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Accounts With Spending Activities Actual Administration Affairs Agency Bureau Account Agriculture amount assess Authority and Permanent Available benefits Borrowing Branch Budget Bureau Account number Center citation enacted status Coast Guard Construction Contract authority Corporation cost Credit criteria decisions Defense Defense--Military Detailed Information Development Dollars Dollars Dollars in thousands Energy evaluation executives Exempt Expenses Federal fees fiscal Five Fund Department Gifts Health Housing identify implemented improve Independent Information on Accounts information systems Information Technology Insurance Interior International investment Investment Approaches investment process leading organizations Legislative Maintenance Management Military mission NASA needs Office Operation Payments performance Permanent Appropriations Personnel planning Power practices Procurement Programs Progress projects Public Research responsibility Revolving risks Salaries selection senior Service Source Spending Authority Stat Transportation Treasury Trust Fund United Veterans
Page 74 - Defense of automatic data processing equipment or services if the function, operation, or use of the equipment or services — (1) involves intelligence activities; (2) involves cryptologic activities related to national security; (3) involves the command and control of military forces; (4) involves equipment that is an integral part of a weapon or weapons system; or (5) subject to subsection (b), is critical to the direct fulfillment of military or intelligence missions.
Page 20 - Code, the head of each executive agency shall design and implement in the executive agency a process for maximizing the value and assessing and managing the risks of the information technology acquisitions of the executive agency.
Page 2 - Executive Guide: Improving Mission Performance Through Strategic Information Management and Technology (GAO/AIMD-94-115, May 1994...
Page 26 - Clinger-Cohen, agencies must design and implement a process for maximizing the value and assessing and managing the risks of information technology acquisitions.
Page 1 - Chairman The Honorable Cardiss Collins Ranking Minority Member Committee on Government Reform and Oversight House of Representatives The Honorable Henry J.
Page 74 - ... (4) where comparable processes and organizations in the public or private sectors exist, quantitatively benchmark agency process performance against such processes in terms of cost, speed, productivity, and quality of outputs and outcomes...
Page 33 - 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? GPRA forces a shift in the focus of federal agencies — away from such traditional concerns as staffing and activity levels and toward a single overriding issue: results. GPRA requires agencies to set goals, measure performance, and report on their accomplishments."38 "PL...
Page 74 - ... of that executive agency (or, in the case of an executive agency without a Chief Financial Officer, any comparable official), shall establish policies and procedures that — (1) ensure that the accounting, financial, and asset management systems and other information systems of the executive agency are designed, developed, maintained, and used effectively to provide financial or program performance data for financial statements of the executive agency; (2...
Page 74 - Energy and other senior managers to ensure that information technology is acquired and information resources are managed in a manner that implements the policies and procedures of relevant legislation, including the Government Paperwork Elimination Act and the Clinger-Cohen Act, and the priorities established by the Secretary.