Executive Guide: Effectively Implementing the Government Performance and Results ActDIANE Publishing, 1997 - Всего страниц: 56 In recent years, an understanding has emerged that the Federal government needs to be run in a more businesslike manner that in the past. The Federal government is accountable to the taxpayer, and taxpayers are demanding as never before that the dollars they invest in their government be managed and spent responsibly. Federal agencies often fail to appropriately manage their finances, identify clearly what they intend to accomplish, or get the job done effectively and with minimum of waste. Major statutes hold promise for creating a more accountable and effective Federal government. |
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achieve agency's Align activities annual performance plans Army Research Laboratory budget CFO Act Chief Financial Officers Coast Guard core processes Corps cost Define Mission demonstrate results Desired Outcomes Practices develop Devolve decisionmaking ensure evaluation example Executive Guide federal agencies FEMA fiscal year 1999 focus full-time equivalent Government Performance GPRA pilot GPRA requires GPRA's hurricane Identify performance gaps implement GPRA improve information technology initiatives Involve stakeholders June 20 key steps leading organizations link to responsible Managing for Results March 31 marine safety program Measure Performance Practices Mission and Desired mission statement multiple priorities NHTSA NOAA organization's organizational level organizations we studied percent Performance and Results performance data program performance Reinforce GPRA Implementation respond to multiple responsible programs Results Act results-oriented management results-oriented organizations staff steps and practices strategic goals strategic planning success towing industry U.S. Army Veterans Veterans Health Administration
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Стр. 49 - The authority of agencies to request waivers of administrative procedural requirements and controls is intended to provide federal managers with more flexibility to structure agency systems to better support program goals.
Стр. 1 - every major federal agency must now ask itself some basic questions: What is our mission? What are our goals and how will we achieve them? How can we measure our performance? How will we use that information to make improvements?
Стр. 32 - These organizations typically assess which of their processes are in greatest need of improvement in terms of cost, quality, and timeliness. By analyzing the gap between where they are and where they need to be to achieve desired outcomes...
Стр. 10 - Measure Performance Practices: 4. Produce measures at each organizational level that • demonstrate results, • are limited to the vital few, • respond to multiple priorities, and • link to responsible programs 5.
Стр. 48 - DOD) to set strategic goals, measure performance, and report on the degree to which goals were met.
Стр. 24 - First, they developed measures that were (1) tied to program goals and demonstrated the degree to which the desired results were achieved, (2) limited to the vital few that were considered essential to producing data for decision making, (3) responsive to multiple priorities, and (4) responsibility-linked to establish accountability for results. Second...
Стр. 8 - Executive Guide: Improving Mission Performance Through Strategic Information Management and Technology (GAO/AIMD-94-115, May 1994...
Стр. 14 - This involvement may entail identifying legislative changes that are needed to clarify or modify Congress' intent and expectations or addressing differing conditions and citizens' needs that have occurred since the original statutory requirements were established.
Стр. 26 - Earth's environment, and conserve and manage the Nation's coastal and marine resources to ensure sustainable economic opportunities. This mission involves basic responsibilities of government for ensuring general public safety, national security and environmental well-being, and promoting economic growth.
Стр. 48 - ... annual performance plan. The first annual performance plans are to be submitted in the fall of 1997. The annual performance plan is to provide the direct linkage between the strategic goals outlined in the agency's strategic plan and what managers and employees do day-to-day.