet Security

Furthermore, effective cybersecurity requires managing a complex array of tools and technologies. Many SLTT organizations, particularly those in critical infrastructure sectors, need to deploy and manage dozens of cybersecurity tools, including asset management systems, firewalls, intrusion detection systems, endpoint protection platforms, and data encryption tools, to safeguard their operations.

An example of the immense array of different combinations of cybersecurity tools that could comprise a full suite necessary to implement baseline cybersecurity controls. Source: The Software Analyst Newsletter

The ability of SLTTs to implement these tools is severely hampered by two critical issues: insufficient funding and a shortage of skilled cybersecurity professionals to operate such a large volume of tools that require tuning and configuration. Budget constraints mean that many SLTT organizations are forced to make difficult decisions about which tools to prioritize, and the shortage of qualified cybersecurity professionals further limits their ability to operate them. The Deloitte-NASCIO Cybersecurity Study highlights how state Chief Information Security Officers (CISOs) are increasingly turning to the private sector to fill gaps in their workforce, procuring staff-augmentation resources to support security control deployment, management of Security Operations Centers (SOCs), and incident response services.

The Top 5 Security Concerns for Nationwide Cybersecurity Review Respondents include lack of sufficient funding and inadequate availability of cybersecurity professionals. Source: Centers for Internet Security.

What Strong Regionalized Communities Would Achieve

This reliance on private-sector expertise presents a unique opportunity for federal policymakers to foster stronger public-private partnerships. However,  currently, JCDC membership entry requirements are vague and appear to favor more established companies, limiting participation from many professionals who are actively engaged in this mission. 

The JCDC is led by CISA’s Stakeholder Engagement Division (SED) which also serves as the agency’s hub for the shared stakeholder information that unifies CISA’s approach to whole-of-nation operational collaboration. One of the Joint Cyber Defense Collaborative’s (JCDC) main goals is to “organize and support efforts that strengthen the foundational cybersecurity posture of critical infrastructure entities,” ensuring they are better equipped to defend against increasingly sophisticated threats. 

Given the escalating cybersecurity challenges, there is a significant opportunity for CISA to enhance localized collaboration between the public and  private sectors in the form of improving the quality of service delivery that personnel at managed service providers and software companies can provide. This helps SLTTs/CIs close the workforce gap, allows vendors to create new services focused on SLTT/CIs consultative needs, and boosts a talent market that incentivizes companies to hire more technologists fluent in the “business” needs of SLTTs/CIs. 

Incentivizing the Private Sector to Participate

With intense competition for market share in cybersecurity, vendors will need to provide good service and successful outcomes in order to retain and grow their portfolio of business. They  will have to compete on their ability to deliver better, more tailored service to SLTTs/CIs and pursue talent that is more fluent in government operations, which incentivizes candidates to build great reputations amongst SLTT/CI customers.

Plan of Action

Recommendation 1. Community Platform

To accelerate the progress of CISA’s mission to improve the cyber baseline for SLTT/CIs, the Joint Cyber Defense Collaborative (JCDC) should expand into a regional framework aligned with CISA’s 10 regional offices to support increasing participation. The new, regionalized JCDC should facilitate membership for all practitioners that support the cyber defense of SLTT/CIs, regardless of whether they are employed by a private or public sector entity. With a more complete community, CISA will be able to direct focused, custom implementation strategies that require deep public-private collaboration.

Participants from relevant sectors should be able to join the regional JCDC after passing background checks, employment verification, and, where necessary, verification that the employer is involved in security control implementation for at least one eligible regional client. This approach allows the program to scale rapidly and ensures fairness across organizations of all sizes. Private sector representatives, such as solutions engineers and technical account managers, will be granted conditional membership to the JCDC, with need-to-know access to its online resources. The program will emphasize the development of collaborative security control implementation strategies centered around the client, where CISA coordinates the implementation functions between public and private sector staff, as well as between cybersecurity vendors and MSPs that serve each SLTT/CI entity.

Recommendation 2. Online Training Platform

Currently, CISA provides a multitude of training offerings both online and in-person, most of which are only accessible by government employees. Expanding CISA’s training offerings to include programs that teach practitioners at MSPs and Software Companies how to become fluent in the operation of government is essential for raising the cybersecurity baseline across various National Cybersecurity Review (NCSR) areas with which SLTTs currently struggle. The training platform should be a flexible, learn-at-your-own-pace virtual learning platform, and CISA is encouraged to develop on existing platforms with existing user bases, such as Salesforce’s Trailhead. Modules should enable students around specific challenges tailored to the SLTT/CI operating environment, such as applying patches to workstations that belong to a Police or Fire Department, where the availability of critical systems is essential, and downtime could mean lives. 

The platform should offer a gamified learning experience, where participants can earn badges and certificates as they progress through different learning paths. These badges and certificates will serve as a way for companies and SLTT/CIs to understand which individuals are investing the most time learning and delivering the best service. Each badge will correspond to specific skills or competencies, allowing participants to build a portfolio of recognized achievements. This approach has already proven effective, as seen in the use of Salesforce’s Trailhead by other organizations like the Center for Internet Security (CIS), which offers an introductory course on CIS Controls v8 through the platform. 

The benefits of this training platform are multifaceted. First, it provides a structured and scalable way to upskill a large number of cybersecurity professionals across the country with a focus on tailored implementation of cybersecurity controls for SLTT/CIs. Second, the badge system incentivizes ongoing participation, ensuring that cybersecurity professionals can continue to maintain their reputation if they choose to move jobs between companies or between the public and private sectors. Third, the platform fosters a sense of community and collaboration around the client, allowing CISA to understand the specific individuals supporting each SLTT/CI organization, in the case that it needs to mobilize a team with both security knowledge and government operations knowledge around an incident response scenario.

