Government for a New Era A strategic plan inferred from the Government for a New Era website, an initiative of the Partnership for Public Service, focused on making the federal government more effective, responsive and accountable. This StratML rendition was derived from publicly available content on the Government for a New Era website. It is not represented as an official strategic plan issued by the Partnership for Public Service. ^^ The source describes Government for a New Era as an initiative focused on developing concrete policy proposals and advocacy strategies to make the federal government more effective, responsive and accountable. ^^ The initiative argues that current federal management systems and processes can impede effective service delivery and policy implementation and that government systems should be reimagined to meet contemporary and future needs. ^^ Source pages include https://neweragov.org/, https://neweragov.org/our-approach/, https://neweragov.org/building-connections/, and https://neweragov.org/why-government-matters/. ^^ Subsequent Discussion ~ A LinkedIn dialogue prompted by Max Stier's announcement of Government for a New Era raised additional issues that may warrant consideration as the initiative develops its proposals. These include results-driven incentive structures; findings from Public Choice research; fiscal sustainability and the federal deficit; decentralization and the appropriate allocation of responsibilities among levels of government; strategic and integrated government transformation; leadership succession; and the relationship between governmental performance and public trust. These observations are recorded as considerations and opportunities rather than as intentions formally stated by Government for a New Era. ^ https://www.linkedin.com/posts/max-stier_homepage-activity-7501697434138566656-tDQk?utm_source=share&utm_medium=member_desktop&rcm=ACoAAACRo-wBsB6AJXaqtz06r_wMwIYVUJtr0PM ^^ Submitter's Note: This StratML rendition has been compiled by ChatGPT and edited in the form at https://stratml.us/forms/Claude/Part1.html Government for a New Era gfne-org-9b3b01b7-43fb-43da-a213-fec33372bc71 An initiative of the Partnership for Public Service developing policy proposals, advocacy strategies and collaborative relationships to improve the effectiveness, responsiveness and accountability of the federal government. Partnership for Public Service Sponsors Government for a New Era as a nonprofit, nonpartisan initiative supporting better government and stronger democracy. United States Federal Government Provides the governmental systems, institutions, agencies and operations whose effectiveness, responsiveness and accountability are the principal subjects of the initiative's reform efforts. American Public Receives federal services, bears the consequences of government performance and provides perspectives and support needed to shape and sustain reform. Federal Civil Servants Deliver federal missions and contribute firsthand knowledge of government systems, operational problems and opportunities for reform. Policymakers Consider, enact, fund and oversee reforms affecting federal management and operational systems. Government Reform Practitioners and Experts Contribute evidence, experience, ideas and expertise to the development and implementation of government reforms. Government Reform Organizations Participate in the broader reform ecosystem and provide opportunities for collaboration, cross-pollination and coordinated action. An effective, responsive and accountable federal government capable of serving America for its next 250 years. gfne-vision-f72d1a27-291c-41f2-95f4-7b8eb97ac97d To develop concrete policy proposals and advocacy strategies to make the federal government more effective, responsive and accountable. gfne-mission-708b7d27-dca8-44e4-901a-f85140c64188 Effectiveness Effective government is a foundational element of a well-functioning democracy. Civil Service A professional, nonpartisan civil service is core to the system of government and necessary to deliver for the American people. Public Good The federal government should serve the public good rather than the private interests of elected or appointed leaders. Trustworthiness Government should be trusted and perceived as trustworthy by the people it serves. Accountability Government should be accountable for its conduct, operations and results. Cost Effectiveness Government should use public resources cost-effectively while delivering its missions. Transparency Government should operate transparently for the people it serves. State Capacity Government should maintain the systems and capacity required to deliver its numerous complex missions regardless of changing political and policy priorities. Simplicity Federal systems should be streamlined to make them more intuitive, straightforward and effective. Technology Federal systems should responsibly harness the power of modern technology. Boldness Government modernization should push beyond incremental changes when systemic problems require fundamental reform. Evidence Reform proposals and implementation plans should be grounded in data and evidence. Systems Systems Thinking ~ Government modernization should address interconnected systems rather than treating problems and reforms in isolation. Experience Lived Experience ~ Reform should be informed by people with firsthand experience working in and interacting with government. Collaboration Constructive Collaboration ~ Government reform should draw upon varied political, policy, functional and sector perspectives through constructive dialogue and collective action. Systems Ensure federal