Managing for Results: Agencies' Annual Performance Plans Can Help Address Strategic Planning Challenges : Report to Congressional Requesters |
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1997 Draft Strategic addition agency's Agricultural Marketing Service Agriculture's Strategic Plan annual performance goals annual performance plans Appendix assess briefed your staffs briefing are summarized budget Chief Financial Officer Commerce's Strategic Plan components Congress on September coordination Department's develop discussion DOE's draft plan draft strategic plan efforts example federal agencies financial management fiscal Foreign Agricultural Service Further Improved goals and objectives HUD's identified implementation information technology Issue Area Contact issued strategic plan July 11 July report Justice's key external factors Key Observations linkages linked long-term goals management problems mission statement NSF's October 17 OMB and Congress OPM's plan and compared plan's resources needed responsibilities Results Act reviewed revised SBA's September 30 plan September plan September strategic plan Service six elements required six required elements specific stakeholders statutory strategic goals strategic objectives strategies for achieving student financial aid Summary of Key Treasury's USAID USDA
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Page 33 - Department of Agriculture Department of Commerce Department of Defense Department of Education Department of Energy Department of Health and Human Services Department of Housing and Urban Development...
Page 16 - October 1990 by the Secretary of the Treasury, the Director of OMB, and the Comptroller General to consider and recommend accounting principles for the federal government.
Page 6 - ... resources needed to achieve the goals and objectives, (4) a description of the relationship between the long-term goals and objectives and the annual performance goals, (5) an identification of key factors external to the agency and beyond its control that could significantly affect the achievement of the strategic goals, and (6) a description of how program evaluations were used to establish or revise strategic goals and a schedule for future program evaluations. The...
Page 6 - 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 6 - These elements are (1) a comprehensive agency mission statement; (2) agencywide long-term goals and objectives for all major functions and operations; (3) approaches (or strategies) and the various resources needed to achieve the goals and objectives...
Page 14 - August 29, 1997. service delivery options. These options, in turn, can lead to decisions concerning department and agency missions and the allocation of resources among those...
Page 104 - Act (GPRA) to meet the changing needs of veterans and ensure that we are able to honor, care, and compensate veterans in recognition of their sacrifices for America.
Page 3 - May 1994 in accordance with generally accepted government auditing standards. We provided a draft of this report to SEC, Treasury, NASD, and NYSE for review and comment. Their comments and our evaluation are presented at the end of this letter.
Page 15 - The absence of sound program performance and cost data and the capacity to use those data to improve performance are among the major barriers to the effective implementation of the Results Act Efforts under the CFO Act have shown that most agencies are still years away from generating reliable, useful, relevant, and timely financial information, which is urgently needed to make our government fiscally responsible. The widespread lack of available program performance information is equally troubling....
Page 1 - The Results Act seeks to shift the focus of Government decisionmaking and accountability away from a preoccupation with the activities...