1. Prepared by
Thomas G. McWeeney, PhD
Executive Director, Public Leadership Institute
www.CSM-PLI.org
April 4, 2013
LEADERSHIP, ETHICS
P E R F O R M A N C E
I M P E R A T I V E
AND THE
A PROSPECTUS

3. Prospectus Contents
• Preface
• Overview
• The Leadership Imperative
• Training Program
• Excerpts

4. P R E F A C E

5. Hello - I'm Tom McWeeney, Executive Director of the Public Leadership Institute.
This is one of the few times in our history where American citizens are truly dependent upon government
to be properly focused, efficiently managed, and well led. While bureaucratic ineptitude and
inefficiencies have historically been viewed with amusement by the 97% of Americans who work in the
private sector, the need for government agencies to reach and sustain a high level of performance is now a
public management imperative. For the foreseeable future, public services associated with health care,
social security, law enforcement, infrastructure, education and housing are all considered essential to
public safety and public well being. Quality performance in these areas is dependent upon effective
leadership.
For most public sector organizations, elevating performance to a new level requires change. Unfortunately,
the strongest force in most government agencies continues to be a cultural resistance to change. It’s a true
barrier – it makes simple things complex, prevents apparent solutions from taking hold, and reinforces the
status quo at every level. While institutional resistance to change is a powerful and regressive force, it
can be overcome.
After working in government agencies, teaching public administration for more than 30 years, and having
observed many efforts to enhance performance through new systems and procedures, I believe that both
educators and reformers have forgotten the role that human beings – acting as leaders – play in defining
and achieving success. Simply stated, the only thing that can break through the force-field of change
resistance is strong, ethically motivated, committed, and engaged leadership. Such leadership has proven
to be the imperative, the direction, and the power to define and achieve success. Our new training
program seeks to capture both leadership essentials and the critical role that leadership must play in
driving government agencies to new directions and high performance. (cont. on next page)
Leadership & Public Management

6. This presentation introduces a new approach to leadership training for public employees – focusing on the
little understood and often ignored role of leadership in obtaining high value performance from public
agencies. Our approach seeks to address both the training needs of emerging leaders and the realities of
the current environment by:
• Emphasizing the ethical imperative of public officials to do “the right thing” and ensure a maximum
feasible level of performance for critical public needs;
• Providing the training in a distance learning format, underscoring the need for austerity and
efficiency;
• Utilizing interviews and case studies of individual leaders who have proven that committed leaders can
overcome great obstacles and achieve great success;
• Using interactive exercises that reinforce the primary message of the courses.
This presentation consists of five parts: (1) a brief overview of the program; (2) some background
discussion on the importance of leadership and what many are referring to as the contemporary leadership
void in public management; (3) a summary of our “performance ethics” concept; (4) a brief description of
the entire program; and (5) excerpts from our introductory course, “Leadership, Ethics and the
Performance Imperative”, a refreshing change in how we approach this very important topic.
Hope to see you in class.
Thomas G. McWeeney, PhD
Executive Director, The Public Leadership Institute
www.CSM-PLI.org
Leadership & Public Management

7. O V E R V I E W

8. WELCOME
to this preview of our new Program
LEADERSHIP, ETHICS, AND THE PERFORMANCE IMPERATIVE
Overview
Follow the link to watch a short video introduction by
Dr. Thomas McWeeney, Executive Director of the
Public Leadership Institute
VIDEO: “Introduction”

9. Our new training program captures both the essentials of ethical leadership and the
responsibility of leaders to accept the moral and ethical imperative. It is especially true
in today’s environment that public agencies must perform at their maximum feasible
capability -- as public servants and as stewards of vital interests of the American people.
However, it is clear that neither charismatic personalities, new policies or standards, or
revised management approaches are capable of providing the transformative success
reform agendas usually promised. As such, we urge the consideration of an approach to
leadership training, which is outlined below:
PROGRAM APPROACH
• 5-Course Certificate Program
• Distance Learning Platform
• Sector focus (Public Safety)
• Slide presentation with embedded videos
• Links to relevant articles
• Webliography
• Leadership Advisory Board
o Course material, examples, topics
o Selection of students
o Review of capstone project presentations
SUGGESTED COURSES
• Leadership, Ethics, and Performance
• Strategy: Overcoming Barriers
• Managing for Results
• Performance Budgeting
• Transforming the Organizational Culture
• Outcome-Based Performance Appraisals
• Utilization-Focused Evaluations
• Measuring Quality Performance
[A certificate in Performance Management will
be awarded after the completion of 5 courses)
Overview