management and operational systems enable effective service delivery and policy implementation and meet contemporary and future needs. gfne-goal1-6a83253c-93a5-4bd0-b48e-9b55d49d2801 1 United States Federal Government Operates the management and operational systems whose effectiveness is the focus of this goal. Federal Agencies Operate within and depend upon federal management systems to deliver services and implement policies. Federal Leaders and Employees Provide firsthand experience with federal systems and depend upon those systems to accomplish agency missions. American Public Experiences the outcomes produced by federal systems and depends upon effective delivery of government services and policies. Effective Federal Systems ~ Government for a New Era states its first core objective as "Defining the goals of federal systems." The initiative argues that current federal management and operational systems are not fit for purpose because they can impede rather than enable effective delivery of services and implementation of policies. It maintains that small adjustments will not be sufficient to address longstanding and emerging challenges and calls instead for examination of entire systems and definition of the results those systems should accomplish when working well. Source: https://neweragov.org/our-approach/ Understanding Establish an evidence-based understanding of how federal management and operational systems work in practice. gfne-obj1-1-21735f60-4eb7-47a6-a64c-f929f74c4821 1.1 Federal Leaders and Employees Contribute firsthand knowledge and lived experience of how federal management and operational systems work. Government Reform Practitioners and Experts Contribute research, evidence and technical expertise concerning federal management and operational systems. The initiative examines how management and operational systems actually work today, drawing upon lived experience and evidence from across federal agencies. This examination is a means toward defining better system outcomes rather than an end in itself. Root-Causes Identify the root causes of dysfunction in federal management and operational systems. gfne-obj1-2-5bd6a47f-94ea-44c6-9490-b8fd39cf6f4e 1.2 Federal Leaders and Employees Provide operational experience useful in distinguishing root causes from symptoms and workarounds. Government Reform Practitioners and Experts Analyze evidence and systemic relationships to identify causes of government dysfunction. Government for a New Era emphasizes identifying root causes rather than treating systems in isolation or layering additional workaround solutions onto existing processes. ^^ Potential Consideration ~ In the LinkedIn discussion, Mark Forman suggested that analysis of root causes should take account of Behavioral Economics and Public Choice research, including incentive structures that may systematically influence governmental behavior. This raises the question whether some recurring governmental dysfunctions result not merely from poorly designed processes but from incentives embedded in institutional structures. This consideration is not stated as an objective or position of Government for a New Era. Outcomes Define what well-functioning federal management and operational systems should look like and accomplish. gfne-obj1-3-b6ea875e-e099-43a2-a43d-8107e0e456c9 1.3 Federal Leaders and Employees Help define federal systems capable of supporting effective mission delivery. Policymakers Use clearly defined desired outcomes to guide decisions about federal management and operational reform. American Public Provides perspectives on the outcomes and service experiences federal systems should produce. After examining existing systems and identifying root causes of dysfunction, the initiative explicitly steps back to ask what those systems would look like and accomplish if they were working well. This future-state orientation distinguishes intended results from particular reform mechanisms. ^^ Potential Opportunity ~ Defining what well-functioning systems should accomplish creates an opportunity to express intended results as explicit, measurable objectives and performance indicators. Machine-readable publication of those objectives could make them easier to discover, compare, align, monitor and evaluate across organizational boundaries. StratML provides a standardized format for expressing strategic goals, objectives, stakeholders and related information and could be considered as one means of supporting such interoperability. This observation is made by the submitter and is not attributed to Government for a New Era. Services Strengthen federal capacity to deliver services effectively for the American people. gfne-obj1-4-f1bd5070-a33f-4c13-9e19-11f7736d170c 1.4 Federal Agencies Deliver federal services and depend upon effective underlying systems and organizational capacity. American Public Receives federal services and experiences the consequences of effective or ineffective delivery. The source repeatedly treats effective delivery of services as a central result of well-functioning government. It argues that underlying systems and structures should enable rather than impede that result. Policies Strengthen federal capacity to implement duly established policies effectively. gfne-obj1-5-b24ea8a2-b2a2-44db-917c-5c2f15749705 1.5 Federal Agencies Implement policies through federal programs, operations and administrative systems. Policymakers Depend upon capable federal systems to translate established policy into implementation. The initiative distinguishes desired policy outcomes from the management and operational capacity needed to implement them. Its approach is intended to