making an impact through effective leadership communication

8/12/2019 Making An Impact Through Effective Leadership Communication

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PARTNERSHIP FOR PUBLIC SERVICE | JULY 2014

Effective communication from organizational leaders isneeded to establish a transparent, positive work environ-

ment. There is a statistically significant correlation be-tween effective workplace communication and employee

job satisfaction,1but communicating effectively and mo-

tivating employees is a challenge for many leaders.In this Best Places to Work in the Federal Government

snapshot, the Partnership for Public Service and Deloitteconsidered three questions from the Office of Personnel

Managements (OPM) 2013 Federal Employee ViewpointSurvey to measure employee satisfaction with leadershipcommunication in their agencies. The questions covered

the communication of goals and priorities, the informa-tion provided to different work units and employee sat-

isfaction with information they receive regarding what istaking place in the organization.

Based on employees responses to these questions, acommunications index was created to measure how sat-isfied employees are with information they are receiving

from their senior leaders and managers. To understandrecent trends, data from the past five years was analyzed.

1 Deloitte Consulting LLP, Silencing the static: Engaging employeesin an unsettled environment, July 2014.

2013 BEST PLACES TO WORK IN THE

FEDERAL GOVERNMENT ANALYSIS

Making An Impact ThroughEffective LeadershipCommunication

Leadership communication and Best Places toWork Index trends

Index score Leadership Communication score


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PARTNERSHIP FOR PUBLIC SERVICE | JULY 2014 2

GOVERNMENT-WIDE RESULTS

Managers communicate the goals andpriorities of the organization (Q)

Percentage of positive responses government-wide on communication questions

How satisfied are you with the informationyou receive from management on whatsgoing on in your organization? (Q)

Managers promote communication among

different work units (for example aboutprojects goals needed resources) (Q)

Our Best Places to Work analysis

shows that employee satisfactionwith their leaders communication

is low and has been dropping on av-erage across the federal government.

The 2013 government-wide lead-

ership communication index score is50.2 out of 100, indicating that only

half of the federal workforce is satis-fied with the level of communication

it is receiving from those in leadershippositions at their agencies. This score

represents a 3.9 point drop since 2009.From 2009 to 2013, more than 60

percent of the agencies for which

data are available registered a de-crease in satisfaction with leadership

communication.2 This result under-

scores the need for leaders to focuson improving communication withtheir employees. Overall, the rank-ings on leadership communication

closely mirror theBest Places to Workindex rankings, highlighting the link

between leadership communicationand overall employee satisfaction.

2 Data available for 2009 and 2013 for 56 outof 71 large, mid-size and small agencies.

The factors behind the leadershipcommunication scores

Of the three survey questions used tomeasure federal employee satisfac-tion with leadership communication,

the lowest score was represented by

the information employees receivefrom management on what is goingon in their organization. Only 44.8

percent of employees respondedpositively on this question in 2013compared to 48.1 percent in 2009, as

shown below.In addition, less than half of fed-

eral employees surveyed throughoutthe federal government are satisfied

with the extent to which managerspromote communication among workunits. The government-wide score on

this question dropped from 54.5 per-cent in 2009 to 48.2 percent in 2013.

At the same time, 57.5 percent be-lieve their managers communicate

the goals and priorities of the or-ganization, the highest score of thethree questions. The 2013 score,

however, represents a 2.2 point de-crease from 2009.

Government trails theprivate sector

According to data provided by HayGroup, 60 percent of private sec-tor employees are satisfied with

the information they receive from

management on what is going onin their organization.3 The govern-ments score on this same question,

the only one for which there is com-parative data, is 15.2 points lower,highlighting a disparity in satisfac-

tion with this aspect of leadershipcommunication.

Agency highlights

Despite the overall negative trendregarding employee satisfaction

with leadership communication

across the government, agency-spe-cific results show wide variations intheir communications index scores.

3 Partnership for Public Service, PrivateSector Comparison, The Best Places to Workin the Federal Government 2013 Rankings,http://bestplacestowork.org/BPTW/over-view/analysis/private_sector_comparison.php (accessed 24 July 2014).


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The Best Places to Worktrends

indicate a decline in employee

satisfaction with leadership

communication across government,

a worrisome sign since leadership

communication can have a

significant impact on employee

attitudes toward their jobs and

workplaces. Leaders should

take affirmative steps to keep

employees better informed about

organizational and work unit goals

and activities. Increased efforts

to effectively communicate with

employees can help improve

job and workplace satisfaction

and, ultimately, employee

commitment and productivity.

