The responsibilities of the Department of Homeland Security (DHS) range from preventing foreign and domestic terrorist attacks; securing the nation's borders; safeguarding transportation systems; responding to natural disasters; nuclear detection; and more. Created in 2002 from a merger that rapidly incorporated parts of eight cabinet departments and 22 government agencies, DHS has struggled to integrate its numerous components and their unique cultures. While DHS is very accomplished at performing its many missions, the nature of the DHS work environment is inherently stressful, and employees suffer from low morale. A Ready and Resilient Workforce for the Department of Homeland Security: Protecting America's Front Line reviews current workforce resilience efforts, identifies gaps, and provides recommendations for a 5-year strategy to improve DHSTogether, the current DHS workforce resilience program. This report stresses the importance of strong leadership, communication, measurement, and evaluation in the organization and recommends content for a 5-year plan that will promote centralized strategic direction and resource investment to improve readiness and resilience at the department. While all DHS component agencies share a common mission, each have distinct roles with different stressors attached, making implementation of an organization-wide resilience or wellness program difficult. The recommendations of A Ready and Resilient Workforce for the Department of Homeland Security outline how DHS can focus its efforts on creating a common culture of workforce readiness and resilience, while recognizing the distinct, proud, celebrated cultures of its component agencies.

In 2010 IAP released Change (Transformation) in Government Organizations, edited by Ronald R. Sims. This well-received volume described how organizational change methods can be used effectively to make government organizations more effective and efficient and better equipped to serve a demanding citizenry. The 2010 book brought together contributions by managers, practitioners, academics, and consultants in the study of international, federal, state, and local government efforts to respond to increased calls for change (transformation) in public sector organizations. Since the release of the 2010 volume, calls for government transformation have continued and intensified, and a number of fresh ideas and examples have been generated from the field. The time is now ripe for a follow-up volume laying out innovative, successful ideas for transforming government. Transforming Government Organizations: Fresh Ideas and Examples from the Field is that follow-up volume. A collection of fresh contributions such as those included in this book will add to the growing knowledge base of what does—and what does not—work when transformation efforts are attempted in government organizations. The contributors to this new volume are experts with extensive experience as change agents in government and other organizations. They provide analyses and discussions of specific cases and issues as well as practical tools, ideas, and lessons learned intended to guide those responsible for similar efforts in the years to come. The audience for the book are government managers, scholars, and others interested in undertaking or learning about such efforts.

Focusing on this broader security culture framework of analysis, this text uses a comprehensive approach to explore cultural factors empirically and pragmatically as they affect threat environment and assessment along core missions, organizational responses, and the aim of fostering safe and secure societies.

Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? Are Generational Categories Meaningful Distinctions for Workforce Management? reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. This report makes recommendations for directions for future research and improvements to employment practices.

Most leaders in the Department of Defense (DoD) agree that family resilience is an important construct, yet DoD does not have a standard definition. The authors of this report review existing definitions of family resilience and offer a candidate definition for DoD use. They also review models of family resilience, identify key family resilience factors, and make recommendations for how DoD can manage family-resilience programs and policies.

This book brings to the forefront the realization that a successful police career involves not only surviving the danger involved in policing but also psychological survival. In this book, a mixed approach is employed that includes research and some practical suggestions from practitioners on how best to deal with the police health crisis. It is based on research associated with police mental health together with the subsequent effects on officers’ performance, physical health, and lifestyle. It begins by outlining the current challenges faced by police, including increased civil unrest, negative public reactions, and a biological siege brought about by the COVID-19 pandemic. Posttraumatic Stress Disorder and depression are reviewed and how these two conditions have been shown to promote negative health issues such as cardiovascular disease and gastrointestinal disorders, comorbid psychological conditions as well as suicide. Resilience is also discussed and its role in ameliorating stress. An overview of factors related to resilience is provided and some of the mechanisms that underpin resilience in police work are examined. Additionally, suggestions are made that may help police organizations foster resiliency in officers. The final chapter asks the question, “Where do we go from here?” The chapter discusses current legislation that will help police deal with the problem of psychological and physical health and suicide. Interventions discussed include the need for wellness programs, reducing stress through the police organization, peers support development, the use of mindfulness as a stress reduction strategy, PTSD mitigation, and reducing the fatigue health effects of shift work.