Meeting the Challenges of the Millennium: Hearing Before the Committee on Governmental Affairs, United States Senate, One Hundred Sixth Congress, Second Session, March 29, 2000 |
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21st Century annual performance plans approaches areas assess audit billion budget CFO Act Chairman THOMPSON Clinger-Cohen Act computer security Congress congressional costs crosscutting program efforts defense demographic denial-of-service attacks economy Effective Government Efficient and Effective ensure example executive branch federal agencies federal government federal programs financial audits financial management financial statements fiscal year 1999 fiscal year 2000 focus fragmentation and overlap fragmentation and program framework Fred Thompson GAO's global going Government Performance government's governmentwide performance plan GPRA high-risk human capital management identified implementation improve information security information technology infrastructure integrated interagency coordination investment issues look Managing for Results Medicare Millennium mission fragmentation opportunities oversight percent performance and accountability performance measures performance reports problems protecting requirements Results Act revenue Senator LIEBERMAN Shaping Social Security Statement Managing strategic plan tegic things U.S. Senate WALKER workforce
Popular passages
Page 68 - Modem strategic human capital management recognizes that employees are a critical asset for success, and that an organization's human capital policies and practices must be designed, implemented, and assessed by the standard of how well they support the organization's mission and goals.
Page 68 - Changes in the demographics of the Federal workforce, in the education and skills required of its workers, and in basic Federal employment structures and arrangements are all continuing to unfold. The Federal workforce is aging; the baby boomers, with their valuable skills and experience, are drawing nearer to retirement; new employees joining the Federal workforce today have different expectations from the generation that preceded them.
Page 47 - ... opportunity to use our unprecedented economic wealth and fiscal good fortune to address today's needs but an obligation to do so in a way that improves the prospects for future generations. This generation has a stewardship responsibility to future generations to reduce the debt burden they...
Page 48 - ... agencies Hierarchical management approaches will need to yield to partnerial approaches. Process-oriented ways of doing business will need to yield to results-oriented ones. Siloed organizations — burdened with overlapping functions, inefficiencies and turf battles — will need to become more horizontal and integrated organizations if they expect to make the most of the knowledge, skills, and abilities of their people. Internally focused agencies will need to focus externally In order to meet...
Page 79 - This is an opportune time for the executive branch and Congress to carefully consider how agencies and committees can best take advantage of and leverage the new information and perspectives coming from the reform agenda under way in the executive branch. Prudent stewardship of our nation's resources — whether in time of deficit or surplus — is essential not only to meet today's needs but also for us to deliver our promises and address future needs.
Page 58 - ... end of the year and on an ongoing basis for oversight and for decision-making purposes is a serious weakness. Without reliable data on costs, decision makers cannot control or reduce costs, effectively evaluate programs' financial performance, or direct additional resources to underprovided programs. In addition to requiring annual audited financial statements, the CFO Act sets expectations for agencies to build effective financial management organizations and systems and to routinely produce...
Page 77 - Given this environment, the Congress should also consider the need for mechanisms that allow it to more systematically focus its oversight on problems with the most serious and systemic weaknesses and risks. Today, the President is required by the Government Performance and Results Act to prepare and submit to the Congress as part of the annual budget submission a governmentwide performance plan that provides a "single cohesive picture of the annual performance goals for the fiscal year.
Page 68 - The government's human capital management has emerged as the missing link in the statutory and management framework that Congress and the executive branch have established to provide for more businesslike and results-oriented federal government...
Page 77 - ... has no established mechanism to articulate performance goals for the broad missions of government, to assess alternative strategies that offer the most promise for achieving these goals, or to define an oversight agenda targeted on the most pressing crosscutting performance and management issues.
Page 61 - Act (FFMIA) of 1 996 requires auditors performing financial audits to report whether agencies' financial management systems comply substantially with federal accounting standards, financial systems requirements, and the government's standard general ledger at the transaction level. For fiscal year 1997, agency financial auditors reported that 20 of 24 major agencies' financial systems did not comply with the Act's requirements.