Among large agencies, scores

range from 68.0 at the National Aero-nautics and Space Administration

(NASA) compared to only 38.8 per-cent at the Department of HomelandSecurity (DHS). The scores for mid-

size agencies range from 68.8 percentat the Federal Deposit Insurance

Corporation (FDIC) to 41.3 percentat the Broadcasting Board of Gover-

nors (BBG). Among small agencies,the Surface Transportation Board

has a leadership communicationscore of 75.9, compared to a scoreof only 34.1 at the Office of the U.S.

Trade Representative.While about half of the agencies

for which data were available reg-

istered declines in their leadershipcommunication scores from 2012 to2013, there were several that showedconsiderable improvement. The lead-

ership communication index scorefor the Office of the Inspector Gen-

eral in the Department of Commerce,for example, increased by 18.4 points.

Additionally, the scores for the U.S.International Trade Commission and

STEPS YOU CAN TAKE TO IMPROVE THE IMPACT OF YOUR LEADERSHIP COMMUNICATIONS

two subcomponents within the De-

partment of Justicethe CriminalDivision and the Antitrust Division

all increased by more than 11 points.While there is a tendency in a vol-

atile and uncertain environment tostifle communications, some agencyleaders resisted this trend during the

last few years of budget cuts, hiringfreezes and the government shut-

down by increasing their interactionswith employees. The agencies that

scored high on leadership commu-nication have tended to be proactive,making a concerted effort to keep

employees informed and engaged re-garding what is taking place within

their organizations.

NASA, for example, hosts a VirtualExecutive Summit that allows Ad-ministrator Charles Bolden to con-nect with employees using online

tools. This initiative demonstrateshow agency leaders can leverage

technology to engage in meaningfulinteractions with employees even

when these employees are based indiverse geographic locations. NASAs

managers also actively seek employ-

ee feedback through focus groupand surveys, customizing questions

based on their immediate relevanceto the agency.

Summary

Low levels of employee satisfactionwith leadership communication in2013 go hand-in-hand with lower

employee satisfaction scores across-the-board. While some agencies

have prioritized effective leadershipcommunication, government-wide

satisfaction levels on leadershipcommunication have decreased in

recent years. Agencies will need tomake a concerted effort to increaseleadership communication in order

to reverse this negative trend.

Below are some approaches to consider to improve the effectiveness of lead-ership communication. These approaches are based on actions taken by someof the most improved and best performing agencies that the Partnership for

Public Service has highlighted over the years in theBest Places to Workrank-ings as well as in the 2013 report by the Partnership and Deloitte, Ten Years

of theBest Places to Workin the Federal Government Rankings.

Make communication a consistent priority for leadership

Establishing effective leadership communication does not happen overnight.

In order to effectively drive communication, agency leaders must consistentlyfocus on improving and maintaining quality communication, not just engag-

ing in short-lived initiatives.The FDIC, for example, established leadership communication as a key

agency priority by launching regular initiatives that put employees directly in

contact with the agencys leaders on a regular basis. Leaders began holdingquarterly call-ins where employees from around the country can speak directly

with the agencys chairman. These call-ins are unscripted, allowing employeesto ask any questions they have and obtain answers directly from agency lead-

ership. The agency also holds both virtual and in-person town hall meetings,creating multiple venues where employees can receive information from seniorleadership.


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Communicate with employees through multiple platforms

Not all employees prefer to receive and convey information through the same medi-

um. In order to effectively communicate with all staff, agency leaders should strive tocommunicate with employees through multiple platforms. From more conventional

means of leadership communication, such as one-on-one discussions and emails, tomore innovative communication methods, such as video conferencing and social me-dia, leaders should leverage a range of platforms to communicate with employees.

The management at the U.S. Mint, for example, uses multiple communications

platforms to increase internal communication. While the public affairs office lever-ages electronic communications such as an internal television network and an onlinequestion and answer box, it also provides print-outs of online content in common

areas to ensure that all employees have access to information from agency leadership.

Maintain open and direct communication between managers and employees

Effective communication is only possible when agency leadershipfrom senior lead-

ers to managersmaintains open, direct lines with employees. Agencies can fosteropen leadership communication in many ways, from holding regular town hall meet-ings and hosting office hours where employees meet directly with leaders, to orga-

nizing webinars that allow leaders to overcome geographical hurdles and engageemployees located outside agency headquarters.

