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Current Projects
OPM PROGRAM ASSESSMENT AND PERFORMANCE MEASUREMENT DEVELOPMENT (posted 5/2/2005)

Client/Funder:

Office of Personnel Management

Purpose and Scope:

As required by the U.S. Office of Management and Budget (OMB), the Office of Personnel Management (OPM) is preparing initial Program Assessment Review Tool (PART) submissions for two programs, reviewing programs recently assessed, and preparing other programs for future assessments.

OPM has asked Economic Systems Inc (ESI), a private consulting firm, and the National Academy of Public Administration (Academy), as ESI’s partner, to offer its program managers technical assistance and advice in developing an effective PART process, defining program purpose and mission, and developing performance measures against which OPM will be held accountable.

The Academy and ESI will engage in the following tasks:

1. Assist in conducting the PART analysis for the Center for Talent Services and Merit Systems Compliance programs.

2. Recommend how OPM can structure its PART process for FY 2008.

3. Help define purpose and mission for OPM programs.

4. Develop new or update existing performance measures for all OPM PART-eligible programs.

The Academy has appointed a Panel of Fellows to oversee the project, with project management and staff support from ESI and the Academy.

Center:

Academy Studies

Project Director:

Terry Buss

Project Status:

Initialising

Panel:

Curtis Smith, Panel Chair—Adjunct Faculty, Department of Public and Environmental Affairs, Indiana University, and Adjunct Faculty, Virginia Polytechnic Institute and State University. Former Malcolm R. Meyers Distinguished Chair in Public Service, Wilson Center for Leadership, Hampden-Sydney College; Director, Federal Executive Institute. Former positions with the U.S. Office of Personnel Management: Associate Director for Retirement and Insurance; Associate Director for Career Entry; Policy Advisor to the Director; Deputy Assistant Director for Pay and Benefits Policy, Compensation Group; Special Assistant to the Associate Director; Legislative Assistant.

Jonathan D. Breul—Partner, IBM Business Consulting Services, and Senior Fellow, IBM Center for the Business of Government. Former positions with the U.S. Office of Management and Budget: Senior Advisor to the Deputy Director for Management; Chief, Evaluation and Planning Branch, General Management Division; Senior Management Analyst. Former Senior Grants Policy Specialist, Office of the Assistant Secretary for Management and Budget, U.S. Department of Health and Human Services.

Harriet G. Jenkins—Consultant. Former Director, Office of Senate Fair Employment Practices, U.S. Senate; Assistant Administrator, Equal Opportunity Programs, National Aeronautics and Space Administration; Teacher, Principal, Director of Elementary Education, and Assistant Superintendent for Instruction, Berkeley Public School System.

Frank Thompson—Dean, Nelson A. Rockefeller of Public Affairs and Policy, Acting Provost, and Professor of Public Administration and Policy, Political Science, and Public Health, State University of New York at Albany. Former Executive Director, National Commission on the State and Local Public Service (Winter Commission); Professor and Department Head, University of Georgia; Program Analyst, U.S. Public Health Service; Assistant Professor of Political Science, California State University at Long Beach.


Meetings:

Meeting 1: May 25, 2005 (posted 5/2/05)
Meeting 2: July 14, 2005 (closed) (posted 6/6/05)
Meeting 3: August 11, 2005 (closed) (posted 7/1/05)

Subsequent meetings to be determined.


For information on panel meetings, please contact Marty Ditmeyer at mditmeyer@napawash.org.

 

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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”.


 

 

National Academy of Public Administration