Instilling a culture of accountability at the Department of Homeland Security (DHS): leveraging the Government Performance and Results Modernization Act (GPRA-MA) of 2010

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dc.contributor.advisorNieto-Gomez, Rodrigo
dc.contributor.advisorWoodbury, Glen
dc.contributor.authorSmith, Teresa M.
dc.contributor.departmentNational Security Affairs
dc.dateSep-13
dc.date.accessioned2013-11-20T23:36:30Z
dc.date.available2013-11-20T23:36:30Z
dc.date.issued2013-09
dc.descriptionCHDS State/Localen_US
dc.description.abstractLinking the theoretical conceptualization of public and organizational accountability, defined as a culture of high-trust, with the Government Performance and Results Modernization Act (GPRA-MA) of 2010, may revolutionize the way Department of Homeland Security (DHS) leaders and performance practitioners, partners and stakeholders consider and apply strategic performance management practices and processes within the department. This thesis contains twelve (12) recommendations based on the concept of meta-governance, which incorporates relational webs and network power involving the general public, into departmental performance management and improvement processes. Our next generation solution to creatively implement the GPRA-MA, innovative (democratic) networked governance, integrates social complexity theory epistemologies and best practice principles in an attempt to ameliorate the five (5) cultural conditions identified as contributing to deficiencies within the five (5) major focus areas of the GPRA-MA. Placing organizational management, strategic planning, program evaluation, performance measurement, governance, accountability and decision making within the larger context of fiscal, ethical and democratic responsibility and responsiveness, would be an inestimable force multiplier to both DHS politically appointed and career officials, having the potential to revolutionize the way the United States of America secures and protects its homeland.en_US
dc.description.serviceChief Performance Management and Analysis, U.S. Customs and Border Protection, Washington, DCen_US
dc.description.urihttp://archive.org/details/instillingcultur1094537720
dc.identifier.urihttps://hdl.handle.net/10945/37720
dc.publisherMonterey California. Naval Postgraduate Schoolen_US
dc.rightsCopyright is reserved by the copyright owner.en_US
dc.subject.authorGovernment Performance and Results Act (GPRA)en_US
dc.subject.authorAccountabilityen_US
dc.subject.authorPerformance Managementen_US
dc.subject.authorPerformance Management Frameworken_US
dc.subject.authorPerformance Improvementen_US
dc.subject.authorPerformance Measurementen_US
dc.subject.authorPerformance Reviewsen_US
dc.subject.authorStrategic Planningen_US
dc.subject.authorDecision-Makingen_US
dc.subject.authorData Analysisen_US
dc.subject.authorProgram Evaluationen_US
dc.subject.authorTransparencyen_US
dc.subject.authorMeta-Governanceen_US
dc.subject.authorSocial Complexity Theoryen_US
dc.titleInstilling a culture of accountability at the Department of Homeland Security (DHS): leveraging the Government Performance and Results Modernization Act (GPRA-MA) of 2010en_US
dc.typeThesisen_US
dspace.entity.typePublication
etd.thesisdegree.disciplineSecurity Studies (Homeland Security And Defense)en_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.nameMaster of Arts In Security Studies (Homeland Security And Defense)en_US
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