The chairman of the Federal Labor Relations Authority demonstrated her com-

mitment to open communication by holding town hall meetings for all employees,including employees at regional offices across the country. The agency also has putin place regular meetings where leadership shares information and directly solicits

ideas from employees for improvement. These strategies give employees a direct lineof contact with the agency leadership.

Implement employee suggestions to convey commitment to communication

Soliciting employees opinions is an initial step toward improving agency commu-

nication. Simply collecting these ideas, though, does little to improve satisfaction ifemployees believe agency leadership does not receive and use their feedback. When

leaders utilize ideas generated by agency staff, however, employees receive a clearmessage that their voice is both heard and valued.

The Department of Transportation (DOT) launched an online community, Idea-

Hub, where agency employees can submit and collaborate on ideas to drive inno-vation and change. Once these ideas are refined, they are communicated online toeveryone at the agency and to the individual who originally submitted the idea. Bynot only collecting, but implementing employee ideas and communicating this in-

formation back to agency staff, DOTs leadership demonstrates that communicationwith employees is taken seriously.

Consider a holistic framework

Adopting a strategic approach to improving leadership communication can be an ef-fective way to drive change in an agency. Deloitte outlined four key stages as part of a

holistic framework to foster effective communication.4First, agencies should assessthe state of communication within the organization, taking stock of employee con-

cerns and the agencys current communications strategy. This initial assessment al-lows agency leaders to develop goals for improving communication moving forward,possibly including metrics to gauge progress and guidelines for advancing communi-

cation. After formulating this strategy, the agency can develop and begin using newcommunications channels. Once these strategies are in place, agencies can further

improve the effectiveness of leadership communication by measuring the successof these new approaches and by revising these strategies as needed based on em-

ployee feedback. By approaching communication strategically, leaders can moreeffectively and systematically improve leadership communication.

4 Deloitte Consulting LLP, Silencing the static: Engaging employees in an unsettled environment,July 2014.


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Large agency leadership communication rankings

RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(2012-2013)

National Aeronautics and Space Administration

Intelligence Community

Department of the Treasury -

Social Security Administration -

Department of Commerce

Department of the Navy -

Office of the Secretary of Defense Joint Staff Defense Agencies

and Department of Defense Field Activities

Department of State -

Department of Health and Human Services -

Department of Transportation

Department of the Air Force -

Department of Justice

Department of Labor -

Environmental Protection Agency -

Department of the Army -

Department of Veterans Affairs

Department of Agriculture

Department of the Interior -

Department of Homeland Security -


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-- = Not available

Mid-size agency leadership communication rankings

RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(2012-2013)

Federal Deposit Insurance Corporation -

Nuclear Regulatory Commission -

Federal Trade Commission -

Federal Communications Commission

Office of Personnel Management

National Credit Union Administration -

General Services Administration -

Federal Energy Regulatory Commission

Government Printing Office --

Small Business Administration

US Agency for International Development -

Equal Employment Opportunity Commission -

Department of Education

Court Services and Offender Supervision Agency -

National Science Foundation

Department of Energy -

National Labor Relations Board -

National Archives and Records Administration

Securities and Exchange Commission

Department of Housing and Urban Development -

Broadcasting Board of Governors

NA Government Accountability Office -- --

NA Smithsonian Institution -- --


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Small agency leadership communication rankings

RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(2012-2013)

Surface Transportation Board

Federal Labor Relations Authority

Overseas Private Investment Corporation -

Federal Mediation and Conciliation Service

National Endowment for the Humanities

Peace Corps -

Federal Retirement Thrift Investment Board

Selective Service System

US International Trade Commission

Railroad Retirement Board

National Endowment for the Arts

Millennium Challenge Corporation

Merit Systems Protection Board -

Corporation for National and Community Service -

Office of Special Counsel -

Consumer Product Safety Commission

Pension Benefit Guaranty Corporation -

Office of Management and Budget -

National Gallery of Art

Federal Housing Finance Agency

International Boundary and Water Commission

National Transportation Safety Board -

Defense Nuclear Facilities Safety Board -

Federal Election Commission

Commodity Futures Trading Commission -

Export-Import Bank of the United States -

Federal Maritime Commission

Office of the US Trade Representative

NA Farm Credit Administration -- --

-- = Not available


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Agency subcomponent innovation rankings

RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

John C Stennis Space Center (NASA)

George C Marshall Space Flight Center (NASA)

Federal Highway Administration (DOT)

Patent and Trademark Office (Commerce)

