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Performance Management Consortium

About The Consortium

In September 1997, the National Academy of Public Administration formed the Center for Improving Government Performance and established a Performance Consortium to assist agencies in the successful implementation of the Government Performance and Results Act (GPRA/Results Act) and related performance-based management initiatives. This site is dedicated to support the activities of the Academy, the Center, the Performance Consortium, and all who are interested in advancing the cause of a more responsive, accountable government.

From the first policy resolution in November 1991 endorsing the concept of performance management, to the establishment of a panel of Academy members investigating how to improve government performance, the Academy has demonstrated a continuing commitment to supporting the Results Act. We are dedicated to providing comprehensive and helpful services about the GPRA including cutting edge helpful practices and addressing most current issues. If you are interested in joining the Consortium, have a question about it, or would like more information, please contact Richard Keevey, Director, Center for Improving Government Performance, at (202) 347-3190.

The Center for Improving Government Performance held its annual Performance Conference from May 19 to May 22 at the Ronald Regan Building and International Trade Center in Washington, DC. Please click here for proceedings from the conference.

 

 

 

 

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Board of Directors Meeting
May 31-June 3, 2006
Las Vegas, Nevada

Academy Calendar

Academy Fellow Tackles
the Ethics of Dissent

Guerrillas in government are all around us, writes Academy Fellow Rosemary O’Leary in her new book, “The Ethics of Dissent: Managing Guerrilla Government.” The term “guerrilla government” describes career public servants who work against the wishes of their superiors which, O’Leary states, happens more than we may realize in government’s bureaucracy.

O’Leary says guerrillas often choose to remain “in the closet,” moving clandestinely behind the scenes, such as “Deep Throat” or the DMV clerk who deliberately slows the processing of a driver’s license application. Guerrilla dissent is carried out by those who are dissatisfied with the actions of public organizations, programs—or by people who choose not to go public with their concerns.

Ultimately, O’Leary found in her research that public servants and managers could benefit from addressing guerrilla activity. She says they should carefully listen to the creative ideas of these dissenters, even encourage debate, so that constructive changes in the system can be made.

Buy “The Ethics of Dissent: Managing Guerrilla Government”.

The views expressed in this book are those of the Fellow. They do not necessarily reflect the views of the Academy as an institution.


 

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