"Young women can run the world. These are the stories of those who did..." @hillaryclinton "An excellent guide to the how and why of a life of public service." --Amy Poehler Return to President Obama's White House in this New York Times bestselling anthology for young women by young women, featuring stories from ten inspiring young staffers who joined his administration in their 20s with the hope of making a difference. Includes a foreword by actress (Grown-Ish) and activist Yara Shahidi! Shahidi is the creator of Eighteen x '18, a platform to empower first-time voters. They were teens when Barack Obama announced he was running for president. They came of age in the Obama Era. And then they joined his White House. Smart, motivated, ambitious--and ready to change the world. Kalisha Dessources Figures planned one of the biggest summits held by the Obama White House--The United State of Women. Andrea Flores fought for the president's immigration bill on the Hill. Nita Contreras traveled the globe and owned up to a rookie mistake on Air Force One (in front of the leader of the free world!). Here are ten inspiring, never-before-told stories from diverse young women who got. Stuff. Done. They recall--fondly and with humor and a dose of humility--what it was like to literally help run the world. YES SHE CAN is an intimate look at Obama's presidency through the eyes of some of the most successful, and completely relatable, young women who were there. Full of wisdom they wish they could impart to their younger selves and a message about the need for more girls in government, these recollections are about stepping out into the spotlight and up to the challenge--something every girl can do. With contributions from Jenna Brayton, Eleanor Celeste, Nita Contreras, Kalisha Dessources Figures, Molly Dillon, Andrea R. Flores, Vivian P. Graubard, Noemie C. Levy, Taylor Lustig, and Jaimie Woo.

Beginning in 1925, the March issue contins the association's proceedings.

The New Public Service: Serving, not Steering provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn’t simple; (6) serve, rather than steer; and (7) value people, not just productivity. The New Public Service asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. It celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values. The revised fourth edition includes a new chapter that examines how the role and significance of these New Public Service values have expanded in practice and research over the past 15 years. Although the debate about governance will surely continue for many years, this compact, clearly written volume both provides an important framework for a public service based on citizen discourse and the public interest and demonstrates how these values have been put into practice. It is essential reading fo students and serious practitioners in public administration and public policy.

With over three decades of experience in public sector HR, Bob Lavigna gives managers the tools they need to leverage the talents of government's most important resource: its people. You know firsthand that your government workers are not underworked, overpaid, or mindless clones just carrying out the morally compromised work that politicians forced through the pipeline. Besides having to daily overcome the persona of being a government employee, your hard-working employees face enormous pressures and challenges every day and are asked to solve some of our country’s toughest problems, including unemployment, security, poverty, and education. To be able to return to their desks daily with the passion and commitment required to accomplish these overwhelming duties will require a manager who knows how to leverage talent, improve performance, and inspire passion within these true servants. In Engaging Government Employees, you will learn: Why a highly engaged staff is 20 percent more productive How to get employees to deliver “discretionary effort” How to assess the level of engagement Why free pizza and Coke every Friday is not a viable strategy Engaging Government Employees rejects the typical one-size-fits-all approach to motivation. Drawing on a wealth of empirical evidence, this indispensable resource shows how America’s largest employer can apply the science of engagement to get team members passionate about the agency’s mission and committed to its success.

With the shift from "human resources" to "human capital management" (HCM), public agencies are striving to strategically manage their workforces. Sally Selden’s groundbreaking book moves far beyond describing best practices and offers the context in which innovative practices have been implemented. She details how agencies are creating performance-aligned workforces by adopting systems and policies that are driven by their strategic missions. This book covers core topics of personnel courses—including hiring, training, retention, performance, and recognition—but also includes integrated coverage on measuring success through assessment. Further helping readers grasp how HCM works, the book uses original data from the Government Performance Project and incorporates many comparative examples across a wide range of states, plus federal and municipal agencies. Unlike anything else available, Human Capital fills a critical gap for both students and public personnel professionals.