improve governmental capability regardless of the political direction or policy priorities of the day. Adaptation Enable federal systems to keep pace with technological change, evolving public expectations and future mission requirements. gfne-obj1-6-2e08f66d-fb79-49db-9934-6eb63598c40e 1.6 Federal Leaders and Employees Adapt federal operations and mission delivery to changing technologies, expectations and requirements. American Public Expects government services and operations to respond effectively to contemporary conditions and needs. The initiative states that government is not currently set up to keep pace with changes in technology or public expectations. It frames reform around the question of how government systems would be designed if built to meet contemporary and future needs. Source: https://neweragov.org/ Reforms Establish reforms that address root causes of federal dysfunction, streamline government systems and improve outcomes and efficiency for the American people. gfne-goal2-a2fcb9d8-5842-4818-80ad-bc47f4e8a602 2 Policymakers Enact, fund, regulate and oversee reforms needed to improve federal management and operations. Federal Leaders and Employees Contribute operational knowledge to reform design and implement changes within federal agencies. Government Reform Practitioners and Experts Contribute research, consultation, technical expertise and policy ideas to the development of reform proposals. American Public Benefits from reforms intended to improve federal outcomes, efficiency, responsiveness and service delivery. Policy and Operational Reform ~ Government for a New Era states its second core objective as "Developing policy proposals that address root causes of dysfunction and unlock government's ability to serve the public." The initiative translates research, consultation and blue-sky thinking into bold yet pragmatic policy proposals and operational playbooks describing how systems change can be designed, enacted and implemented. It anticipates using statutes, funding, regulations and practices as policy tools. Its reform proposals are intended to address root causes rather than treating systems in silos or adding workaround solutions. Source: https://neweragov.org/our-approach/ Proposals Provide policymakers with bold, pragmatic and actionable proposals for improving federal management and operational systems. gfne-obj2-1-21c6ab91-32a0-4981-bf87-42e29e413301 2.1 Policymakers Consider and act upon proposals for systemic federal reform. Government Reform Practitioners and Experts Contribute evidence, consultation and expertise to reform proposals. Actionable Reform Proposals ~ The source describes research, consultation and blue-sky thinking as inputs to the development of "bold yet pragmatic" policy proposals. Statutes, funding, regulations and practices are among the policy tools contemplated for implementing those proposals. Implementation Enable systemic reforms to be effectively designed, enacted and implemented. gfne-obj2-2-6141eb53-ec1e-44bd-940e-b8f62ebf4302 2.2 Policymakers Establish statutory, funding and regulatory conditions needed for systemic reform. Federal Leaders and Employees Translate enacted reforms into operational changes and improved mission delivery. Implementable Systems Change ~ Government for a New Era intends to produce operational playbooks outlining how systems change can be designed, enacted and implemented. The playbooks are implementation mechanisms supporting this intended result rather than results in themselves. ^^ Potential Consideration ~ In the LinkedIn discussion, former U.S. Comptroller General David M. Walker suggested a Government Transformation Task Force that would be more strategic, integrated and results-oriented than DOGE. Mark Forman further cautioned that such an effort should not itself be subject to the incentive structures that contributed to existing problems. Whether or not such a task force is appropriate, the exchange highlights the potential importance of integrating reforms across systems and maintaining explicit accountability for results. Streamlining Reduce unnecessary complexity and workaround solutions in federal management and operational systems. gfne-obj2-3-4d0c337f-bff8-4bd2-94c4-b604ed18a303 2.3 Federal Leaders and Employees Operate within federal systems and experience the effects of complexity, fragmentation and workaround processes. American Public Benefits from simpler and more effective governmental systems. The initiative explicitly rejects treating systems in silos and promoting additional workaround solutions. Its guiding principles call for federal systems to be streamlined so they are more intuitive, straightforward and effective. Leadership Strengthen federal leadership capacity to manage organizations, people and systemic change effectively. gfne-obj2-4-3a07af90-b341-4a16-90e7-8923a3a21404 2.4 Federal Leaders Exercise leadership responsibility for agency performance, workforce management, organizational capacity and reform. Federal Employees Depend upon capable leadership and contribute to organizational and mission performance. Leadership is identified by Government for a New Era as one of its initial priority areas for policy analysis and recommendations. This objective expresses the intended result of that work rather than prescribing specific leadership reforms before the initiative has done so. ^^ Potential Consideration ~ The LinkedIn discussion highlighted leadership succession as a potential capacity issue. David Streat noted departures of federal executives and described research into factors affecting whether GS-14 and GS-15 employees pursue and complete Senior Executive Service