Recommendation 3. A “Smart Rolodex”

A Customer Relationship Management (CRM) system should be integrated within CISA’s Office of Stakeholder Engagement to manage the community of cyber defenders more effectively and streamline incident response efforts. The CRM will maintain a singular database of regionalized JCDC members, their current company, their expertise, and their roles within critical infrastructure sectors. This system will act as a “smart Rolodex,” enabling CISA to quickly identify and coordinate with the most suitable experts during incidents, ensuring a swift and effective response. The recent recommendations by a CISA panel underscore the importance of this approach, emphasizing that a well-organized and accessible database is crucial for deploying the right resources in real-time and enhancing the overall effectiveness of the JCDC.

Recommendation 4. Establishment of Merit-Based Recognition Programs

Finally, to foster a sense of mission and camaraderie among JCDC participants, recognition programs should be introduced to increase morale and highlight above-and-beyond contributions to national cybersecurity efforts. Digital badges, emblematic patches, “CISA Swag” or challenge coins will be awarded as symbols of achievement within the JCDC, boosting morale and practitioner commitment to the greater mission. These programs will also enhance the appeal of cybersecurity careers, elevating those involved with the JCDC, and encouraging increased participation and retention within the JCDC initiative.

Cost Analysis

Estimated Costs and Justification

The proposed regional JCDC program requires procuring ~100,000 licenses for a digital communication platform (Based on Slack) across all of its regions and 500 licenses for a popular Customer Relationship Management (CRM) platform(Based on Salesforce) for its Office of Stakeholder Engagement to be able to access records. The estimated annual costs are as follows:

Digital Communication Platform Licenses:

• Standard Plan: $8,700,000 per year (100,000 users at $7.25 per month).

CRM Platform Licenses:

• Professional Tier: $450,000 per year (500 users at $75 per month).

Total Estimated Cost:

• Lower Tier Option (Standard Communication + Professional CRM): $9,150,000 per year.

Buffer for Operational Costs: To ensure the program’s success, a buffer of approximately 15% should be added to cover additional operational expenses, unforeseen costs, and any necessary uplifts or expansions in features or seats. This does not take into consideration volume discounts that CISA would normally expect when purchasing through a reseller such as Carahsoft or CDW.

Cost Justification: Although the initial investment is significant, the potential savings from avoiding cyber incidents should far outweigh these costs. Considering that the average cost of a data breach in the U.S. is approximately $9.48 million, preventing even a few such incidents through this program could easily justify the expenditure. 

Conclusion

The cybersecurity challenges faced by State, Local, Tribal, and Territorial (SLTT) governments and critical infrastructure sectors are becoming increasingly complex and urgent. As cyber threats continue to evolve, it is clear that the existing defenses are insufficient to protect our nation’s most vital services. The proposed expansion of the Joint Cyber Defense Collaborative (JCDC) to allow broader participation by practitioners in the private sector who serve public sector clients, regardless of the size or current affiliation of their company presents a crucial opportunity to enhance collaboration, particularly among SLTTs, and to bolster the overall cybersecurity baseline.These efforts align closely with CISA’s strategic goals of enhancing public-private partnerships, improving the cybersecurity baseline, and fostering a skilled cybersecurity workforce. By taking decisive action now, we can create a more resilient and secure nation, ensuring that our critical infrastructure remains protected against the ever-growing array of cyber threats.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

Congress should create a new Science and Technology (S&T) Hub within the Government Accountability Office’s (GAO) Science, Technology Assessment, and Analytics (STAA) team to support an understaffed and overwhelmed Congress in addressing pressing science and technology policy questions. A new hub would connect Congress with technical experts and maintain a repository of research and information as well as translate this material to members and staff. There is already momentum building in Congress with several recent reforms to strengthen capacity, and the reversal of the Chevron doctrine infuses the issue with a new sense of urgency. The time is now for Congress to invest in itself. 

Challenge and Opportunity

Congress does not have the tools it needs to contend with pressing scientific and technical questions. In the last few decades, Congress grappled with increasingly complex science and technology policy questions, such as social media regulation, artificial intelligence, and climate change. At the same time, its staff capacity has diminished; between 1994 to 2015, the Government Accountability Office (GAO) and Congressional Research Service (CRS), key congressional support agencies, lost about a third of their employees. Staff on key science related committees like the House Committee on Science, Space, and Technology fell by nearly half.

As a result, members frequently lack the resources they need to understand science and technology. “[T]hey will resort to Google searches, reading Wikipedia, news articles, and yes, even social media reports. Then they will make a flurry of cold calls and e-mails to whichever expert they can get on the phone,” one former science staffer noted. “You’d be surprised how much time I spend explaining to my colleagues that the chief dangers of AI will not come from evil robots with red lasers coming out of their eyes,” representative Jay Obernolte (R-CA), who holds a master’s degree in AI, told  The New York Times. And AI is just one example of a pressing science need Congress must handle, but does not have the tools to grapple with.

Moreover, reliance on external information can intensify polarization, because each side depends on a different set of facts and it is harder to find common ground. Without high-quality, nonpartisan science and technology resources, billions of dollars in funding may be allocated to technologies that do not work or policy solutions at odds with the latest science. 

Additional science support could help Congress navigate complex policy questions related to emerging research,  understand science and technologies’ impacts on legislative issues, and grapple with the public benefits or negative consequences of various science and technology issues. 