Office of the Inspector General (DOT)

Office of the Inspector General (GSA)

Office of the Inspector General (Treasury)

Civil Division (DOJ)

Office of the Inspector General for Tax Administration (Treasury)

Bureau of Economic Analysis (Commerce)

Naval Reserve Force (Navy)

Goddard Space Flight Center (NASA)

Lyndon B Johnson Space Center (NASA) -

John F Kennedy Space Center (NASA)

Office of the Executive Director (FERC) --

Air Force Office of Special Investigations (Air Force)

Naval Special Warfare Command (Navy) -

Office of the Comptroller of the Currency (Treasury) -

Office of Planning Evaluation and Policy Development (ED) --

Employee Services (OPM) -

Merit System Audit and Compliance (OPM) --

Langley Research Center (NASA) -

Office of the Inspector General (Interior)

John Glenn Research Center at Lewis Field (NASA)

Field Operating Offices of Office of the Secretary of the Army (Army) -

Office of the General Counsel (FERC) --

Bureau of Industry and Security (Commerce)

Alcohol and Tobacco Tax and Trade Bureau (Treasury) -

Defense Contract Audit Agency (DOD)

Office of the Inspector General (VA) -

Healthcare and Insurance (OPM) --

Office of the Chief Financial Officer (OPM) --

Office of the Inspector General (OPM) --

Office of the Inspector General (ED)

Environment and Natural Resources Division (DOJ) -

Air Force Elements US Transportation Command (Air Force)

Facilities - Security - Contracting (OPM) --


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

US Air Forces Europe (Air Force)

Economic Research Service (USDA)

Defense Security Service (DOD)

Civilian Career Training (Air Force) -

Federal Railroad Administration (DOT)

Centers for Medicare and Medicaid Services (HHS)

Office of the Chief Financial Officer (ED) -

Joint Activities (Army)

Health Resources and Services Administration (HHS)

Dryden Flight Research Center (NASA)

Headquarters (NASA) -

Research and Innovative Technology Administration (DOT) -

HR Solutions (OPM)

Federal Acquisition Service (GSA)

Domestic Nuclear Detection Office (DHS) --

Ames Research Center (NASA)

Office of Enforcement (FERC) --

Federal Motor Carrier Safety Administration (DOT) -

Pretrial Services Agency (CSOSA) -

Office of the Inspector General (USDA)

Tax Division (DOJ)

Office of the Inspector General (EPA) -

Region - Philadelphia (EPA) -

Defense Logistics Agency (DOD)

Region - Atlanta (EPA)

Office of the Chief Financial Officer (GSA)

Office of Governmentwide Policy (GSA)

Bonneville Power Administration (DOE)

Retirement Services (OPM)

Office of Administration and Resources Management (EPA) -

Federal Investigative Service (OPM)

Office of the Chief Information Officer (ED) --

Office of Field Policy and Management (HUD) -

Internal Revenue Service (Treasury) -

Naval Education and Training Command (Navy) -

Bureau of Engraving and Printing (Treasury)

Strategic Systems Programs Office (Navy) -

Public Buildings Service (GSA) -


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

US Army Accessions Command (Army)

Office of Labor-Management Standards (DOL) -

Office of the Inspector General (Commerce)

US Special Operations Command (Army) -

Administration for Community Living (HHS) --

Office of Energy Market Regulation (FERC) --

Centers for Disease Control and Prevention (HHS) -

Missile Defense Agency (DOD)

Global Strike Command (Air Force)

Food Nutrition and Consumer Services (USDA)

Bureau of the Public Debt (Treasury) -

National Technical Information Service (Commerce) --

Office of Management (ED) -

Region - Denver (EPA) -

Civil Rights Division (DOJ)

Bureau of Labor Statistics (DOL) -

US Army Acquisition Support Center (Army) -

Air Combat Command (Air Force) -

Office of Naval Research (Navy) -

National Cemetery Administration (VA)

US Army Space and Missile Defense CommandUS Army Forces

Strategic Command (Army)

Air Force Audit Agency (Air Force) -

United States Coast Guard (DHS) -

US Trustees Program (DOJ) -

Air Force Special Operations Command (Air Force) -

Wage and Hour Division (DOL) -

Office of the Secretary (Commerce)

US Mint (Treasury) -

Office of the Secretary (DOT) -

National Highway Traffic Safety Administration (DOT) -

Institute of Education Sciences (ED) --

Region - Kansas City (EPA) -

Drug Enforcement Administration (DOJ)