10. T H E
L E A D E R S H I P
I M P E R A T I V E

11. Throughout much of the last century reforms have been initiated at all levels of
government to improve the performance of government. Most of these reforms have
been motivated by a public perception that government has grown more inefficient and
less responsive. However, notwithstanding the relatively high priority of these efforts,
most reforms have failed to live up to their lofty expectations.
As complex and sophisticated as some of these efforts have been, past reforms have
consistently ignored the single most important variable in improving any organization: the
role that human beings acting as leaders play in defining and achieving success.
Behind most thriving government programs is usually a person who is committed to specific
results, asks the hard questions, devises new and innovative strategies, takes strong action,
and holds both he/she and his/her organization accountable for their performance. Such
persons embody a type of leadership that was once considered to be a key part of the
American political tradition. The lack of effective, committed, and engaged leadership makes
it nearly impossible to overcome the barriers to effective performance.
THE LEADERSHIP IMPERATIVE
VIDEO: “Reflections from Law
Enforcement Leaders”
Leadership & Performance

12. “Ford: No doubt there‟s a
leadership void ”
“Leadership void: police
deserve better at the top”
“The lack of global
leadership…
has become a
common refrain”
“When I speak
with people in
private
enterprise or in government,
there is a common refrain:
„there is no leadership at the
top‟”
The notion of a leadership void today describes the belief -- on the part of
organizations, sectors, and institutions -- that very important matters are not
being addressed, decisions are not being made, and that leaders are more
interested in their own well-being than in the success and welfare of the
organization they are leading.
Leadership Void

13. The notion of a
“LEADERSHIP VOID”
today describes the following beliefs -- on the part of
• Matters of true importance are not
being addressed appropriately.
• Decisions take too long to be made, or
not made at all.
• Leaders are more interested in their
own well-being than in the success and
welfare of the organization they are
leading.
ORGANIZATIONS SECTORS INSTITUTIONS
Leadership Void

14. In seeking to address the contemporary leadership
void, well-meaning people repeatedly confuse
leadership with management and prescribe
“management reforms” that often consist of
burdensome tasks, reports, and process that have
only added to skepticism and pessimism.
LEADERSHIP is often
confused with
MANAGEMENT,
in which leadership
improvement is sought by
calling for more rules,
processes, audits and reports.
If a current review of the
literature is a valid indicator,
these efforts have had LITTLE
IMPACT on the daunting
leadership void.
charismatic personality
that will transform the
organization. Still others
hope to find renewed
leadership in the
promulgation of new
laws, policies standards
of conduct.
Many believe that leadership is an inherited
trait and seek processes to ferret out the
magnetic or
Misguided Efforts

15. Leadership &
the Performance Gap
Performance Management –
the Need for a Cohesive Curriculum
Among the most intractable problems of public management has been the widening gap between policy and
performance. The difficulties public managers have had in implementing practices to enhance collaboration,
information sharing, innovation, and change – all clear policy imperatives -- are symptoms of a “gap” between
promise and performance that is only likely to worsen without engaged leadership.
In general, current efforts only tangentially involved agency leadership, are conducted by the management
components of the organization with minimal engagement of the business components, and have produced
only marginal improvements of uncertain value. This is one of the primary causes of what is becoming
known as a “performance gap” – the difference between expected and actual performance.
This “performance gap” is evident in the lack of (a) clarity in desired outcomes, (b) innovative
implementation strategies, (c) creative and collaborative use of resources, (d) candid assessments of progress,
and (e) accountability – all critical performance functions which are all dependent upon strong, engaged, and
committed leadership.
For the foreseeable future, government will be called upon to do a much better
job in producing high-value results for the American people. This can only occur
when senior leadership ensures that the key elements of performance
management - planning, budgeting, performance measurement, and cost-
benefit assessments - are taken seriously by both leadership and staff, are
relevant to important issues, and play a major role in agency decision-making.