The Supreme Court’s 2024 decision in Loper Bright Enterprises v. Raimondo instills a new sense of urgency. The reversal of the decades old “Chevron deference,” which directed courts to defer to agency interpretations in instances where statutes were unclear or silent, means Congress will now have to legislate with more specificity. To do so, it will need the best possible experts and technical guidance. 

There is momentum building for Congress to invest in itself. For the past several years, the Select Committee on the Modernization of Congress (which became a permanent subcommittee of the Committee on House Administration) advocated for increases to staff pay and resources to improve recruitment and retention. Additionally, the GAO Science, Technology Assessment, and Analytics (STAA) team has expanded to meet the moment. From 2019 to 2022, STAA’s staff grew from 49 to 129 and produced 46 technology assessments and short-form explainers. These investments are promising but not sufficient. Congress can draw on this energy and the urgency of a post-Chevron environment to invest in a Science and Technology Hub. 

Plan of Action

Congress should create a new Science and Technology Hub in GAO STAA

Congress should create a Science and Technology Hub within the GAO’s STAA. While most of the STAA’s current work responds to specific requests from members, a new hub within the STAA would build out more proactive and exploratory work by 1) brokering long-term relationships between experts and lawmakers and 2) translating research for Congress. The new hub would maintain relationships with rank-and-file members, not just committees or leadership. The hub could start by advising Congress on emerging issues where the partisan battle lines have not been drawn, such as AI, and over time it will build institutional trust and advise on more partisan issues. 

Research shows that both parties respect and use congressional support agencies, such as GAO, so they are a good place to house the necessary expertise. Housing the new hub within STAA would also build on the existing resources and support STAA already provides and capitalizes on the recent push to expand this team. The Hub could have a small staff of approximately 100 employees. The success of recently created small offices such as the Office of Whistleblower Ombuds proves that a modest staff can be effective. In a post-Chevron world, this hub could also play an important role liaising with federal agencies about how different statutory formulations will change implementation of science related legislation and helping members and staff understand the ins and outs of the passage to implementation process. 

The Hub should connect Congress with a wider range of subject matter experts.

Studies show that researcher-policymaker interactions are most effective when they are long-term working relationships rather than ad hoc interactions. The hub could set up advisory councils of experts to guide Congress on different key areas. Though ad hoc groups of experts have advised Congress over the years, Congress does not have institutionalized avenues for soliciting information. The hub’s nonpartisan staff should also screen for potential conflicts of interest. As a starting point, these advisory councils would support committee and caucus staff as they learn about emerging issues, and over time it could build more capacity to manage requests from individual member officers. Agencies like the National Academies of Sciences, Engineering, and Medicine already employ the advisory council model; however, they do not serve Congress exclusively nor do they meet staff needs for quick turnaround or consultative support. The advisory councils would build on the advisory council model of the Office of Technology Assessment (OTA), an agency that advised Congress on science between the 1970s and 1990s. The new hub could take proactive steps to center representation in its advisory councils, learning from the example of the United Kingdom Parliament’s Knowledge Exchange Unit and its efforts to increase the number of women and people of color Parliament hears from. 

The Hub should help compile and translate information for Congress.

The hub could maintain a one-stop shop to help Congress find and understand data and research on different policy-relevant topics.  The hub could maintain this repository and draw on it to distill large amounts of information into memos that members could digest. It could also hold regular briefings for members and staff on emerging issues. Over time, the Hub could build out a “living evidence” approach in which a body of research is maintained and updated with the best possible evidence at a regular cadence. Such a resource would help counteract the effects of understaffing and staff turnover and provide critical assistance in legislating and oversight, particularly important in a post-Chevron world. 

Conclusion

Taking straightforward steps like creating an S&T hub, which brokers relationships between Congress and experts and houses a repository of research on different policy topics, could help Congress to understand and stay up-to-date on urgent science issues in order to ensure more effective decision making in the public interest.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

Founded in 1977, the Presidential Management Fellows (PMF) program is intended to be “the Federal Government’s premier leadership development program for advanced degree holders across all academic disciplines” with a mission “to recruit and develop a cadre of future government leaders from all segments of society.” The challenges facing our country require a robust pipeline of talented and representative rising leaders across federal agencies. The PMF program has historically been a leading source of such talent. 

The next Administration should leverage this storied program to reinvigorate recruitment for a small, highly-skilled management corps of upwardly-mobile public servants and ensure that the PMF program retains its role as the government’s premier pipeline for early-career talent. It should do so by committing to placing all PMF Finalists in federal jobs (rather than only half, as has been common in recent years), creating new incentives for agencies to engage, and enhancing user experience for all PMF stakeholders. 

Challenge and Opportunity

Bearing the Presidential Seal, the Presidential Management Fellows (PMF) Program is the Federal Government’s premier leadership development program for advanced degree holders across all academic disciplines. Appropriately for a program created in the President’s name, the application process for the PMF program is rigorous and competitive. Following a resume and transcript review, two assessments, and a structured interview, the Office of Personnel Management (OPM) selects and announces PMF Finalists. 

Selection as a Finalist is only the first step in a PMF applicant’s journey to a federal position. After they are announced, PMF Finalists have 12 months to find an agency posting by completing a second round of applications to specific positions that agencies have designated as eligible for PMFs. OPM reports that “over the past ten years, on average, 50% of Finalists obtain appointments as Fellows.” Most Finalists who are placed are not appointed until late in the eligibility period: halfway through the 2024 eligibility window, only 85 of 825 finalists (10%) had been appointed to positions in agencies.