Office of Energy Projects (FERC) --

Naval Air Systems Command (Navy) -

Office of the Chief Information Officer (OPM) -

Executive Office of US Attorneys and US Attorneys (DOJ)


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

Departmental Offices (Treasury)

Agricultural Marketing Service (USDA) --

Agency for Healthcare Research and Quality (HHS) -

Office of Justice Programs (DOJ) -

Naval Supply Systems Command (Navy)

Justice Management Division (DOJ)

Naval Medical Command (Navy)

All Other Components (Air Force) --

US Army Forces Command (Army) -

Office of Elementary and Secondary Education (ED)

Region - New York (EPA)

Office of the Solicitor (DOL) -

Pacific Air Forces (Air Force)

Air National Guard Support Center (Air Force)

Naval Sea Systems Command (Navy)

Headquarters - Air Force Reserve (Air Force)

Occupational Safety and Health Administration (DOL) -

US Atlantic Fleet - Commander In Chief (Navy)

Federal Law Enforcement Training Center (DHS)

Field Operating Agencies of the Army Staff Resourced Through OA- (Army)

Food and Drug Administration (HHS) -

US Army Training and Doctrine Command (Army) -

Assistant for Administration - Under Secretary of the Navy (Navy) -

Office of the Secretary of the Army (Army)

Office of the Chief Information Officer (GSA)

Air Force Elements US Northern Command (Air Force) -

Federal Bureau of Investigation (DOJ)

Headquarters and Support Elements (Air Force) -

Citizenship and Immigration Services (DHS)

Air Force Elements US Special Operations Command (Air Force) -

US Army Reserve Command (Army)

Defense Finance and Accounting Service (DOD)

National Institutes of Health (HHS) -

Air Mobility Command (Air Force) -

Bureau of the Census (Commerce) -

Naval Facilities Engineering Command (Navy)

National Institute of Standards and Technology (Commerce) -

Space and Naval Warfare Systems Command (Navy) -


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

Bureau of Naval Personnel (Navy) -

Natural Resources Conservation Service (USDA) -

Defense Contract Management Agency (DOD) -

US Geological Survey (Interior)

Food Safety and Inspection Service (USDA) -

Federal Aviation Administration (DOT)

Defense Threat Reduction Agency (DOD)

Office of the Inspector General (DHS) -

Office of the General Counsel (GSA) --

US Pacific Fleet - Commander In Chief (Navy) -

Bureau of Ocean Energy Management (Interior)

Office of the Secretary (HHS) -

Office for Civil Rights (ED)

Region - Dallas (EPA) -

Region - San Francisco (EPA) -

Veterans Benefits Administration (VA)

US Fish and Wildlife Service (Interior) -

Office of Community Planning and Development (HUD) -

Air Force Elements US Strategic Command (Air Force) -

National Institute of Food and Agriculture (USDA) --

US Army Pacific (Army) -

Office of the Chief of the National Guard Bureau (Army) -

Antitrust Division (DOJ)

Defense Information Systems Agency (DOD) -

Farm Service Agency (USDA) -

Defense Human Resources Activity (DOD)

Employee Benefits Security Administration (DOL) -

Region - Boston (EPA) -

Federal Student Aid (ED) -

US Air Force Academy (Air Force) -

Criminal Division (DOJ)

Programs - Staff - Field Offices (DOE) --

Marine Corps (Navy) -

US Army Military District of Washington (Army)

Office of Air and Radiation (EPA) -

Air Force Materiel Command (Air Force) -

Pipeline and Hazardous Materials Safety Administration (DOT)

Office of the Chief Human Capital Officer (GSA)


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

Civil Engineering Center (Air Force) --

Risk Management Agency (USDA) -

US Military Entrance Processing Command (Army)

Office of the Chief Financial Officer (EPA) -

Office of the Inspector General (DOJ) -

Military Sealift Command (Navy) -

Executive Office for Immigration Review (DOJ) -

US Marshals Service (DOJ)

Washington Headquarters Services (DOD) --

Departmental Administration (USDA) -

Agricultural Research Service (USDA)

Office of Policy Development and Research (HUD) -

Space Command (Air Force) -

Office of the Chief Financial Officer (HUD)

Air Education and Training Command (Air Force) -

US Army Corps of Engineers (Army) -

National Telecommunications and Information Administration (Commerce)