16. T R A I N I N G
P R O G R A M

17. NEW APPROACH: Performance Ethics
PERFORMANCE
ETHICS
ETHICS PERFORMANCE
LEADERSHIP
Government has shown a concern for ethics in recent years; however,
the emphasis is primarily negative and punitive, focusing on rules and
regulations that proscribe and restrict behavior rather than focusing
programmatically on the right thing to do.
The emphasis on performance has produced irrelevant metrics and a
reporting burden for many agencies. Few public agencies use the
metrics for meaningful decision-making and fewer have developed a
process that relates metrics to indicators that reflect success in
mission critical areas.
PERFORMANCE ETHICS
A framework to assess, develop, and measure
leadership, performance, and ethics
Performance Ethics is a construct of leadership that forms at
the intersection of leadership, performance and ethics. It is
fundamentally different than other approaches because it
provides a framework to both describe and proscribe
leadership.
VIDEO: “Performance Ethics”

18. VIDEO: “Case Studies”
CURRICULUM
The unique component of the curriculum will be its emphasis on
melding theory with practice – in order to address the real problems
of real people in real organizations. Much of the course will be
devoted to addressing the various options available to a select group
of leaders that have agreed to use their experiences for case studies.
Excerpts from law enforcement officials, who have demonstrated
strong and effective leadership, will be analyzed.
A Distinctive Approach

19. Collectively, the courses will
convey the following:
• Leadership that emphasizes the ethical issues and choices
associated with government performance, and will provide
real-life examples of successful practices and approaches of
successful leaders;
• Planning and performance measurement approaches that would help operate and
quantify otherwise lofty goals and objectives, thereby ensuring a focused strategy that will
drive critical implementation actions;
• A practical approach to performance budgeting as well as methodologies for assessing the
relative cost/value of government programs and activities as they relate to critical strategies.
Each course will emphasize the need to candidly identify and thoroughly discuss the real
obstacles to high level performance of these critical functions and will introduce specific
approaches that emphasize the critical role of leadership.
A Distinctive Approach

20. • A HYBRID/DISTANCE LEARNING FORMAT which will provide students with greater access, more tailored course
content, and lesser expensive (austerity/administrative);
• A COHORT APPROACH in which a group of students would take the a series of classes together. This could be
accomplished either by having the courses taught to students from a single agency or students who
individually enrolled from the same sector. (utility);
• A SECTOR FOCUS to ensure relevancy and a tailored approach to individual sectors, organized in individual
cohorts -- for example, public safety, health care, immigration. (relevance);
• A COHESIVE APPROACH in which the courses would be taught sequentially, so that the end of one course sets
the stage for the beginning of the next. As such, students gain a much greater understanding of the
practical applicability of the material (utility);
• A COHORT ADVISORY BOARD which consists of high-level executives from the agency or sector, who would
ensure the direct engagement and participation of senior leaders. This would include the formal and
public participation of sector leadership as speakers. (legitimacy)
A Certificate Program and
Sector-Relevant Curriculum
Program Attributes
This approach simply provides a framework that will enable discussions and debates to be integrated within a
framework that will embed specific attributes such as - legitimacy, relevance, utility, austerity, and
administrative/logistical efficiency - thereby assuring that the program will address the real problems, of real
people, in real organizations, as reflected in the following attributes:

21. Individual elements of this initiative can be implemented on a pilot basis and assessed in a controlled,
limited setting in order to provide actual data to support a long-term investment strategy. As a pilot, a
concentrated effort can be made to design and implement the following over an 18-month period:
• ESTABLISH one cohort in the law enforcement sector
• DESIGNATE core faculty to form a cohort “team”
• DEVELOP a clearinghouse of new, relevant material for instructors, students and associates
• PUBLISH an electronic newsletter as a marketing tool
• CONDUCT two “Issue Forums” – one virtual and one in a physical conference center
• CONTINUED solicitation of associates, sponsors and federal grants
The evaluation of the pilot would not only include the effectiveness and quality of the initial offerings, but
would provide an indication of the extent to which the content of the courses and services are deemed
relevant and useful by the agencies, thereby creating an expectation of increased enrollments. Such a
pilot period and assessment would enable the actual results to become a driver of an overall investment
decision.
Jump Start
Implementation Strategy: High Impact, Highly Visibility
Pilot Program

22. E X C E R P T S
FROM THE INTRODUCTORY COURSE:
“LEADERSHIP, ETHICS, AND THE PERFORMANCE IMPERATIVE”

23. Approach: Merging
Theory with Practice
The approach reflects our attempt to effectively merge theory with practice in a
single, cohesive training course. Five primary chapters will demonstrate the
practical application of leadership in operational, program direction and
management settings. These chapters are:
• Chapter 1 - The Critical Role of Leadership In Law Enforcement
• Chapter 2 - Leadership Case Studies: Operational; Program Direction;
Management
• Chapter 3 - Performance Ethics: Five Leadership Attributes That Make
a Difference
• Chapter 4 - Situational Leadership
• Chapter 5 - Real World Applications
Approach