For applicants and universities, this reality can be dispiriting and damage the reputation of the program, especially for those not placed. The yearlong waiting period ending without a job offer for about half of Finalists belies the magnitude of the accomplishment of rising to the top of such a competitive pool of candidates eager to serve their country. Additionally, Finalists who are not placed in a timely manner will be likelier to pursue job opportunities outside of federal service.  At a moment when the federal government is facing an extraordinary talent crisis with an aging workforce and large-scale retirements, the PMF program must better serve its purpose as a trusted source of high-level, early-career talent.

zThe current program design also affects the experience of agency leaders—such as hiring managers and Chief Human Capital Officers (CHCOs)—as they consider hiring PMFs. When agencies hire a PMF for a 2-year placement, they cover the candidate’s salary plus an $8,000 fee to OPM’s PMF program office to support its operations. Agencies consider hiring PMF Finalists with the knowledge that the PMF has the option to complete a 6-month rotational assignment outside of their hiring unit. These factors may create the impression that hiring a PMF is “costlier” than other staffing options.

Despite these challenges, the reasons for agencies to invest in the PMF program remain numerous:

• It remains intensely competitive and desirable for applicants; in 2024, the program had an 11.5% acceptance rate. 
• PMFs are high quality hires: 87% of PMFs took a permanent or term position in government following the completion of their two-year fellowship. 
• The PMF alumni network includes celebrated career and political leaders across government. 
• The PMF program is a leading source of general management talent, with strong brand equity to reach this population.

The PMF is still correctly understood as the government’s premier onramp program for early career managerial talent. With some thoughtful realignment, it can sustain and strengthen this role and improve experience for all its core stakeholders.  

Plan of Action

The next Administration should take a direct hand in supporting the PMF Program. As the President’s appointee overseeing the program, the OPM Director should begin by publicly setting an ambitious placement percentage goal and then driving the below reforms to advance that goal. 

Recommendation 1. Increase the Finalist placement rate by reducing the Finalist pool.

The status quo reveals misalignment between the pool of PMF Finalists and demand for PMFs across government. This may be in part due to the scale of demand, but is also a consequence of PMF candidates and finalists with ever-broader skill sets, which makes placement more challenging and complex. Along with the 50% placement rates, the existing imbalance between finalists and placements is reflected in the decision to contract the finalist pool from 1100 in 2022 to 850 in 2023 and 825 in 2024. The next Administration should adjust the size of the Finalist pool further to ensure a near-100% placement rate and double down on its focus on general managerial talent to simplify disciplinary matching. Initially, this might mean shrinking the pool from the 825 advanced in 2024 to 500 or even fewer. 

The core principle is simple: PMF Finalists should be a valuable resource for which agencies compete. There should be (modestly) fewer Finalists than realistic agency demand, not more. Critically, this change would not aim to reduce the number of PMFs serving in government. Rather, it seeks to sustain the current numbers while dramatically reducing the number of Finalists not placed and creating a healthier set of incentives for all parties.

When the program can reliably boast high placement rates, then the Federal government can strategize on ways to meaningfully increase the pool of Fellows and use the program to zero in on priority hard-to-hire disciplines outside of general managerial talent.

Recommendation 2. Attach a financial incentive to hiring and retaining a PMF while improving accountability. 

To underscore the singular value of PMFs and their role in the hiring ecosystem, the next Administration should attach a financial incentive to hiring a PMF. 

Because of the $8,000 placement fee, PMFs are seen as a costlier route than other sources of talent. A financial incentive to hire PMFs would reverse this dynamic. The next Administration might implement a large incentive of $50,000 per Fellow, half of which would be granted when a Fellow is placed and the other half to be granted when the Fellow accepts a permanent full-time job offer in the Federal government. This split payment would signal an investment in Fellows as the future leaders of the federal government. 

Assuming an initial cohort of 400 placed Fellows at $50,000 each, OPM would require $20 million plus operating costs for the PMF program office. To secure funds, the Administration could seek appropriations, repurpose funds through normal budget channels, or pursue an agency pass-the-hat model like the financing of the Federal Executive Board and Hiring Experience program offices. 

To parallel this incentive, the Administration should also implement accountability measures to ensure agencies more accurately project their PMF needs by assigning a cost to failing to place some minimum proportion–perhaps 70%–of the Finalists projected in a given cycle. This would avoid too many unplaced Finalists. Agencies that fail to meet the threshold should have reduced or delayed access to the PMF pool in subsequent years. 

Recommendation 3. Build a Stronger Support Ecosystem 

In support of these implementation changes, the next Administration should pursue a series of actions to elevate the program and strengthen the PMF ecosystem. 

Even if the Administration pursues the above recommendations, some Finalists would remain unpaired. The PMF program office should embrace the role of a talent concierge for a smaller, more manageably-sized cohort of yet-unpaired Finalists, leveraging relationships across the government, including with PMF Alumni and the Presidential Management Alumni Association (PMAA) and OPM’s position as the government’s strategic talent lead to encourage agencies to consider specific PMF Finalists in a bespoke way. The Federal government should also consider ways to privilege applications from unplaced Finalists who meet criteria for a specific posting.

To strengthen key PMF partnerships in agencies, the Administration should elevate the role of PMF Coordinators beyond “other duties as assigned” to a GS-14 “PMF Director.” With new incentives to encourage placement and consistent strategic orientation from agency partners, agencies will be in a better position to project their placement needs by volume and role and hire PMF Finalists who meet them. PMF Coordinators would have explicit performance measures that reflect ownership over the success of the program.

