Senior Executive Service FlagThe Senior Executive Service (SES) was established by Title IV of the Civil Service Reform Act (CSRA) of 1978 (P.L. 95-454, October 13, 1978) and became effective on July 13, 1979. The CSRA envisioned a Senior Executive Service whose members have shared values, a broad perspective of government, and solid executive skills. Its stated purpose was to "ensure that the executive management of the Government of the United States is responsive to the needs, policies, and goals of the nation and otherwise is of the highest quality."
"The original vision of the Senior Executive Service (SES) was never realized. Most importantly, we find that the original vision itself is inadequate for today's needs and does not provide the blueprint to build the kind of senior government leadership required for the future." ---Unrealized Vision, Booz/Allen/Hamilton
Please see references to Booz Allen Hamilton
'Paperclip Passport' Service - Special Weapons and Tactics Teams - The Grooming of Barry Soetoro - SOS Villages in Pakistan - Al-Qaeda Takes The Fall
Source: questia.com
Is the Senior Executive Service Viable?
Frank D. Ferris; Journal Title: Public Personnel Management. Volume: 18. Issue: 3. Publication Date: Fall, 1989.
This article traces the political history of the federal sector Senior Executive Service, evaluates the current SES structure, [approximately 7,000 SES positions in grades over GS14 just below the presidential level at the head of all federal agencies including the FBI with salaries up to $179,700 per year] and offers some observations as to whether it is viable given the political forces with which it must deal. [What is the effects of politics and power on the organizational commitment of federal executives in the Senior Executive Service re 9/11?] Predictions are made then made as to how the SES will change in the future.
The Senior Executive Service (SES), the system used to manage the senior executives of the federal government has many critics and few proponents. [Abel Danger is the biggest critic of the Senior Executive Service; it is alleged that VideoGuard-encrypted images of the JonBenet Ramsey 'Nutcracker’ murder were used to extort top officials in the Senior Executive Service and Norman Mineta and have them support what Abel Danger refers to as the Matrix 5 man-in-the-middle propaganda attacks on 9/11] Since its inception, it has had to endure high attrition rates, low morale, system contradictions which allow subordinates to be paid more than their superiors, and even lawsuits by the executives against the government.
All of this turmoil repeatedly brings to the surface of public debate the different question of whether the SES is a viable program. [the SES organization is no longer viable for the reason the SES displays the age old axiom that those in power stay in power by reinforcing the existing structure of the organization, therefore the SES is no longer based on merit but rather on the spoils system thus effectively opening up the SES for criticism for what happened on 9/11] However, there is no easy answer and no single criterion of success. One measure might be the 14 purposes of the program that are listed in the law.(1) Yet most will agree that the stated statutory purpose often is only indirectly connected to the real reason the program was established. For example, Alan Campbell, who as President Carter's Civil Service Commission chairman was the primary designer of the SES program, discreetly suggested after the passage of the bill that the real and unstated purpose of the statute was to loosen the "iron triangle alliance" which existed among career bureaucrats, congressional committees, and interest groups. [no longer should service to the SES and employment be based on "a desire to serve the public interest", "loyalty to duty and to the government as a whole", and "social equity"; to survive it is suggested the SES system needs to move to a system of meritocracy] This break up was supposed to increase the ability of the White House to change the direction of the government.(2) Consequently, it is difficult to measure the success of SES against the prescribed statutory purposes.
Other measures are just as likely to be unsatisfying. There is not enough agreement on the goals of public administration [a very difficult and complex premise when this bureaucracy has essentially become a self-inflating bureaucratic structure based on power, status, prestige under the often misunderstood image the public has of the 'government'] to use them as a barometer. Objective research findings are instructive, but almost never persuasive. Even the opinions and interests of those who work with SES members will, at best, only be treated as interesting and informative.
In recognition of this measurement problem, this analyzes data from a variety of sources to develop an understanding of the nature and impact of the SES program; it's successes and failures. [one of the SES's biggest failures is that the SES is top heavy with retired and former military personnel staying within the civil government and SES umbrella because as stated: "they enjoy the work, they want to have an impact on public affairs, the retirement system, and job security, current annual and sick leave benefits."] Included also are comments about its current viability, and some predictions about its future.
