Caught Between Agendas: GPRA,Devolution, and Politics

Abstract

Despite the optimism that has surrounded the performance movement, there are signals that these expectations are not easy to achieve. This paper focuses on performance activities within the federal government and the accountability concerns that have been attached to the federal‐level Government Performance and Results Act (GPRA). It highlights the special problems that are raised in an environment in which federal programs are devolved to state and local government. It reviews the context from which this reform effort has emerged, the constraints surrounding it, highlights several problems in federal performance activities, and suggests an alternative approach to performance instead of GPRA.1–3 Radin, B. A. 2000. The Government performance and results act (GPRA) and the tradition of federal management reform: square pegs in round holes?. J. Publ. Adm. Res. Theor., 1: 111–135. Radin, B. A. 2000. Intergovernmental relationships and the federal performance movement, PUBLIUS. The Journal of Federalism, 30 Radin, B. A. 1998. The Government performance and results act (GPRA): hydra‐headed monster or effective policy tool?. Public Admin. Rev., 58(4): 1–10.