Management and the President's budget: hearing before the Subcommittee on Government Efficiency and Financial Management of the Committee on Government Reform, House of Representatives, One Hundred Eighth Congress, first session, March 26, 2003

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Page 30 - Federal agencies have implemented a wide array of e-govemment applications, including using the Internet to collect and disseminate information and forms; buy and pay for goods and services; submit bids and proposals; and apply for licenses, grants, and benefits. Although substantial progress has been made, the govemment continues to face challenges in fully reaching its potential in this area.
Page 1 - HOUSE OF REPRESENTATIVES, SUBCOMMITTEE ON GOVERNMENT EFFICIENCY AND FINANCIAL MANAGEMENT, COMMITTEE ON GOVERNMENT REFORM, Washington, DC. The subcommittee met, pursuant to notice, at 2 pm, in room 2154, Rayburn House Office Building, Hon.
Page 92 - Thank you. [Whereupon, at 5 pm, the subcommittee was adjourned, to reconvene at the call of the Chair.] [Additional information submitted for the hearing record follows...
Page 46 - General— (i) the report shall not be transmitted to the complainant; and (ii) the agency shall notify the Office of Personnel Management and the Office of Management and Budget of the referral.
Page 29 - ... and to discourage costly efforts designed to obtain unqualified opinions on financial statements without addressing underlying systems challenges; • establishing audit...
Page 104 - We designated the implementation and transformation of the department as a high risk for three reasons. First, the size and complexity of the effort make the challenge especially daunting, requiring sustained attention and time to achieve the department's mission in an effective and efficient manner. Second, components being merged into the department already face a wide variety of existing challenges that must be addressed.
Page 34 - This principle reflects an overall concern about arbitrary numbers driving sourcing policy or specific sourcing decisions. The success of government programs should be measured by the results achieved in terms of providing value to the taxpayer, not the size of the in-house or contractor workforce.
Page 19 - The basic problem is the long-standing lack of a consistent strategic approach to marshaling, managing, and maintaining the human capital needed to maximize government performance and assure its accountability.
Page 27 - Overhauling financial management represents a major management challenge that goes far beyond financial accounting to the very fiber of the department's range of business operations and management culture.
Page 19 - Serious human capital shortfalls are eroding the capacity of many agencies, and threatening the ability of others, to economically, efficiently, and effectively perform their missions 3 The federal government's human capital weaknesses did not emerge overnight and will not be quickly or easily addressed.

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