24. COURSE CONTENTS
• Abstract
• Approach
• Guest speakers/case studies
• Video lectures
• Supplemental written material
• Exercises
Each course will contain the above sections – excerpts
of which are detailed in the following slides

25. Abstract: Leadership, Ethics &
Performance in Law Enforcement
Law enforcement organizations are increasingly confronted with new challenges and asked to continually
address difficult circumstances, which seem to defy the approaches and solutions that have worked in the
past. These circumstances, in and of themselves, place an ethical responsibility on our leaders to act
wisely, boldly, and in a manner consistent with the public’s values.
Our training seeks to address this leadership void and the complex problems law enforcement leaders face
in a manner that is more consistent with the values and the culture of the law enforcement community.
Difficult issues cannot be adequately addressed merely by writing better policy, obtaining more resources,
acquiring new software, or other generalized solutions. Nor will difficult issues be solved by generically
defining and cataloguing the personality traits and behaviors of leaders.
PLI’s training focuses on real and challenging issues faced by law enforcement practitioners in executive
positions, in management, and in operational settings. Specifically, our training aims to show the profound
impact a leader can have on an organization, define common characteristics of contemporary leaders in law
enforcement, delineate leadership and management practices, and study and examine the decisions of
contemporary leaders in real and everyday situations.
Abstract

26. When I think of
LEADERSHIP
a few key
people come
to
mind...
LEE BACA
Sheriff of Los Angeles County, California. Sheriff
Baca has led the LASD for nearly 20 years and
has instituted a leadership curriculum in its
training programs that is the model for the
nation.
DAVE BRANT
Former Director of the Naval Criminal Investigative
Service (NCIS). Mr. Brant directed the creation of
the modern NCIS and established its role as a leader
for DOD national security efforts.
Each person has agreed to participate in this exercise
Guest Speakers:
Law Enforcement Leaders
MIKE DORSEY
Former Assistant Director of Intelligence and
Information Sharing for the Naval Criminal
Investigative Service (NCIS). Mr. Dorsey led the
development and expansion of the Law Enforcement
Information Exchange (LInX), the most innovative
information sharing project in operation.

27. When I think of
LEADERSHIP
a few key
people come
to
mind...
Each person has agreed to participate in this exercise
KEVIN FAVREAU
Assistant Director of Intelligence for the Federal
Bureau of Intelligence (FBI). Mr. Favreau
produced the first comprehensive Intelligence
Strategy and led the implementation of a law
enforcement approach to intelligence.
PETE GRUDEN
Former Deputy Administrator of Drug Enforcement
Administration (DEA). Mr. Gruden directed a multi-
year investigation of the kidnapping and murder of
DEA Special Agent Enrique Camarena.
SANDRA HUTCHENS
Sheriff of Orange County, California. Sheriff
Hutchens led the Orange County Sheriff’s
Department (OCSD) in the wake of serious
morale problems and funding reductions.
Guest Speakers:
Law Enforcement Leaders

28. When I think of
LEADERSHIP
a few key
people come
to
mind...
JOHN MCKAY
Former United States Attorney – Western District of
Washington. Mr. McKay led the coordination of federal,
state, and local law enforcement in the aftermath of 9/11.
MIKE QUINLAN
Former Director, United States Department of Justice-Bureau of
Prisons (USDOJ-BOP). Mr. Quinlan is known for establishing an
organizational culture in BOP that became a model for federal
law enforcement agencies.
GREG SCOVEL
Former Deputy Director of the Naval Criminal
Investigative Service (NCIS). Mr. Scovel led the
development of NCIS’s Cyber Security and Intelligence
Programs in the aftermath of 9/11.
BILL SONDERVAN
Former Commissioner of Maryland Division of Correction. Mr.
Sondervan oversaw the modernization and development of the
Division of Correction, the largest criminal justice agency in the
State of Maryland.
Each person has agreed to participate in this exercise
Guest Speakers:
Law Enforcement Leaders

