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| Author | : |
| Publisher | : DIANE Publishing |
| Total Pages | : 40 |
| Release | : |
| Genre | : |
| ISBN | : 1428978496 |
| Author | : United States. General Accounting Office |
| Publisher | : |
| Total Pages | : 36 |
| Release | : 1994 |
| Genre | : Public administration |
| ISBN | : |
| Author | : U S Government Accountability Office (G |
| Publisher | : BiblioGov |
| Total Pages | : 44 |
| Release | : 2013-06 |
| Genre | : |
| ISBN | : 9781289018849 |
The U.S. Government Accountability Office (GAO) is an independent agency that works for Congress. The GAO watches over Congress, and investigates how the federal government spends taxpayers dollars. The Comptroller General of the United States is the leader of the GAO, and is appointed to a 15-year term by the U.S. President. The GAO wants to support Congress, while at the same time doing right by the citizens of the United States. They audit, investigate, perform analyses, issue legal decisions and report anything that the government is doing. This is one of their reports.
| Author | : United States. General Accounting Office |
| Publisher | : |
| Total Pages | : 36 |
| Release | : 1997 |
| Genre | : Administrative agencies |
| ISBN | : |
In part of its effort to introduce performance-based management into the federal government, the Government Performance and Results Act requires agencies to develop strategic plans. GAO evaluated the latest available versions of the draft strategic plans that agencies submitted to Congress and found that many of them were missing key elements required by the legislation. For example, the plans often did not (1) link required elements, (2) fully develop strategies to achieve their results, (3) identify cross-cutting issues and programs, (4) gather and use performance information, or (5) address program evaluations. This report summarizes GAO's reviews of agency draft strategic plans and discusses strategic planning issues in need of sustained attention.
| Author | : Benjamin F. Nelson |
| Publisher | : DIANE Publishing |
| Total Pages | : 150 |
| Release | : 1999-10 |
| Genre | : Business & Economics |
| ISBN | : 9780788183508 |
The Results Act shifts the focus of gov't. decisionmaking & accountability away from a preoccupation with the activities to a focus on the results of those activities. Government agencies are to develop strategic plans, annual performance plans, & annual performance reports. This report is based on reviews of 24 major agencies' strategic plans that were formally submitted to Congress by Sep. 30, 1997. The report: summarizes observations on agencies' plans; & provides additional info. on how the next phase of the Results Act's implementation -- performance planning & measurement -- can be used to address the critical planning issues observed in reviewing the strategic plans.
| Author | : United States. General Accounting Office |
| Publisher | : |
| Total Pages | : 143 |
| Release | : 1998 |
| Genre | : Administrative agencies |
| ISBN | : |
| Author | : United States. Government Accountability Office |
| Publisher | : |
| Total Pages | : 119 |
| Release | : 2013 |
| Genre | : Administrative agencies |
| ISBN | : |
| Author | : United States. General Accounting Office |
| Publisher | : |
| Total Pages | : 48 |
| Release | : 1998 |
| Genre | : Administrative agencies |
| ISBN | : |
| Author | : United States. General Accounting Office |
| Publisher | : |
| Total Pages | : 284 |
| Release | : 2004 |
| Genre | : Administrative agencies |
| ISBN | : |
| Author | : United States. Government Accountability Office |
| Publisher | : |
| Total Pages | : 45 |
| Release | : 2005 |
| Genre | : Administrative agencies |
| ISBN | : |
The Government Performance and Results Act (GPRA) of 1993 has laid a foundation of results-oriented agency planning, measurement, and reporting in the federal government. Performance planning and measurement have slowly, yet increasingly, become a part of agencies' cultures. For planning and performance measurement to be effective, federal managers need to use performance information to identify performance problems and look for solutions, develop approaches that improve results, and make other important management decisions. According to GAO's periodic surveys, federal managers reported having more performance measures in 2003 than in 1997. However, the data also showed that managers' reported use of performance information for program management activities has remained essentially unchanged from 1997 levels. GAO was asked to identify (1) how federal agencies can use performance information to make management decisions and (2) practices that can enhance or facilitate the use of performance information to make management decisions. Technical comments from the case agencies were incorporated where appropriate.
