The GPRA Modernization Act of 2010 requires each federal
agency to identify a set of priority goals, designate someone
to be the goal leader for each goal, review progress toward
these goals, and publicly report at least quarterly on that
progress. Such a process represents a more focused review
(concentrating on the priority goals) than the broader performance
reviews described here.
In this issue of The Business of Government magazine, we survey the intersection where
leadership, complex challenges, and the need for transformation meet. Whether it’s in the
response to the global financial crisis, the national deficit, or the myriad of other pressing
issues facing us, uncertainty seems boundless while constraints on resources are very real.
In another installment of the Leaders Speak Series, I bring you a sampling of current government leaders and their advice on leadership and public service. What makes an effective leader? Why pursue a career in public service? Our guests offer their extended reflections on such questions.
It is our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.
Governments, generally, are much better at giving out money than they are at figuring out where the money is spent, and how successfully. Progress on this front has certainly been made by cities, counties, states and the federal government, but there’s still a long way to go.