The Administration must commit and sustain senior-level engagement—in the White House and at the senior levels of OMB, OPM, and in senior agency roles including Deputy Secretaries, Assistant Secretaries for Management, and Chief Human Capital Officers—to drive forward these changes. It must seize key leverage points throughout the budget and strategic management cycle, including OPM’s Human Capital Operating Plan process, OMB’s Strategic Reviews process, and the Cross-Agency Priority Goal setting rhythms. And it must sustain focus, recognizing that these new design elements may not succeed in their first cycle, and should provide support for experimentation and innovation.

Conclusion

For decades, the PMF program has consistently delivered top-tier talent to the federal government. However, the past few years have revealed a need for reform to improve the experience of PMF hopefuls and the agencies that will undoubtedly benefit from their skills. With a smaller Finalist pool, healthier incentives, and a more supportive ecosystem, agencies would compete for a subsidized pool of high-quality talent available to them at lower cost than alternative route, and Fellows who clear the significant barrier of the rigorous selection process would have far stronger assurance of a placement. If these reforms are successfully implemented, esteem for the government’s premier onramp for rising managerial talent will rise, contributing to the impression that the Federal government is a leading and prestigious employer of our nation’s rising leaders. 

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

The federal government is dramatically inefficient, duplicative, wasteful, and costly in executing the common services required to operate. However, the new Administration has an opportunity to transform government operations to save money, improve customer experience, be more efficient and effective, consolidate, reduce the number of technology platforms across government, and have significantly improved decision-making power. This should be accomplished by adopting and transforming to a government-wide shared service business model involving the collective efforts of Congress, the Office of Management and Budget (OMB), General Services Administration (GSA), and oversight agencies, and be supported by the President Management Agenda (PMA). In fact, this is a real opportunity for the newly created Department of Government Efficiency (DOGE) to realize a true systemic transformation to a better and more streamlined government. 

Challenge and Opportunity

The federal government is the largest employer in the world with many disparate mission-centric functions to serve the American people. To execute mission objectives, varied mission support functions are necessary, yet costly with many disconnected and inefficient layers added over many years. For example, a hiring action costs over $10,000 in the federal government vs. $4,000 in the private sector, and transactions such as paying an invoice cost hundreds of dollars compared to $1–2 in other sectors. Many support functions—such as travel management, FOIA management, background investigations, human resources, financial management, facilities management, and more — are equally costly and inefficient.

While these functions are critical to helping government programs achieve their mission, over many years they have grown costly and inefficient through high staffing ratios, duplication of technology platforms, disparate data systems, lack of standardization, and poor modernization. Congress focuses on individual agencies independently and not holistically on the opportunity for government-wide efficiency. Because improving operations has no mandate and GSA serves only in a coordinating role, agencies are free to approach operations any way they wish, resulting in a lack of standardization and the interoperability of systems. Many systems are still operating on extremely old software code, and the Administration and Congress lack government-wide data capacity to have the facts they need to govern. With a burdening national debt, we need to streamline government. To illustrate this opportunity, the federal government operates hundreds of human resources functions, whereas Walmart, the second largest U.S. employer with two million employees, operates just two, one for American and one for Europe.  

There are several small examples in government demonstrating the ability to realize large cost savings and improved services. When the NASA shared services operations were established, it saved over $200 million through consolidation in their first several years. The consolidation of federal payroll services from 24 to 4 functions saved over $3.2 billion. The Technology CEO Council report “The Government We Need” estimated savings of over $1 trillion by the federal government moving to shared services. Commercial sector entities such as Johnson & Johnson saved approximately $2 billion in just two years. 

Plan of Action

Over 85% of Fortune 500 companies and growing numbers of public sector governments around the world have committed to shared services as a mainstream business model. Australia, Canada, the United Kingdom, Singapore, and others have realized significant reduction in cost and improved delivery. While shared services have been attempted in many forms since the 1980s in the federal government, implementation has been inconsistent and incomplete due to Congressional and Administration inattention.  As part of past PMAs, a GSA Office of Shared Solutions and Performance (OSSPI) was established, along with a Technology Management Fund (TMF) to support modernization, yet little action has been taken to set goals and achieve results. Most government shared service centers operate on antiquated technology platforms, are at high risk of failure, and are in critical need of modernization. 

Immediate legislative and executive action are necessary to enable robust, cross-government benefits. Transforming government into an efficient and effective operation will take time, measurement, and accountability. It’s important that this be done correctly and begin by building the requisite capacity to realize success and regularly report to the Administration and Congress. To ensure success, the following initial actions should be taken:

1. Congress should make the consolidation of common service operating and business models statutorily mandatory and provide resources for GSA to conduct the appropriate analysis, design, and transformation to consolidated common services.
2. The Administration should install the leadership with the responsibility, authority, and accountability for transforming government operations. This would be a Senate-confirmed Commissioner of Government Operations at GSA directing operations with policy authority resting with the OPM Deputy Director for Management (DDM).  
3. The Administration should enhance GSA/OSSPI to create an effective governance structure and increase their capacity and role. Governance would be structured through the DDM, the GSA Commissioner for government operations, the establishment of a Shared Services Advisory Board (SSAB) made up of agency Deputy Secretaries, and the inclusion of the existing chief operating councils. OSSPI would take on the lead role for transformation and operations oversight and have the staff resources and authority necessary to execute.
4. Congress should direct and the Administration should conduct a deep analysis and design the most effective operating and business models. It is necessary to identify current resources, cost, and performance as well as benchmarks against other entities. This would be led by GSA and conducted by an independent, non-conflicted entity. Based on this analysis GSA would design optimized models, provide a clear business case, and prepare a transformation/modernization plan. The Commission would then approve and recommend further Congressional and/or executive action required to implement the transformation. In parallel, GSA would develop selected government staff and managers to participate in the analysis and transformation process.
5. The Administration, through OMB and GSA, should implement the multi–year transformation and modernization effort and implement, measure, report results, and realize the requisite Return on Investment (ROI). 