development programs. This raises questions about leadership pipelines, succession planning, executive development and the resilience of institutional leadership capacity. These issues may warrant consideration within the initiative's Leadership priority. Hiring Enable the federal government to recruit and hire the people needed to accomplish its missions effectively. gfne-obj2-5-7ea9b733-d686-4a53-a501-f7080c201305 2.5 Federal Agencies Depend upon effective hiring systems to acquire needed talent and capabilities. Federal Job Applicants Interact directly with federal recruiting and hiring systems. Federal Employees Depend upon effective workforce systems and capable colleagues to accomplish agency missions. Hiring is identified as one of Government for a New Era's initial priority areas for policy analysis and recommendations. The Partnership for Public Service also identifies federal hiring and workforce management among the government reforms it has previously championed. Performance Management Strengthen federal performance management so that organizations and employees are better enabled and accountable to achieve intended results. gfne-obj2-6-7428e763-fbbe-4d68-bfc4-3fcfc2572306 2.6 Federal Leaders Establish expectations, manage organizational and employee performance and support achievement of agency missions. Federal Employees Work within federal performance management systems and contribute to organizational results. Effective Performance Management ~ Performance management is identified as one of Government for a New Era's initial priority areas for policy analysis and recommendations. The source does not yet specify detailed reforms or performance measures, so none are inferred here. ^^ Potential Consideration ~ Mark Forman's LinkedIn comment raises the question whether performance management reform should extend beyond measurement and accountability to the incentive structures affecting organizational and individual behavior. A results-driven approach could seek to align incentives with explicitly defined public outcomes while guarding against gaming, perverse incentives and measures becoming substitutes for the underlying purposes they are intended to serve. Such safeguards are particularly relevant in light of Goodhart's law: when a measure becomes a target, it may cease to be a good measure. These considerations are not stated positions of Government for a New Era. Accountability & Oversight Strengthen accountability and oversight while enabling effective, responsive and trustworthy government performance. gfne-obj2-7-03c55a8d-f326-4277-96c6-dfd1438bb307 2.7 Congressional Policymakers and Oversight Bodies Establish statutory requirements and exercise oversight of federal agencies, programs and operations. Federal Leaders and Employees Operate within accountability and oversight frameworks and are responsible for lawful and effective government performance. American Public Depends upon accountable, transparent and trustworthy federal institutions. Effective Accountability and Oversight ~ Accountability and oversight are identified together as one of Government for a New Era's initial priority areas for policy analysis and recommendations. Accountability and transparency are also explicitly included among the initiative's guiding principles. Technology Enable federal systems to responsibly harness modern technology to improve governmental effectiveness and service delivery. gfne-obj2-8-977b552f-b272-42a6-a01c-d468cf797308 2.8 Federal Agencies Apply technology in management, operations and mission delivery. Federal Leaders and Employees Use and manage technological capabilities in carrying out federal missions. American Public Experiences the effects of government technology through services, interactions and governmental performance. Transformative Technology Capacity ~ Transformative technology is identified as one of Government for a New Era's initial priority areas for policy analysis and recommendations. Its guiding principles state that federal systems must responsibly harness the power of modern technology. The initiative also observes that government is not currently set up to keep pace with technological change. No particular technology, including artificial intelligence, is prescribed here unless specifically supported by the source. Outcomes & Efficiency Improve outcomes and efficiency for the American people through systemic federal reform. gfne-obj2-9-a5414ac0-08de-46e0-b5ad-f5576c252309 2.9 American Public Receives the ultimate benefits intended from more effective and efficient federal systems. Federal Leaders and Employees Convert improved governmental systems into better operational and mission results. Improved Public Outcomes and Efficiency ~ Government for a New Era explicitly states that reform proposals will aim to address root causes and streamline federal systems "with the goal of improving outcomes and efficiency for the American people." This objective captures that stated result separately from the policy proposals and implementation mechanisms intended to produce it. ^^ Potential Consideration ~ The LinkedIn discussion raised fiscal sustainability as another dimension of governmental performance. Mark Forman argued that results-oriented government reform should address the federal deficit. This suggests a potential need to evaluate reforms not only in terms of service outcomes and operational efficiency but also their effects on long-term fiscal sustainability. Government for a New Era has not been interpreted here as having adopted deficit elimination as an objective. Momentum & Capacity Build the understanding, relationships, public support and collective