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This guide builds upon a large body of work we have conducted during the past two decades related to performance management in the federal government. This includes a number of products focused on enhancing the usefulness and use of performance information in congressional decision making, including our recent briefings to congressional staff on opportunities for Congress to address government performance issues.
The U.S. Government Accountability Office (GAO) is an independent agency that works for Congress. The GAO watches over Congress, and investigates how the federal government spends taxpayers dollars. The Comptroller General of the United States is the leader of the GAO, and is appointed to a 15-year term by the U.S. President. The GAO wants to support Congress, while at the same time doing right by the citizens of the United States. They audit, investigate, perform analyses, issue legal decisions and report anything that the government is doing. This is one of their reports.
To help ensure that executive branch performance info. is useful to Congress, Congressional involvement on what to measure and how to present this info. is critical. Recognizing this, Congress updated the statutory framework for performance management in the fed. gov't. with the GPRA Modernization Act (GPRAMA), which significantly enhances the requirements for agencies to consult with Congress when establishing governmentwide and agency goals. This guide will assist members of Congress in: (1) ensuring the consultations required under GPRAMA are useful to the Congress; and (2) using performance info. produced by executive branch agencies in carrying out various congressional decision-making responsibilities. Illus. A print on demand report.
GPRA (the government performance and results act of 1993)is a central component of a statutory framework that Congress has put in place over the last decade to improve the performance, management, and accountability of the federal government. Other major elements of the framework include financial management reforms, such a the Chief Financial Officers (CFO) Act, and information resources management improvements, such as the Clinger-Cohen Act. Through this statutory framework, Congress has sought to improve the fiscal, program, and management performance of federal agencies, programs, and activities. The effective implementation of this statutory framework, although important, is not an end in itself. Rather, the implementation of the framework is the means to an end-improved federal performance through enhanced congressional and executive branch decisionmaking and oversight. Traditionally, the danger to any management reform is that it can become a hollow, paper-driven exercise where management improvement initiatives are not integrated into day-to-day activities of the organization. In short, performance improvements within an agency will not occur just because, for example, the agency has published a strategic plan or the results of an audit of its financial statements. Rather, performance improvements performance improvements occur only when congressional and executive branch decisionmakers use these and other documents-and the management systems that generate them-to help inform decisions and improve confidence in the accountability and performance of the federal government.
The Government Performance and Results Act arose, in part, out of Congress' frustration that its policy and spending decisions and oversight had been handicapped by a lack of precise information on program goals, performance, and costs. Today, agencies must set multiyear strategic goals and corresponding annual goals, measure their performance, and report on their results. The implementation of the act is now at a critical point. By the end of March, agencies are to publish annual performance reports that, for the first time, will provide an overall picture of the performance of federal programs. The information becoming available as a result of the act also affords an opportunity to reexamine what government does, how it does it, and who benefits. In short, the act has the potential to ensure that the government delivers the results that the American people expect and deserve. The Comptroller General's testimony provides an overview of the act's implementation across the executive branch, discusses how the House of Representatives has used the act to improve program oversight and decisionmaking, and suggests ways to use the act to address some of the critical program and management issues confronting the government.
T-GGD-00-95 Managing for Results: Using GPRA to Help Congressional Decisionmaking and Strengthen Oversight
This report discusses how Congress can use the Government Performance and Results Act (GPRA) as it seeks to reduce the cost and improve the performance of the federal government. There is a broad consensus within the federal government, and among students of its institutions, that part of the solution to the federal government's fiscal problems must be better management of its programs and activities. The American people also are rightly demanding that government operate in a more efficient and businesslike manner. However, improving management in the federal sector will be no easy task, but GPRA can assist in accomplishing it. As its title indicates, GPRA'5 focus is on results. In crafting GPRA, Congress recognized that congressional and executive branch decisionmaking had been severely handicapped by the absence in many agencies of the basic underpinnings of well-managed organizations. Our work has found numerous examples of management-related challenges stemming from unclear agency missions; the lack of results-oriented performance goals; the absence of well-conceived agency strategies to meet those goals; and the failure to gather and use accurate, reliable, and timely program performance and cost information to measure progress in achieving results.
" The federal government faces significant and long-standing fiscal, management, and performance challenges. The act's implementation offers opportunities for Congress and the executive branch to help address these challenges. This report is the latest in a series in which GAO, as required by the act, reviewed the act's initial implementation. GAO assessed the executive branch's (1) progress in implementing the act and (2) effectiveness in using tools provided by the act to address key governance challenges. To address these objectives, GAO reviewed the act, related OMB guidance, and past and recent GAO work related to federal performance management and the act; and interviewed OMB staff. In addition, to determine the extent to which agencies are using performance information and several of the act's requirements to improve agency results, GAO surveyed a stratified random sample of 4,391 federal managers from 24 agencies, with a 69 percent response rate which allows GAO to generalize these results. "
Statement of Gene L. Dodaro, Comptroller Gen. of the U.S. The federal government is the world's largest and most complex entity, with about $3.5 trillion in outlays in FY 2010 that fund a broad array of programs and operations. GAO's long-term simulations of the federal budget show absent policy change growing deficits accumulating to an unsustainable increase in debt. While the spending side is driven by rising health care costs and demographics, other areas should also be scrutinized. In addition, there are significant performance and management challenges that the federal government needs to confront.This testimony discusses the Government Performance and Results Act (GPRA) Modernization Act of 2010 (GPRAMA), as the administration begins implementing the act. It is based on GAO's past and ongoing work on GPRA implementation, as well as recently issued reports (1) identifying opportunities to reduce potential duplication in government programs, save tax dollars, and enhance revenue; and (2) updating GAO's list of government operations at high risk due to their greater vulnerabilities to fraud, waste, abuse, and mismanagement, or the need for transformation. Figures. This is a print on demand report.