These initial activities should cost approximately $80 million and be cost-neutral by allocating funding from existing redundant operational and modernization efforts. This would fund cross-government analysis, GSA operations, government staff training, and transformation planning with an ROI to the taxpayer. Impacted federal staff would be retrained in new associated shared services roles and/or other mission support functions where needed.

Conclusion

The time to act boldly is now. The Administration needs to immediately begin reducing costs and improving services to taxpayers and government programs through the implementation of a shared services business model with strong leadership, a proven approach, and accountability to demonstrate results. Trillions of dollars fed back into supporting governments financial needs are necessary and attainable.

It often takes the federal government months to hire for critical science and technology (STEM) roles, far too slow to respond effectively to the demands of emerging technologies (e.g., artificial intelligence), disasters (COVID), and implementing complex legislation (CHIPS). One solution is for the Federal Government to create a pool of pre-vetted STEM talent to address these needs. This memo outlines how the federal government can leverage existing authorities and hiring mechanisms to achieve this goal, making it easier to respond to staffing needs for emerging policies, technologies, and crises in near-real time.

To lead the effort, the White House should appoint a STEM talent lead (or empower the current Tech Talent Task Force Coordinator or Senior Advisor for Talent Strategy). The STEM talent lead should make a national call to action for scientists and technologists to join the government. They should establish a team in the Executive Office of the President (EOP) to proactively recruit and vet candidates from underrepresented groups, and establish a pool of talent that is available to every agency on-demand.

Challenge and Opportunity

In general, agencies are lagging in adopting best practices for government hiring. This includes  the Subject Matter Expert Qualifications Assessment (SMEQA, a hiring process that replaces simple hiring questionnaires with efficient subject-matter-expert-led interviews), shared certificate hiring (which allow qualified but unsuccessful candidates to be hired into similar roles without having to reapply or re-interview), flexible hiring authorities (which allow the government to recruit talent for critical roles (e.g. cybersecurity) more efficiently and allow for alternative work arrangements, such as remote work), proactive sourcing (individual identification and relationship building), and continuous recruiting.

Failure to effectively leverage these hiring tools leads to significant delays in federal hiring, which in turn makes it difficult or impossible for the federal government to nimbly handle rapidly emerging and evolving STEM issue areas (e.g., AI, cybersecurity, extreme weather, quantum computing) and to execute on complex implementation demands.

There is an opportunity to correct this failure by empowering a STEM talent lead in the White House. The talent lead would work with agencies to build a national pool of pre-vetted STEM talent, with the goal of making it possible for federal agencies to fill critical roles in a matter of days – especially when crises strike. This will save the government time, effort, and money while delivering a better candidate experience, which is critical when hiring for in-demand roles.

Plan of Action 

The federal government should adopt a four-part plan of action to realize the opportunity described above.

Recommendation 1. Hire and empower a STEM talent lead for critical hiring needs

The next administration should recruit, hire, and empower a STEM talent lead in the Executive Office of the President. The STEM lead should be offered a senior role, either political (Special Assistant to the President) or a senior-level civil service role. The role should sit in the White House Office of Science and Technology Policy  (OSTP) and report to the OSTP director. The STEM talent lead would be tasked with coordinating hiring for critical STEM roles throughout the government. Similar roles currently exist, but are limited to specific subject areas. For instance, the Tech Talent Task Force Coordinator coordinates tech talent policy in an effort to scale hiring and manages a task force that seeks to align agency talent needs. The Senior Advisor for Talent Strategy serves a similar function. The Senior Advisor leads a “tech surge” at the Office of Management and Budget, pulling together workforce and technology policy implementation, including efforts to speed up hiring. Either of these roles could be elevated to the STEM lead, or a new position could be created.

The STEM talent lead would also coordinate government units that have already been established to help deliver STEM talent to federal agencies efficiently. Such units include the United States Digital Service, 18F, Presidential Innovation Fellows, the Lab at the Office of Personnel Management (OPM), the Department of Homeland Security’s Artificial Intelligence Corps, and the Digital Corps at the General Services Administration. The STEM talent lead should be empowered to pull experts from these teams into OSTP for short details to define critical hiring needs. The talent lead should also be responsible for coordinating efforts among the various groups. The goal would not be to supplant the operations of these individual groups, rather to learn from and streamline government-wide efforts in critical fields.

Recommendation 2. Proactive, continuous hiring for key roles across the government

The STEM talent lead should work with the administration and agencies to define the most critical and underrepresented scientific and technical skill sets and identify the highest impact placement for them in the federal government. This is currently being done under the Executive Order on Artificial Intelligence which could be expanded to include all STEM needs. The STEM Lead should establish sourcing strategies and identify prospective hires, possibly building on OPM’s Talent Network goals.

The lead should also collaborate with public and private subject matter experts and use approved and tested hiring processes, such as SMEQA and shared certificates, to pre-vet candidates. These experts would then be placed on a government-wide hiring certificate so that every federal agency could make them a job offer. Once vetted and placed on a government-wide hiring certificate, experts would be available for agencies to onboard within days.

Recommendation 3. Implement a “shared-certificate-by-default” policy

Traditionally, more than one qualified applicant will apply to a federal job opening. In most cases, one applicant will be chosen and the rest rejected, even if the government (even the same agency) has another open role for the same job class. This creates an unnecessary burden on qualified applicants and the government. Qualified applicants should only have to apply once when multiple opportunities exist for the same or similar jobs. This exists, to a limited extent, for excepted service applicants but not for everyone. To achieve this, all critical, scientific, and national security roles should default to shared hiring certificates. Sharing hiring certificates is an approved federal policy but is not the default. The Office of Management and Budget (OMB) could issue a policy memo making shared certificates the default, and then work with the OPM to implement it. 