capacity needed to achieve and sustain meaningful federal reform. gfne-goal3-1c614ab9-b1a2-4421-9e0c-f16d929ec403 3 Policymakers Consider, support, enact and sustain reforms to federal systems. Government Reform Organizations Contribute ideas, expertise, relationships and collective capacity to advance government reform. Government Reform Practitioners and Experts Contribute varied experience, evidence, expertise and perspectives to the government reform ecosystem. Current and Former Federal Employees Contribute firsthand experience of federal programs, agencies, systems and operations to inform reform. American Public Provides perspectives, understanding, support and buy-in needed to shape and sustain meaningful government reform. Reform Momentum and Capacity ~ Government for a New Era states its third core objective as "Building momentum, relationships and building blocks for reform." While developing policy proposals, the initiative seeks to build the understanding and momentum needed to drive change. It convenes partners, engages Congress and tells a public story connecting how government operates with the outcomes people experience. The source describes this groundwork as critical to turning reform ideas into reality. Source: https://neweragov.org/our-approach/ ^^ Additional Context ~ In announcing the initiative on LinkedIn, Partnership for Public Service CEO Max Stier described storytelling, data and communications efforts, including a Federal Harms Tracker, as means of planting seeds for change. He also described strengthening the reform ecosystem by supporting, connecting and coordinating public servants, policymakers, experts, cross-sector leaders and other stakeholders. The Partnership intends to use its relationships on Capitol Hill and its experience as a presidential transition partner to encourage candidates, elected officials and incoming political leaders to prioritize and implement proposed reforms. Awareness Increase awareness among government reform participants of related initiatives, expertise, ideas, tools and opportunities for collaboration. gfne-obj3-1-85dc8ca7-5ed2-4c13-9d13-799fb3495301 3.1 Government Reform Organizations Benefit from greater awareness of complementary initiatives, expertise and opportunities for coordinated action. Government Reform Practitioners and Experts Share and discover ideas, expertise, tools and reform activities across organizational and disciplinary boundaries. Reform Ecosystem Awareness ~ The Building Connections page says increased activity toward reimagining government creates a need to collaborate and leverage each other's efforts while avoiding both groupthink and duplication. Government for a New Era seeks to create cross-pollination and ecosystem awareness by building relationships and opportunities to share ideas and tools across groups and individuals. Source: https://neweragov.org/building-connections/ ^^ Potential Opportunity ~ The desire to increase ecosystem awareness, cross-pollination and discovery while reducing duplication suggests an opportunity for machine-readable descriptions of the intentions of participating organizations and individuals. Publishing goals, objectives and stakeholder interests in a common format could enable automated discovery, matching and notification services to identify complementary or overlapping efforts. Such capabilities could also support formation of objective-based virtual organizations around shared or complementary objectives without requiring creation of new permanent organizations. StratML and related discovery tools are potential enabling mechanisms; they are not currently identified by Government for a New Era. Cross-Partisanship Strengthen constructive relationships among government reform participants representing varied political and policy perspectives. gfne-obj3-2-17e3b02f-c45e-4721-a1c3-b943a4cb8302 3.2 Policymakers Contribute differing political and policy perspectives to consideration and advancement of government reform. Government Reform Practitioners and Experts Engage constructively across political and policy differences to improve reform proposals and prospects for adoption. Cross-Partisan Connections ~ Government for a New Era characterizes its connection-building work as cross-partisan, cross-functional and cross-sector. It intentionally engages stakeholders approaching reform from varied political and policy perspectives. The intended result is not uniformity of views but productive interaction among differing perspectives. Functions & Sectors Strengthen relationships and collaboration across functional, organizational, sectoral and governmental boundaries. gfne-obj3-3-f4cc1f70-7685-4c82-9cc3-79712833a303 3.3 Government Reform Organizations Collaborate across organizational and sector boundaries on complementary government reform efforts. Practitioners Across Levels of Government Contribute experience from different agencies, functions and levels of government to systemwide reform. Experienced and Emerging Experts Contribute established and emerging expertise and varied perspectives to government reform. Cross-Functional and Cross-Sector Connections ~ The initiative intentionally engages practitioners with experience across agencies and levels of government, as well as experienced and emerging experts with varied perspectives. This supports its systemwide approach and reduces the risk that modernization efforts occur in isolated silos. Collaboration & Action Increase constructive dialogue, collaboration and collective action capable of advancing meaningful government reform. gfne-obj3-4-6c225bb5-e061-4e3c-97c1-8c47d163d304 3.4 Government Reform Organizations Coordinate