| Title | Short Description |
| Analysis and Benchmarking of State DOT Human Resource Activities (in process) | This benchmarking study identifies gaps and best practices of state Department of Transportation human resources (HR) activities. It includes an online survey and in depth interviews on this topic. The study also reports on states' experiences with outsourcing HR functions and the relationship of HR system functionality to meeting strategic human resources and workforce goals. |
| Campbell Interest and Skill Survey (CISS) | The Campbell Interest and Skill Survey (CISS) measures self-reported vocational interests and skills. Similar to traditional interest inventories, the CISS interest scales reflect an individual's attraction for specific occupational areas. However, the CISS instrument goes beyond traditional inventories by adding parallel skill scales that provide estimates of an individual's confidence in his or her ability to perform various occupational activities. |
| Effective Administrative Restructuring: Lessons from the NIH Experience | For many years, the federal government has undergone significant administrative restructuring. The pace of this effort has accelerated recently and the number of reforms being simultaneously pursued has multiplied. By Fall 2003, the National Institute of Health (NIH) had become responsible for such a vast number of administrative reforms that the agency requested the National Academy of Public Administration's advice and assistance in restructuring. The resulting report includes knowledge acquired during this experience. |
| Virginia Department of Transportation’s Blue Print for the Future | Virginia Department of Transportation’s (VDOT) Blueprint for the Future is the agency’s response to a $4.6 billion shortfall in transportation funds. The Blueprint is a six-year plan that addresses reductions and re-alignments in organization/staffing and services/programs. The Blueprint will lead to a business that is smaller, providing its services differently and proportioned differently, and that utilizes partnerships and does not replicate every function and service throughout the organization. This link connects to the Blueprint Comprehensive Plan Quarterly Report, dated September 2009. |
