Improving Federal Financial Management: Hearing Before a Subcommittee of the Committee on Government Operations, House of Representatives, One Hundredth Congress, Second Session, September 22, 1988, Volume 4 |
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Accounting Office accounting standards accounting systems accrual accounting activities Administration agency financial annual appropriate audit resources audited financial statements balance sheet BEAU BOULTER benefits billion BROOKS budget process budget system capital budget cash management Chairman Chief Financial Officer Comptroller Comptroller General's Congress Corporation cost decisions deficit DEGEORGE departments and agencies depreciation develop dollars draft legislation establish executive branch expenditures Farm Credit System federal agencies Federal budget Federal financial management Federal Government financial audits financial information Financial Management Improvement financial management systems financial reporting financial statement audits financial systems fiscal FRANK HORTON FSLIC funds future GAAP Government Operations governmentwide HORTON implementation inspector internal controls investments issues Jack Brooks leadership LEGISLATION AND NATIONAL loan Management and Budget ment Office of Management outlays oversight payments percent prepared problems programs proposed record reform Response Secretary September 22 spending Subcommittee Treasury
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Page 242 - President on choices among alternative courses of economic policy; and — works closely with officials of the Office of Management and Budget, the Council of Economic Advisers, and other...
Page 51 - Statement of Charles A. Bowsher, Comptroller General of the United States Before the Subcommittee on Legislation and National Security Committee on Government Operations House of Representatives GAO /T-AFMD -88-18 Mr.
Page 246 - ... affairs. The International Staff would monitor the flow of recommendations and advice to the President's office from the Department of Defense, the Department of State, and the National Security Council. The task of the Economic Affairs Staff would be to guide the flow of advice from a variety of sources: the Department of the Treasury, the Office of Management and Budget, the President's Adviser on Inflation, and the Council of Economic Advisers. Another key element in the President's ability...
Page 181 - NOTICE This statement is not available for public release until it is delivered at 10:00 am (EOT), Thursday, May 13, 1993.
Page 259 - ... Act, new preservation opportunities have opened up in almost every state. As the programs of the Advisory Council, the National Trust, the Department of Housing and Urban Development, and the Department of the Interior have been funded, state and local governments have responded with new attitudes. Federal agencies such as the General Services Administration and the Department of Transportation have also assumed beneficial roles, especialy since the Executive Order of 1971 clarified their roles...
Page 65 - Financial statement audits ensure that accounting transactions, accounting systems, financial statements, and financial reporting to Treasury, OMB, the public, and the Congress are properly linked.
Page 212 - For example, other legislation designed to improve financial management at the federal level included the Federal Managers Financial Integrity Act, the Inspector General Act, the Debt Collection Act, the Prompt Payment Act, the Single Audit Act, the Federal Grant and Cooperative Agreement Act, the Competition in Contracting Act, the Debt Collection Act and the Intergovernmental Cooperation Act.
Page 54 - ... many of the weaknesses are long-standing and have resulted in billions of dollars of losses and wasteful spending; major government scandals and system breakdowns serve to reinforce the public's perception that the federal government is poorly managed, with little or no control over its activities; and top-level officials must provide leadership if this situation is to ever change.
Page 44 - Budgets are reguested and justified in terms of programs and projects, such as infant health care or dams for flood control. Yet, accounting and other financial reports often focus on appropriations and categories of expenses such as travel or personnel, without relating them to the particular programs or projects for which the money was requested and approved. The resulting waste from these abuses runs into the billions of dollars.
Page 54 - Conventional efforts to put the government's financial house in order have lacked the long-term, governmentwide approach that is necessary to ensure that consistent data are available across agency and department lines.