US Army Europe (Army) -

Air National Guard Units (Mobilization) (Title ) (Air Force) -

Financial Management Service (Treasury) -

Immediate Office of the Chief-of-Staff of the Army (Army) -

Commander - Navy Installations (Navy)

Department of Defense Education Activity (DOD) -

Bureau of Land Management (Interior) -

Office of the General Counsel (HUD) -

Office of Special Education and Rehabilitative Services (ED) -

US Army Medical Command (Army) -

Administration for Children and Families (HHS) -

International Trade Administration (Commerce)

Office of the Secretary of the Interior (Interior) -

Federal Transit Administration (DOT) -

Office of Workers Compensation Programs (DOL) -

Veterans Health Administration (VA) -

US Army Installation Management Agency (Army) -

Bureau of Reclamation (Interior) -

Maritime Administration (DOT)

Office of the General Counsel (USDA)

Office of Fair Housing and Equal Opportunity (HUD) -


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

Bureau of PrisonsFederal Prison System (DOJ)

Community Supervision Program (CSOSA) --

US Army Materiel Command (Army) -

Grain Inspection Packers and Stockyards Administration (USDA) --

Assistant Secretary for Housing - Federal Housing Commissioner (HUD) -

TRICARE Management Activity (DOD) -

Rural Development (USDA) -

Office of the Assistant Secretary for Administration and Management (DOL) -

Office of the Inspector General (DOD) --

Office of Public and Indian Housing (HUD) -

US Army Criminal Investigation Command (Army) -

Office of Research and Development (EPA) -

Mine Safety and Health Administration (DOL) -

Power Marketing Administrations (DOE) -

Office of the Administrator (EPA) -

Immediate Office of the Chief of Naval Operations (Navy) -

Animal and Plant Health Inspection Service (USDA) --

National Oceanic and Atmospheric Administration (Commerce) -

Office of Environmental Information (EPA)

Headquarters Air Intelligence Agency (Air Force) -

All Other Components (DOJ) --

Veterans Employment and Training Services (DOL)

Office of Federal Contract Compliance Programs (DOL)

Central Office (VA) -

Office of Water (EPA) -

Naval Intelligence Command (Navy) -

Management Directorate (DHS) -

International Broadcasting Bureau (BBG) -

Secret Service (DHS) -

Bureau of Alcohol Tobacco Firearms and Explosives (DOJ)

Employment and Training Administration (DOL) -

US Army Central (Army) --

Office of Enforcement Compliance Assurance (EPA) -

Office of the Inspector General (DOL) -

Air Force Personnel Center (Air Force) -

Joint Services and Activities Supported By the Office Secretary of the Army (Army) -

National Nuclear Security Administration (DOE) -

Office of Cuba Broadcasting (BBG) --


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RANK AGENCY

LEADERSHIP

COMMUNICATION

SCORE (2013)

POINT CHANGE

(-)

Region - Seattle (EPA) -

Air Force District of Washington (Air Force) -

Region - Chicago (EPA) -

Federal Emergency Management Agency (DHS) -

National Park Service (Interior) -

US Army Netcomth Army Signal Command (Army) -

Office of Chief Procurement Officer (HUD) --

Office of the Chief Human Capital Officer (HUD) -

US Army Test and Evaluation Command (Army)

US Army Intelligence and Security Command (Army) -

National Agricultural Statistics Service (USDA)

Office of Surface Mining (Interior) -

US Army North (Army) --

Defense Commissary Agency (DOD) -

Indian Health Service (HHS) -

Substance Abuse and Mental Health Services Administration (HHS) -

Office of the Secretary (DHS) -

Intelligence and Analysis (DHS) -

Forest Service (USDA) -

Office of Solid Waste and Emergency Response (EPA) -

Voice of America (BBG)

Bureau of Safety and Environmental Enforcement (Interior) -

Office of Chemical Safety and Pollution Prevention (EPA) -

Office of Chief Information Officer (HUD)

Foreign Agricultural Service (USDA) -

Transportation Security Administration (DHS) -

Administrative Law Judges (DOL) --

Customs and Border Protection (DHS) -

Bureau of Indian Affairs (Interior) -

Office of Postsecondary Education (ED) -

Immigration and Customs Enforcement (DHS) -

National Protection and Programs Directorate (DHS) -

Office of the Solicitor (Interior) -

Economic Development Administration (Commerce) -

Financial Crimes Enforcement Network (Treasury) -

Office of the Under Secretary for Science and Technology (DHS) -

NA US Army Audit Agency (Army) -- --

-- = Not available

making an impact through effective leadership communication

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