H.R. 2883, the Government Performance and Results Act Technical Amendments of 1997: Hearing Before the Subcommittee on Government Management, Information, and Technology of the Committee on Government Reform and Oversight, House of Representatives, One Hundred Fifth Congress, Second Session, on H.R. 2883 ... February 12, 1998 |
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accountability achieve activities agency's Amoco analysis annual performance plans annual planning appropriate areas assessment balanced scorecard bill capital expenditure budget Chairman Chris Mihm Chrmn Congress congressional consultations coordination corporate and divisional corporate management corporate planning departments crosscutting programs Dan Burton DESEVE develop Dick Armey divisional management draft plans efforts emphasis ensure factors federal government final plans focus forecasting formalized functions goals and objectives going Government Performance GPRA grades identify improve Inspector issues Jim Sensenbrenner Jim Talent John Kasich Larry Craig legislation McTigue Mihm mission statements oil majors Paul Rosenzweig Performance and Results performance goals performance measures performance reports performance targets PETE SESSIONS profit projects responsibility Results Act revised role of corporate scenario scenario analysis September September 30 SESSIONS shareholder specific statutory strategic decision strategic goals strategic planning processes strategic planning system strategy formulation Subcommittee submitted
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Page 3 - INTRODUCED THE FOLLOWING BILL; WHICH WAS REFERRED TO THE COMMITTEE ON GOVERNMENT REFORM AND OVERSIGHT A BILL To amend the civil service laws of the United States, and for other purposes.
Page 41 - program activity" refers to the listing of projects and activities in the appendix portion of the Budget of the United States Government Program activity structures are intended to provide a meaningful representation of the operations financed by a specific budget account 2See appendix I for the list of reports on fiscal year 1999 performance plans.
Page 4 - States." (j) DECLARATION OF ESTIMATED INCOME TAX BY CORPORATIONS. — Section 6016 (relating to declarations of estimated income tax by corporations) is amended by redesignating subsection (f ) as subsection (g) and by inserting after subsection (e) the following new subsection : "(f...
Page 3 - Act of 1974 (as amended by section 13203) is further amended by striking "and" at the end of paragraph (5), by striking the period at the end of paragraph (6) and inserting a semicolon, and...
Page 50 - IBSee, for example, GAO/GGD-96-118, June 1996; Financial Management: Momentum Must Be Sustained to Achieve the Reform Goals of the Chief Financial Officers Act (GAO/TAIMD-95-204, July 25, 1995); and Executive Guide: Improving Mission Performance Through Strategic Information Management and Technologv (GAO/AIMD-94-115, May 1994). i9GAO/GGD-10.1.16, May 1997. to examine the effectiveness of agencies' efforts under the Results Act and will program work on other issues associated with the implementation...
Page 8 - President's Council on Integrity and Efficiency (PCIE) and the Executive Council on Integrity and Efficiency (ECIE) in January 1994, is an important first step in defining their broader role while reaffirming their statutory mission.
Page 100 - Accountability: • Who is responsible when objectives and goals are not achieved? It is in the area of final accountability that there may be a weakness in the current Results Act In the New Zealand procedure, the burden of proof lies with the Department, which must establish beyond reasonable doubt that it can achieve the objectives it has set for itself If it cannot offer such proof, it receives no funding. MANAGEMENT Mr Chairman, I realize that I have been using a considerable number of anecdotes,...
Page 44 - Mihm argued that the government-wide performance plan and the agencies* annual performance plans and subsequent performance reports should provide Congress with information on agencies and programs addressing similar results. Once these programs...
Page 43 - Act, implies that federal programs that contribute to the same or similar results should be closely coordinated to ensure that goals are consistent and, as appropriate, program efforts are mutually reinforcing. 16 We have found that uncoordinated program efforts can waste scarce funds, confuse and frustrate program customers, and limit the overall effectiveness of the federal effort.
Page 37 - Annual Performance Plans Can Help Address Strategic Planning Challenges (GAO/GGD-98-44, Jan. 30, 1998).