Furthermore, the STEM talent lead should coordinate a centralized list of qualified applicants who were not chosen off of shared certificates if they opt-in to receiving job offers from other agencies. This functionality, called “Talent Programs,” has been piloted through USAJobs but has had limited success due to a lack of centralized support.

Recommendation 4. Let departing employees remain available for rapid re-hire into federal roles

Departing staff in critical roles (as determined by the STEM talent lead; see Recommendation 2) with good performance reviews should be offered an opportunity to join a central pool of experts that are available for rehire. The government invests heavily in hiring, training, and providing security clearances to employees with an expectation that they will serve long careers. 20+ year careers, however, are no longer the norm for most applicants. Increasingly, talent is lost to burnout, lack of opportunity inside government, or a desire to do something different. Current policy offers only “reinstatement” benefits, which allow former federal employees to apply for jobs without competing with the broader public. Reinstatement job seekers are still required to apply from scratch to individual positions.

Former employees are a critical group when staffing up quickly. Immediate access to staff with approved security clearances is particularly critical in national emergencies. Former employees also bring their prior training and cultural awareness, making them more effective, quicker than new hires. To incentivize participation from departing employees, the government could offer to maintain their security clearance, give them access to their Thrift Savings Plan and/or medical insurance, and other benefits. This could be piloted through existing authorities (e.g., as intermittent consultants) and OMB and/or OPM could develop a new retention policy based on the outcomes of that pilot.

Conclusion 

The federal government needs to establish processes to proactively recruit for key roles, help every qualified candidate get a job, and rapidly respond to STEM staffing needs for critical and complex policies, technologies, and crises. A central pool of science and technology experts can be called upon to fill permanent roles, respond to emergencies, and provide advisory services. Talent can enter and exit the pool as needed, providing the government access to a broad set of skills and experience to pull from immediately.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

A federal agency takes over 100 days on average to hire a new employee — with significantly longer time frames for some positions — compared to 36 days in the private sector. Factors contributing to extended timelines for federal hiring include (1) difficulties in quickly aligning position descriptions with workforce needs, and (2) opaque and poor processes for screening applicants.

Fortunately, federal hiring managers and HR staffing specialists already have many tools at their disposal to accelerate the hiring process and improve quality outcomes – to achieve better hires faster. Inside and outside their organizations, agencies are already starting to share position descriptions, job opportunity announcements (JOAs), assessment tools, and certificates of eligibles from which they can select candidates. However, these efforts are largely piecemeal and dependent on individual initiative, not a coordinated approach that can overcome the pervasive federal hiring challenges.

The Office of Personnel Management (OPM), Office of Management and Budget (OMB) and the Chief Human Capital Officers (CHCO) Council should integrate these tools into a technology platform that makes it easy to access and implement effective hiring practices. Such a platform would alleviate unnecessary burdens on federal hiring staff, transform the speed and quality of federal hiring, and bring trust back into the federal hiring system.

Challenge and Opportunity 

This memo focuses on opportunities to improve two stages in the federal hiring process: (1) developing and posting a position description (PD), and (2) conducting a hiring assessment.

Position Descriptions. Though many agencies require managers to review and revise PDs annually, during performance review time, this requirement often goes unheeded. Furthermore, volatile occupations for which job skills change rapidly – think IT or scientific disciplines with frequent changes to how they practice (e.g., meteorology) or new technologies that upend how analytical skills (e.g., data analytics) are practiced – can result in yet more changes to job skills and competencies embedded in PDs.

When a hiring manager has an open position, a current PD for that job is necessary to proceed with the Job Opportunity Announcement (JOA)/posting. When the PD is not current, the hiring manager must work with an HR staffing specialist to determine the necessary revisions. If the revisions are significant, an agency classification specialist is engaged. The specialist conducts interviews with hiring managers and subject-matter experts and/or performs deeper desk audits, job task analyses, or other evaluations to determine the additional or changed job duties. Because classifiers may apply standards in different ways and rate the complexity of a position differently, a hiring manager can rarely predict how long the revision process will take or what the outcome will be. All this delays and complicates the rest of the hiring process.

Hiring Assessments. Despite a 2020 Executive Order and other directives requiring agencies to engage in skills-based hiring, agencies too often still use applicant self-certification on job skills as a primary screening method. This frequently results in certification lists of candidates who do not meet the qualifications to do the job in the eyes of hiring managers. Indeed, a federal hiring manager cannot find a qualified candidate from a certified list approximately 50% of the time when only a self-assessment questionnaire is used for screening. There are alternatives to self-certification, such as writing samples, multiple-choice questions, exercises that test for particular problem-solving or decision-making skills, and simulated job tryouts. Yet hiring managers and even some HR staffing specialists often don’t understand how assessment specialists decide what methods are best for which positions – or even what assessment options exist.

Both of these stages involve a foundation of occupation- and grade-level competencies – that is, the knowledge, skills, abilities, behaviors, and experiences it takes to do the job. When a classifier recommends PD updates, they apply pre-set classification standards comprising job duties for each position or grade. These job duties are built in turn around competencies. Similarly, an assessment specialist considers competencies when deciding how to evaluate a candidate for a job.

