Agency Performance Plans: Examples of Practices That Can Improve Usefulness to Decisionmakers

Front Cover
DIANE Publishing, Mar 1, 2001 - 51 pages
0 Reviews
The Gov't. Performance and Results Act of 1993 seeks to improve the effectiveness, efficiency, and accountability of Fed. programs by establishing a system for agencies to set goals for program performance and to measure results. In 1998 a report summarized observations on agencies' plans and identified opportunities to improve the usefulness of future performance plans (PP). This report builds on those improve. opportunities by: identifying and describing practices that were applied in some PP that might improve the usefulness of all agencies' annual PP; and providing examples from agencies' FY 1999 PP that illustrate each practice.
 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Selected pages

Other editions - View all

Common terms and phrases

Popular passages

Page 36 - GISRA supplements information security requirements established in the Computer Security Act of 1987, the Paperwork Reduction Act of 1995...
Page 35 - It provides for payment of refunds, offset of refunds against delinquent accounts, issuance of notices that payments are overdue, identification of possible nonfilers for investigation, and assistance in selection of tax returns which appear to warrant an audit.
Page 1 - 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 19 - Identify programs that contribute to the coordination of crosscutting programs same or similar results. includes the following practices: 9. Set complementary performance goals to show how differing program strategies are mutually reinforcing and establish common or complementary performance measures, as appropriate.
Page 45 - Managing for Results: An Agenda to Improve the Usefulness of Agencies' Annual Performance Plans (GAO/GGD/AiMD-98-228, Sept.
Page 29 - Congress will gain a clearer understanding of what is being achieved in relation to what is being spent. To accomplish this, the act...
Page 37 - Human capital planning must be an integral part of an organization's strategic and program planning; human capital itself should be thought of not as a cost to be minimized but as an asset to be enhanced. The challenge...
Page 1 - The Honorable Fred Thompson Chairman, Committee on Governmental Affairs United States Senate Dear Mr. Chairman...
Page 17 - The first section, entitled •Honor, Care, and Compensate Veterans in Recognition of Their Sacrifices for America," is intended to incorporate VA's results-oriented strategic goals. The second section, entitled "Management Strategies," incorporates the three other general goals, related to customer service, workforce development, and taxpayer return on investment.
Page 39 - The procedures should be credible and specific to ensure that performance information is sufficiently complete, accurate, and consistent to document performance and support decisions on how best to manage programs.

Bibliographic information