complementary efforts and contribute organizational capacity to collective reform initiatives. Government Reform Practitioners and Experts Participate in constructive dialogue and collective action directed toward improved government systems. Constructive Reform Collaboration ~ Government for a New Era states that while different solutions exist for making government work better, change ultimately requires constructive dialogue, collaboration and collective action. It seeks to harness available energy and expertise to advance reforms that improve government systems for public servants and the American public. Source: https://neweragov.org/building-connections/ Opportunities & Requirements Increase congressional understanding of opportunities and requirements for effective federal systems reform. gfne-obj3-5-b9c1167a-b56a-46d2-927a-778f8cb80305 3.5 Members of Congress and Congressional Staff Consider evidence, proposals and opportunities for statutory, funding and oversight reforms affecting federal systems. Current and Former Federal Employees Provide firsthand experience that can inform congressional understanding and action concerning federal programs and systems. Congressional Reform Understanding ~ The initiative explicitly identifies engagement with Congress as part of building understanding and momentum for change. The Building Connections page also identifies Departure Dialogues, a nonpartisan initiative collecting stories from departing federal employees to help inform future congressional action to strengthen federal programs. The Public Increase public understanding of how governmental systems and capacity affect the outcomes people experience. gfne-obj3-6-5237ca83-0e13-4cb8-a885-e655ef3b4306 3.6 American Public Develops greater understanding of relationships between governmental operations, institutional capacity and experienced outcomes. Government Reform Organizations Help communicate the relationship between government systems and public outcomes. Public Understanding of Government Performance ~ The initiative describes telling "a clear public story" linking how government operates to the outcomes people experience. It seeks to reinforce the proposition that effective delivery depends upon strong state capacity and that meaningful reform is possible. Source: https://neweragov.org/our-approach/ ^^ Potential Consideration ~ Declining public trust may support differing diagnoses of the problem and therefore differing approaches to reform. In the LinkedIn discussion, Mark Forman suggested that low trust across administrations led by both major parties might indicate a preference for returning responsibilities from Washington to the people rather than maintaining a large centralized bureaucracy. This contrasts with interpretations emphasizing restoration of federal institutional capacity. Examination of public trust may therefore benefit from distinguishing dissatisfaction with governmental performance from preferences concerning which level of government, or which nongovernmental institutions, should perform particular functions. Engagement & Buy-In Increase meaningful public participation and support for reforms that improve federal government performance. gfne-obj3-7-c15d2472-39ea-45b4-a1f6-f7cb1e559307 3.7 American Public Contributes experience, perspectives, support and legitimacy to the development and advancement of government reform. Partnership for Public Service Engages the public and seeks to build the momentum and conditions needed for reform. Public Engagement and Buy-In ~ The Government for a New Era homepage states that charting a path toward reform requires public input and buy-in and characterizes public engagement and narrative change as critical components of building both policy proposals and the conditions for reform. It also invites members of the public to share experience that can inform practical reforms. Source: https://neweragov.org/ Coalitions Build durable coalitions capable of demonstrating broad support for policy solutions and advancing their adoption. gfne-obj3-8-c785c756-e217-4760-b388-a956be3ef308 3.8 Government Reform Organizations Combine organizational networks, expertise and support to advance viable policy solutions. Policymakers Assess and act upon reform proposals supported by evidence and broad stakeholder coalitions. Reform Coalition Capacity ~ The Partnership describes itself as a proven coalition builder and identifies coalition building that demonstrates widespread buy-in for policy solutions as part of its experience designing and implementing reforms. Government for a New Era builds upon that institutional capability. Change Sustain sufficient understanding, relationships, energy and support to translate government reform proposals into implemented change. gfne-obj3-9-ea6d5947-f21a-43a6-b795-98ccbc595309 3.9 Government Reform Organizations Sustain collaborative activity and institutional support through the development, adoption and implementation of reforms. Policymakers Convert viable reform proposals into enacted and sustained changes to federal systems. American Public Provides public understanding and support that can help sustain reform across political and electoral cycles. Sustained Reform Momentum ~ Government for a New Era describes relationship building and other groundwork as critical to turning reform ideas into reality. The Partnership brings a long-term, cross-election-cycle and enterprise-wide perspective to this effort. This objective therefore expresses the ultimate result of Goal 3 rather than any particular engagement or coalition-building activity. 2026-09-06 https://neweragov.org/ Owen Ambur Owen.Ambur@verizon.net