WorldCat Identities

Walker, David M. (David Michael) 1951-

Works: 260 works in 477 publications in 1 language and 43,993 library holdings
Genres: History 
Roles: Author
Classifications: HJ275, 330.973
Publication Timeline
Most widely held works by David M Walker
Comeback America : turning the country around and restoring fiscal responsibility by David M Walker( Book )

5 editions published between 2009 and 2010 in English and held by 993 WorldCat member libraries worldwide

Shows how we can return to our founding principles of fiscal responsibility and stewardship for future generations, offering bold ideas to control spending, save Social Security, dramatically alter Medicare, and simplify the tax code--while taking into account the Obama Administration's current efforts, which receive never-before-published assessments both complimentary and critical
Delivering on the promise : how to attract, manage, and retain human capital by Brian Friedman( Book )

6 editions published between 1998 and 2014 in English and held by 348 WorldCat member libraries worldwide

This unique, proven, and proprietary methodology makes this invaluable book required reading for every chief executive, human resources director, and line manager
21st century challenges : reexamining the base of the federal government : testimony before the Senate Committee on Homeland Security and Governmental Affairs by David M Walker( Book )

5 editions published between 2005 and 2007 in English and held by 13 WorldCat member libraries worldwide

Medicare : financial outlook poses challenges for sustaining program and adding drug coverage : testimony before the Committee on Ways and Means, House of Representatives by David M Walker( Book )

4 editions published between 2002 and 2003 in English and held by 5 WorldCat member libraries worldwide

Managing for results : using GPRA to help congressional decisionmaking and strengthen oversight : statement of David M. Walker, Comptroller General of the United States, before the Committee on Rules and Organization of the House, Committee on Rules, House of Representatives by David M Walker( Book )

3 editions published in 2000 in English and held by 2 WorldCat member libraries worldwide

The Government Performance and Results Act arose, in part, out of Congress' frustration that its policy and spending decisions and oversight had been handicapped by a lack of precise information on program goals, performance, and costs. Today, agencies must set multiyear strategic goals and corresponding annual goals, measure their performance, and report on their results. The implementation of the act is now at a critical point. By the end of March, agencies are to publish annual performance reports that, for the first time, will provide an overall picture of the performance of federal programs. The information becoming available as a result of the act also affords an opportunity to reexamine what government does, how it does it, and who benefits. In short, the act has the potential to ensure that the government delivers the results that the American people expect and deserve. The Comptroller General's testimony provides an overview of the act's implementation across the executive branch, discusses how the House of Representatives has used the act to improve program oversight and decisionmaking, and suggests ways to use the act to address some of the critical program and management issues confronting the government
Department of Homeland Security : progress report on implementation of mission and management functions : testimony before the Committee on Homeland Security and Governmental Affairs, U.S. Senate by David M Walker( Book )

2 editions published in 2007 in English and held by 1 WorldCat member library worldwide

The Department of Homeland Security's (DHS) recent 4 year anniversary provides an opportunity to reflect on the progress DHS has made. As one of the largest federal reorganizations in the last several decades, the Government Accountability Office (GAO) has reported that the creation of DHS was an enormous management challenge and that the size, complexity, and importance of the effort made the challenge especially daunting and critical to the nation's security. Our prior work on mergers and acquisitions found that successful transformations of large organizations, even those faced with less strenuous reorganizations than DHS, can take at least 5 to 7 years to achieve. This testimony is based on our August 2007 report evaluating DHS's progress since March 2003. Specifically, it addresses DHS's progress across 14 mission and management areas and key themes that have affected DHS's implementation efforts.--Highlights
Federal budget opportunities : opportunities for oversight and improved use of taxpayer funds by David M Walker( Book )

3 editions published in 2003 in English and held by 1 WorldCat member library worldwide

Human capital : building the information technology workforce to achieve results by David M Walker( Book )

2 editions published in 2001 in English and held by 1 WorldCat member library worldwide

This testimony discusses the federal government's strategic human capital management challenges, particularly in the information technology (IT) area. No management issue facing federal agencies could be more critical to the nation than their approach to attracting, retaining, and motivating people. Having enough people with the right mix of knowledge and skills will make the difference between success and failure. This is especially true in the information technology area, where widespread shortfalls in human capital have undermined agency and program performance. The federal government today faces pervasive human capital challenges that are eroding the ability of many agencies--and threatening the ability of others--to economically, efficiently, and effectively carry out their missions. How successfully the federal government acquires and uses information technology will depend on its ability to build, prepare, and manage its information technology workforce. To address the federal government's human capital challenges as a whole, GAO believes that (1) agencies must take all administrative steps available to them under current laws and regulations to manage their people for results; (2) the Administration and Congress should pursue opportunities to put new tools and flexibilities in place that will help agencies attract, retain, and motivate employees--both overall, and especially, in connection with critical occupations such as those in IT, and; (3) all interested parties should work together to determine the nature and extent of more comprehensive human capital (or civil service) reforms that should be enacted over time. These reforms should include greater emphasis on skills, knowledge, and performance in connection with federal employment and compensation decisions, rather than the passage of time and rate of inflation, as is often the case today
Human capital DOD's civilian personnel strategic management and the proposed national security personnel system by David M Walker( )

2 editions published in 2003 in English and held by 0 WorldCat member libraries worldwide