Each agency – and sometimes sub-agency unit – has its own authority to determine job competencies. This has caused different competency analyses, PDs, and assessment methods across agencies to proliferate. Though the job of a marine biologist, Grade 9, at the National Oceanic and Atmospheric Administration (NOAA) is unlikely to be considerably different from the job of a marine biologist, Grade 9 at the Fish and Wildlife Service (FWS), the respective competencies associated with the two positions are unlikely to be aligned. Competency diffusion across agencies is costly, time-consuming, and duplicative. 

Plan of Action

An Intergovernmental Platform for Competencies, PDs, Classifications, and Assessment Tools to Accelerate and Improve Hiring

To address the challenges outlined above, the Office of Personnel Management (OPM), Office of Management and Budget (OMB) and the Chief Human Capital Officers (CHCO) should create a web platform that makes it easy for federal agencies to align and exchange competencies, position descriptions, and assessment strategies for common occupations. This platform would help federal hiring managers and staffing specialists quickly compile a unified package that they can use from PD development up to candidate selection when hiring for occupations included on the platform.

To build this platform, the next administration should:

• Invest in creating Position Description libraries starting with the unitary agencies (e.g. the Environmental Protection Agency) then broadening out to the larger, disaggregated ones (e.g., the Department of Health and Human Services).  Each agency should assign individuals responsible for keeping PDs in the libraries current at those agencies. Agencies and OPM would look for opportunities to merge common PDs. OPM would then aggregate these libraries into a “master” PD library for use within and across agencies. OPM should also share examples of best-in-class JOAs associated with each PD. This effort could be piloted with the most common occupations by agency.
  Adopt competency frameworks and assessment tools already developed by industry associations, professional societies and unions for their professions. These organizations have completed the job task analyses and have developed competency frameworks, definitions, and assessments for the occupations they cover. For example, IEEE has developed competency models and assessment instruments for electrical and computer engineering. Again, this effort could be piloted by starting with the most common occupations by agency, and the occupations for which external organizations have already developed effective competency frameworks and assessment tools.
• Create a clearinghouse for assessments at OPM indexed to each occupation associated in the PD Library. Assign responsibility to lead agencies for those occupations responsible for the PDs to keep the assessments current and/or test banks robust to meet the needs of the agencies. Expand USA Hire and funding to provide open access by agencies, hiring managers, HR professionals and program leaders.
• Standardize classification determinations for occupations/grade levels included in the master PD library. This will reduce interagency variation in classification changes by occupation and grade level, increase transparency for hiring managers, and reduce burden on staffing specialists and classifiers.
• Delegate authority to CHCOs to mandate use of shared, common PDs, assessments, competencies, and classification determinations. This means cleaning up the many regulatory mandates that do not already designate the agency-level CHCOs with this delegated authority. The workforce policy and oversight agencies (OPM, OMB, Merit Systems Protection Board (MSPB), Equal Employment Opportunity Commission (EEOC)) need to change the regulations, policies, and practices to reduce duplication, delegate decision making, and lower variation (For example, allow the classifiers and assessment professionals to default to external, standardized occupation and grade-level competencies instead of creating/re-creating them in each instance.)
• Share decision frameworks that determine assessment strategy/tool selection. Clear, public, transparent, and shared decision criteria for determining the best fit assessment strategy will help hiring managers and HR staffing specialists participate more effectively in executing assessments.
• Agree to and implement common data elements for interoperability. Many agencies will need to integrate this platform into their own talent acquisition systems such as ServiceNow, Monster, and USA Staffing. To be able to transfer data between them, the agencies will need to accelerate their work on common HR data elements in these areas of position descriptions, competencies, and assessments.

Data analytics from this platform and other HR talent acquisition systems will provide insights on the effectiveness of competency development, classification determinations, effectiveness of common PDs and joint JOAs, assessment quality, and effectiveness of shared certification of eligible lists. This will help HR leaders and program managers improve how agency staff are using common PDs, shared certs, classification consistency, assessment tool effectiveness, and other insights.

Finally, hiring managers, HR specialists, and applicants need to collaborate and share information better to implement any of these ideas well. Too often, siloed responsibilities and opaque specialization set back mutual accountability, effective communications, and trust.  These actions entail a significant cultural and behavior change on the part of hiring managers, HR specialists, Industrial/Organizational psychologists, classifiers, and leaders. OPM and the agencies need to support hiring managers and HR specialists in finding assessments, easing the processes that can support adoption of skills-based assessments, agreeing to common PDs, and accelerating an effective hiring process.

Conclusion

The Executive Order on skills-based hiring, recent training from OPM, OMB and the CHCO Council on the federal hiring experience, and potential legislative action (e.g. Chance to Compete Act) are drivers that can improve the hiring process. Though some agencies are using PD libraries, joint postings, and shared referral certificates to improve hiring, these are far from common practice. A common platform for competencies, classifications, PDs, JOAs, and assessment tools, will make it easier for HR specialists, hiring managers and others to adopt these actions – to make hiring better and faster.

Opportunities to move promising hiring practices to habit abound. Position management, predictive workforce planning, workload modeling, hiring flexibilities and authorities, engaging candidates before, during, and after the hiring process are just some of these. Making these practices everyday habits throughout agency regions, states and programs rather than the exception will improve hiring. Looking to the future, greater delegation of human capital authorities to agencies, streamlining the regulations that support merit systems principles, and stronger commitments to customer experience in hiring, will help remove systemic barriers to an effective customer-/and user-oriented federal hiring process.

Taking the above actions on a common platform for competency development, position descriptions, and assessments will make hiring faster and better. With some of these other actions, this can change the relationship of the federal workforce to their jobs and change how the American people feel about opportunities in their government.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.