29. When I think of
LEADERSHIP
a few key
people come
to
mind...
Each person has agreed to participate in this exercise
DAVE SZADY
First National Counterintelligence Executive (NCIX)
and former Assistant Director for Counterintelligence
(CI), Federal Bureau of Investigation (FBI). Mr. Szady
directed the transformation of the FBI’s post-Cold
War Counterintelligence Program.
STEVE TIDWELL
Former Executive Assistant Director of Federal Bureau
of Investigation (FBI). Mr. Tidwell was widely acclaimed
for his leadership abilities in transforming a small FBI
field office, a large FBI field division, and the Criminal
Investigative Program at FBI Headquarters.
DALE WATSON
Former Executive Assistant Director of Federal Bureau of
Investigation (FBI) for Counterterrorism (CT) and
Counterintelligence (CI). Mr. Watson led the
transformation of the FBI’s CT Program in the months
preceding and immediately following the 9/11 attacks.
Guest Speakers:
Law Enforcement Leaders

30. In this segment, short video clips will be presented that describe the issues faced by law enforcement leaders
in operational, program direction, and management settings. These clips will include a short narrative of the
background, the issues, and the accomplishments of the leaders, focusing on the specific leadership attributes
that led to success. Video clips will include first-person discussions and analyses by the leaders themselves as
well as comments and descriptions by those who worked closely with them. These clips will provide material
for the exercises in the remainder of the course. A video lecture will then discuss the case studies in greater
detail and analyze the choices and outcomes of the leader’s decisions. Student exercises will ask students to
select the most significant leadership moment to them among the case studies and the common leadership
traits between the leaders shown.
Case Studies
Dave Szady, former Assistant Director of Counterintelligence, FBI
VIDEO: “Dave Szady”
Sandra Hutchens, Sheriff, Orange County California
VIDEO: “Sandra Hutchens”
Pete Gruden, former DEA Senior Executive
VIDEO: “Pete Gruden”

31. PERFORMANCE ETHICS - This lecture will define Performance Ethics, a new style of leadership, and its five core
attributes. The lecture will then discuss how the five attributes can be applied to a wide variety of law
enforcement settings. By relating leadership effectiveness to five attainable attributes, an individual will able to
measure and assess the extent to which performance ethics is present.
VIDEO: “5 Attributes”
SITUATIONAL LEADERSHIP - The situational leadership model and training is based on three major assumptions
concerning leadership. First, one leadership size does not fit all. Our second assumption is that leadership is
not, and never will be, static. A leader that is successful in one environment may not be successful as the
environment changes. Third, it presupposes that the success as a leader means addressing organizational
needs, enhancing performance, and producing outcomes that otherwise would not occur.
VIDEO: “Situational Leadership”
LEADERSHIP CULTURE - A major assumption of this course is that while some people possess leadership
attributes, the organizational culture is a primary factor in the development of effective leaders. Organizational
cultures that tend to be risk adverse, have weak accountability measures and processes, or discourage
innovation are not likely to develop a robust leadership team. On the other hand, a culture that recognizes and
rewards individual acts of leadership tends to encourage leadership actions at every level.
VIDEO: “Leadership Culture”
Video Lectures
The primary presentation material for this course will be conveyed to
students through a combination of written narrative and short video clips.
Below are excerpts from three of the presentations within this course.

32. Discussion Paper No. 3
Tension -- Leadership v. Management
Supplemental Written Material
Organizations are increasingly confronted with new challenges, and are being asked to continually address
difficult and dangerous circumstances, which seem to defy the approaches and solutions that have worked
in the past. These circumstances, in and of themselves, place an ethical responsibility on our leaders to act
wisely, boldly, and in a manner consistent with the public’s values.
Unfortunately, in attempting to address these concerns, we have consistently placed an emphasis on
improving management processes as pretext for improving leadership. Nearly all of the initiatives to
improve government over the past decade have been management reforms. If you can accept for the
moment that there is a difference between management and leadership, and that there is a great need for
wise and bold leadership to address unaddressed performance and ethical imperatives, it becomes clear to
see that we’re not going to improve leadership by focusing on management. In short, someone has to set
the direction and the agenda for managers. And someone has to accept responsibility and be accountable.
Unfortunately, leadership training is often very closely aligned with management training, so much so that it
is often difficult to distinguish the two. In fact, given the current emphasis and popularity in leadership
training, many institutions have responded by simply changing the titles of their courses by deleting the
word “management” and inserting the word “leadership”, while retaining the exact same curriculum that
was previously taught as “management”. Examples abound – strategic management has become strategic
leadership; managing change has become leading change; management accountability has become
leadership accountability. In most cases, the courses do equate leadership and management and rarely are
able to identify the defining characteristic that distinguishes between them.