People are at the heart of an organization's ability to perform its mission. Yet, a key challenge for the Department of Defense (DOD), as for many federal agencies, is to strategically manage its human capital. With about 700,000 civilian employees on its payroll, DOD is the second largest federal employer of civilians in the nation. Although downsized 38 percent between fiscal years 1989 and 2002, this workforce has taken on greater roles as a result of DOD's restructuring and transformation. DOD's proposed National Security Personnel System (NSPS) would provide for wide-ranging changes in DOD's civilian personnel pay and performance management, collective bargaining, rightsizing, and other human capital areas. The NSPS would enable DOD to develop and implement a consistent DOD-wide civilian personnel system. Given the massive size of DOD, the proposal has important precedent-setting implications for federal human capital management and OPM. This testimony provides GAO's preliminary observations on aspects of DOD's proposal to make changes to its civilian personnel system and discusses the implications of such changes for government-wide human capital reform. Past reports have contained GAO's views on what remains to be done to bring about lasting solutions for DOD to strategically manage its human capital. DOD has not always concurred with our recommendations. DOD's lack of attention to force shaping during its downsizing in the early 1990s has resulted in a workforce that is not balanced by age or experience and that puts at risk the orderly transfer of institutional knowledge. Human capital challenges are severe in certain areas. For example, DOD has downsized its acquisition workforce by almost half. More than 50 percent of the workforce will be eligible to retire by 2005. In addition, DOD faces major succession planning challenges at various levels within the department. Also, since 1987, the industrial workforce, such as depot maintenance, has been reduced by about 56 percent, with many of the remaining employees nearing retirement, calling into question the longer-term viability of the workforce. DOD is one of the agencies that has begun to address human capital challenges through strategic human capital planning. For example, in April 2002, DOD published a department wide strategic plan for civilians. Although a positive step toward fostering a more strategic approach toward human capital management, the plan is not fully aligned with the overall mission of the department or results oriented. In addition, it was not integrated with the military and contractor personnel planning. We strongly support the concept of modernizing federal human capital policies within DOD and the federal government at large. Providing reasonable flexibility to management in this critical area is appropriate provided adequate safeguards are in place to prevent abuse. We believe that Congress should consider both government-wide and selected agency, including DOD, changes to address the pressing human capital issues confronting the federal government. In this regard, many of the basic principles underlying DOD's civilian human capital proposals have merit and deserve serious consideration. At the same time, many are not unique to DOD and deserve broader consideration. Agency-specific human capital reforms should be enacted to the extent that the problems being addressed and the solutions offered are specific to a particular agency (e.g., military personnel reforms for DOD). Several of the proposed DOD reforms meet this test. At the same time, we believe that Congress should consider incorporating additional safeguards in connection with several of DOD's proposed reforms. In our view, it would be preferable to employ a government-wide approach to address certain flexibilities that have broad-based application and serious potential implications for the civil service system, in general, and the Office of Personnel Management (OPM), in particular. We believe that several of the reforms that DOD is proposing fall into this category (e.g., broad-banding, pay for performance, re-employment and pension offset waivers). In these situations, it may be prudent and preferable for the Congress to provide such authorities on a government-wide basis and in a manner that assures that appropriate performance management systems and safeguards are in place before the new authorities are implemented by the respective agency. However, in all cases whether from a government-wide authority or agency specific legislation, in our view, such additional authorities should be implemented (or operationalized) only when an agency has the institutional infrastructure in place to make effective use of the new authorities. Based on our experience, while the DOD leadership has the intent and the ability to implement the needed infrastructure, it is not consistently in place within the vast majority of DOD at the present time
Fiscal year 2004 budget request : U.S. General Accounting Office by David M Walker( )

2 editions published in 2003 in English and held by 0 WorldCat member libraries worldwide

Social security and surpluses : GAO's perspective on the President's proposals ; statement of David M. Walker, ..., before the Committee on the Budget, testimony US Senate by David M Walker( Book )

2 editions published in 1999 in English and held by 0 WorldCat member libraries worldwide

Commercial Activities Panel: Improving the Sourcing Decisions of the Federal Government by David M Walker( )

3 editions published in 2002 in English and held by 0 WorldCat member libraries worldwide

Since 1955, the executive branch has encouraged federal agencies to obtain commercially available goods and services from the private sector when the agencies determine that such action is cost-effective. 0MB formalized the policy in its Circular A-76, issued in 1966. In 1979, 0MB supplemented the circular with a handbook that included procedures for competitively determining whether commercial activities should be performed in-house, by another federal agency through an interservice support agreement, or by the private sector. 0MB has updated this handbook several times. Under A-76, commercial activities may be converted to or from contractor performance either by direct conversion or by cost comparison. Under direct conversion, specific conditions allow commercial activities to be moved from government or contract performance without a cost comparison study (e.g., for activities involving 10 or fewer civilians.) Generally, however, commercial functions are to be converted to or from contract performance by cost comparison, whereby the estimated cost of government performance of a commercial activity is compared with the cost of contractor performance in accordance with the principles and procedures set forth in Circular A-76 and the revised supplemental handbook. As part of this process, the government identifies the work to be performed (described in the performance work statement), prepares an in-house cost estimate on the basis of its most efficient organization, and compares it with the winning offer from the private sector
moreShow More Titles
fewerShow Fewer Titles
Audience Level
Audience Level
  Kids General Special  
Audience level: 0.32 (from 0.15 for Comeback A ... to 1.00 for Social sec ...)

Comeback America : turning the country around and restoring fiscal responsibility
Alternative Names
Walker, David M.

Walker, David Michael.

دیوید ام. واکر

ウォーカー, ディビッド・M

English (65)

Delivering on the promise : how to attract, manage, and retain human capital