【正文】 source crisis in the public sector. Next, the article documents and discusses some of the actions that various federal agencies have taken in response to the crisis. For example, the General Accounting Office (GAO), the US Office of Personnel Management (OPM), and the Merit Systems Protection Board (MSPB) have conducted numerous surveys, issued reports on causes of the problems, and have developed tools, techniques, and resources to assist the federal agencies in solving the problems. Lastly, the paper outlines remendations and strategies that can lead the federal government to turn this HR crisis into an opportunity for systematic reform, modernization, and revitalization of public sector human resources practices and systems. The recent coalescence of interest in addressing the HR crisis and recognizing its urgency is demonstrated by the inclusion of discussion of workforce problems in congressional hearings, presidential priorities, and reports issued by oversight agencies and public sector think tanks. This heightened attention to the human resources crisis in government represents a promising opportunity to improve and strengthen public service. Initiatives Taken in Response to the Crisis The federal government has taken several initiatives to help minimize the negative impact of the human capital crisis. Senator Voinovich?s Report to the President: The Crisis in Human Capital (2020) makes several remendations that fall in two categories. The first category includes remendations that do not require legislation such as, urging agencies to conduct workforce planning and automating hiring systems to speed up the process. The second category requires legislative action such as making the pay system more flexible by allowing broad banding, or obtaining special hiring authority when needed. Several agencies such as the Forest Service, GAO, and Federal Aviation Administration (FAA) have requested and received special wavers to set pay deviating from the General Schedule pay structure and conduct direct hiring. Following is a discussion of some of the important administrative and legislative initiatives introduced by GAO, OPM, and Office of Management and Budgeting (OMB). Leadership Improvement Compliance with Congress? directive that agencies measure and demonstrate results made it necessary that agency leaders have proven managerial petence and leadership skills. To facilitate strategic management of human resources so that agencies can acplish their policy and programmatic goals, Senator Voinovich asked the GAO to develop two types of management questionnaires that could be used for confirming presidential nominees to administrative positions (GAO,2020b, p. 35). “It is clear that federal agency leaders must create an integrated, strategic view of their human capital—and sustain that attention to create real improvements in the way they manage their people,” argues the senator. The first questionnaire is intended for those appointees who will have significant program management responsibilities, and their responses will inform the Senate of their management experience and preparedness for addressing the current and future top management challenges facing federal agencies. The second questionnaire includes questions on agencyspecific management problems drawn from sources such as the HighRisk series (GAO, 2020). The purpose of this questionnaire is to improve the quality of federal programs by improving the quality of people appointed to manage them. Political appointees must be prepared to substantively address the problems at their agencies, not just give policy direction to the career civil servants. The questionnaires convey the message that the Senate considers effective managerial skills to be a priority for all nominees to senior agency positions. Presidential Management Agenda The President?s Management Agenda (OMB, 2020) has identified several government reform goals that will address the human capital crisis. Among its goals are:(1) workforce planning and restructuring undertaken as part of “strategic management of human capital” that will be defined in terms of each agency?s mission, goals, and objectives, (2) agency restructuring is expected to incorporate anizational and staffing changes resulting from “petitive sources” and expanded Egovernment, (3) as part of the 2020 budget process, OMB has asked departments and agencies to identify statutory impediments to good management, (4) agencies will strengthen and make the most of knowledge, skills, and abilities of their people in order to meet the needs and expectations of “their ultimate clients—the American people.” These reforms are expected to create longterm results that will allow agencies to build, sustain, and effectively deploy the skilled, knowledgeable, diverse, and highperforming workforce needed to meet the current and emerging needs of government and its citizens. These reforms will also allow the workforce to adapt quickly in size, position, and petencies to acmodate changes in mission, technology, and labor markets and will contribute to increasing employee satisfaction. Understanding New Public Service Light (1999) argues that the end of twentieth century marks the end of government centered public service and brings a multispectral service in its place. This means the labor market from which government workers will be drawn has also been altered significantly. “The governmentcentered public service has been replaced by a new public service in which government must pete for talent,” states Light (p. 1). His study of the graduates of the top twenty schools of public administration and public policy shows that the new workforce is likely to change jobs and sectors frequently, as well as be more focused on challenging work than on job security. Light argues that to seriously address this cri