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Barriers and breakthroughs in the public sector

In June 2008, SAS brought together executives and consultants across a range of federal agencies to discuss their experiences with performance management initiatives. Some were planning and performance management executives within government agencies. Some were business or IT consultants working with federal agencies.  From all of their accounts, three key themes emerged. Successful performance management initiatives must realign the cultural framework, set the strategic vision and establish the supporting information infrastructure. This paper explores issues and best practices around performance management in government from the people who live and breathe it every day.
 

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