33. WHAT IS ETHICAL LEADERSHIP?
Taken from the HBO series Band of Brothers,
this short video excerpt presents the real-life
situation of an Army Major during World War II
who was confronted with a very difficult
leadership decision. The purpose of this video
is to stimulate discussion about the definition of
leadership, the responsibilities of leadership,
how leaders react in difficult, unplanned situations, and the options they have to choose from.
The film depicts a situation that took place towards the end of the War, when a squad from E
Company was being asked to complete missions of high risk and limited value for the sole purpose
of enhancing the wartime record of a colonel who was looking to solidify his position in the post
war military hierarchy. In this scene, Col. Sink, the brigade commander, has ordered the men to
go on dangerous patrols, late at night, in enemy territory in order to capture German prisoners
and thereby increase statistics. In one of these unnecessary missions, an E Company trooper was
killed. Despite this, the colonel commanded that the Company repeat the patrol the next night.
Sample Exercise
Video: “Band of Brothers”

34. This video clip causes an endless debate over whether Major Winters’ action in fact qualifies as
leadership. On one hand, many see it as a bad example – encouraging insubordination. On the other
hand, others see it as the epitome of leadership – stepping into a void, doing what you believe to be
the right thing, acting in the interests of your subordinates, and taking full responsibility for your own
actions. Still others believe that there were other options that Major Winters could have pursued, like
confronting the colonel with his doubts about the wisdom of the mission.
Student Discussion
Questions for Students
Rank the following statements in order of the most compelling leadership actions taken by
Major Winters. Fully explain your ranking in terms of the concepts presented in this
course:
• He decided to personally provide the unwelcome news about the mission to the
squad;
• He directed the squad to NOT perform the mission;
• He advised the squad that they were being moved out of the war zone the next
day;
•He advised his subordinate that he would write the mission report, submit it
personally to the colonel, and risk any adverse consequence.

35. Conclusion
Video: “Final Words from
Professor McWeeney”
Thank You
For taking part in our program

36. Sample Webliography
Leadership/Ethics
General Failure. The Atlantic. November 2012. By Thomas E. Ricks.
[In this article, Tom Ricks sets out the argument in his new book The Generals.]
From the article: Since 9/11, the armed forces have played a central role in our national affairs, waging two long wars—each considerably
longer than America’s involvement in World War II. Yet a major change in how our military operates has gone almost unnoticed. Relief of
generals has become so rare that, as Lieutenant Colonel Paul Yingling noted during the Iraq War, a private who loses his rifle is now punished
more than a general who loses his part of a war. In the wars of the past decade, hundreds of Army generals were deployed to the field, and the
available evidence indicates that not one was relieved by the military brass for combat ineffectiveness. This change is arguably one of the most
significant developments in our recent military history—and an important factor in the failure of our wars in Afghanistan and Iraq. Read more
Review of Benghazi attack faults ‘grossly’ inadequate security, leadership failures. The Washington Post. December 18, 2012. By Anne
Gearan.
From the article: An independent investigation of the fatal attack on a U.S. diplomatic post in Libya on Sept. 11 found that “grossly” inadequate
security and reliance on local militias left U.S. diplomats and other personnel vulnerable, the State Department told Congress on Tuesday.
The review of the assault on the mission in Benghazi, Libya, that killed Ambassador J. Christopher Stevens and three other Americans faulted
systemic failures of leadership and management deficiencies at senior levels within two bureaus of the State Department, according to an
unclassified version posted on the department’s Web site Tuesday night…
Despite the broad security failures, the report did not single out any individual officials as violating procedures and did not recommend any
disciplinary action…
Read more
Making IGs Part of the Solution. Government Executive. November 7, 2012. By Gadi Dechter.
From the article: The internal government watchdogs known as inspectors general spend their days examining the federal bureaucracy for
crooked contractors, wasteful spending and $16 muffins.
With an army of 12,000 workers and an aggregate budget of around $2 billion, their feared audits and investigations annually identify tens of
billions of dollars in questionable costs and lead to thousands of successful criminal prosecutions, indictments, contractor debarments and
firings. Read more
(Note: These articles represent a small sample of the material that is available as part of the curriculum. They are specifically categorized so as
to provide background and further reading for each class.)

37. w w w. C S M - P L I . o r g