A Worker Dialogue: Improving Health Safety and Security at DOE

During the summer of 2010, the Department of Energy Office of Health, Safety and Security (HSS) partnered with the National Academy of Public Administration to host an online dialogue to solicit ideas from front line union workers at DOE sites on how to improve worker safety across the DOE complex. Based on the results of the Dialogue, an expert Panel of the National Academy identified several themes that emerged from workers' suggestions and offered recommendations for HSS in following up on the issues raised as well as continuing to build its capacity for employee engagement.Key FindingsBased specifically on the Dialogue results, the Panel recommended HSS further investigate several issues and claims discussed by workers as well as assess the current state of reporting processes in DOE to determine if changes are necessary. In addition, the Dialogue revealed many knowledge gaps among workers regarding the substance of worker health and safety regulations in DOE, which should prompt HSS to consider expanding efforts to educate workers about these regulations.The Panel also issued several recommendations for HSS to build its capacity to engage union workers. These recommendations included considering alternate channels of reaching front-line workers and continuing engagement with workers by articulating and undertaking concrete next steps with the input received

Organizational credibility counts

As economic stressors increase and voting participation decreases, it is important for public administrators to find ways to minimize the negative consequences of distrust in government and to rebuild credibility by making the necessary changes to organizational culture, improving business practices, working with the media to build new more positive relationships, and by accentuating the good news about progress made. Events like Hurricane Katrina tragically teach us how long lasting one negative event can truly be because it is truly a disaster not only for those directly affected but also for those indirectly involved due to its negative affect on the system’s, their organization’s and their own credibility

Transition teams matter

As President-elect Obama comes to office, his administration faces daunting challenges and yet many expect that his diverse team of cabinet appointees may serve as a model for future transitions. In order for this administration to be truly successful, more is required. There must be functional teams in place not only at the cabinet level but also at the public administration level within each agency that operate according to clearly defined decision-making protocols and understand what they are accountable for and are willing to own the results achieved. This requires leadership, team skill and an alignment process so that progress can in fact occur. Only when such teams are fully functional will the optimal transition occur

Making the message matter

The article provides tips on how to make effective communication in business and political office. According to the author, speakers should be sincere and consistent in delivering their messages to ensure that the public has grasped the given information. It also mentions the need to use sound and texture to make the message more memorable and inspiring

Communication counts

The author discusses the necessity of communications in a business setting. She cited the implementation of Plain Talk by the Annie E. Cassey Foundation which proves the fact that policy works best when decision makers, community residents and citizen customers communicate effectively. She also revealed that to surely achieve success in the business, it is suggested to never underestimate the emotional power of human nature and build a sense of community through continual communication

Strategic partnerships in public service

Presents the process to a successful strategic partnership in public service. Importance of trust between the partners; Definition of mission, goals and objectives in the partnership; Establishment of relationship boundaries

Managing conflict to build consensus

The article discusses views on dealing with conflict to build consensus in strategic management. Fostering conflict to improve decision making while building consensus so essential to effective implementation demands the stimulation of debate, keeping conflict constructive, ascertaining that the process is fair and legitimate and being able to reach closure

Strategic management of crises

The article discusses the duties and responsibilities of managers in assessing workplace threats. Managers should care when someone causes harm in the workplace. It is a duty of the managers to warn through a collaborative discussion about the advantages or drawbacks in a small group meeting. It is also an obligation of managers to act when an employee indicates that he or she is being harassed or threatened

Strategic recovery requires leadership

As public managers work toward a successful recovery post-midyear elections, we all must deal with system-wide problems arising from the recession. This requires first recognizing that the crisis continues and must be addressed not just by increasing revenue but by fixing system-wide structural and operational issues. To do so involves developing the skills required in a recovery, identifying the causes of the crisis so that future crises can be better managed and concentrating on the key areas of leadership expertise needed to effectively communicate and deliver better outcomes

Strategically managing resources and revenue

The author reflects on the use of strategic management in the success of the United States Postal Service. She states that the U.S. Postal Service has used the breakthrough productivity scheme to reduce mail-processing costs and address retail locations and bulk-mail areas. She believes that the service is committed in gaining sustained success through the scheme and in serving its customers effectively