Government Performance and Results Act Implementation: How to Achieve Results : Hearings Before the Subcommittee on Government Management, Information, and Technology of the Committee on Government Reform and Oversight, House of Representatives, One Hundred Fifth Congress, First Session, March 10 and 13, 1997U.S. Government Printing Office, 1997 - 135 pages |
Autres éditions - Tout afficher
Expressions et termes fréquents
accountability achieve administration agency officials agency's areas BRARY broken windows theory budget Chairman Compstat CONG CONGRE CONGRESS THE LIBR CONGRESS THE LIBRARY congressional staff consultation process customer service DAVIS OF VIRGINIA develop discussions DYER Federal agencies fiscal focus Forest Service GIULIANI going Government Performance GPRA requires GRES GRESS hearing HORN housing implementation improve legislative LIBRA LIBRARY OF CONGRESS look major MALONEY Mayor meetings ment MIHM mission statement outcomes percent Performance and Results performance measures performance plan police department precinct commanders problems questions RARY reform RESS Results Act ROBINSON RON STEWART Rudolph Giuliani Secretary Cuomo SESSIONS Social Security Social Security Administration SSA's staff and agency stakeholders Stephen Horn STEVENS STEWART strategic goals strategic plan subcommittee success talking Thank things tion welfare workfare workforce York City York Police Department
Fréquemment cités
Page 111 - If a man is called to be a street sweeper, he should sweep streets even as Michelangelo painted, or Beethoven composed music, or Shakespeare wrote poetry. He should sweep streets so well that all the host of heaven and earth will pause to say, "Here lives a great street sweeper who did his job well.
Page 117 - Mr. Davis. Mr. DAVIS OF ILLINOIS. Thank you very much, Mr. Chairman.
Page 59 - Mr. Chairman, members of the subcommittee, I am honored to be here today to present the Department of Defense civilian manpower program that is reflected in the President's 1981 budget.
Page 3 - If you would raise your right hand. [Witnesses sworn.] Mr. HORN. The clerk will note that all the witnesses did affirm it.
Page 51 - Act are to— (1) improve the confidence of the American people in the capability of the Federal Government, by systematically holding Federal agencies accountable for achieving program results; (2) initiate program performance reform with a series of pilot projects in setting program goals, measuring program performance against those goals, and reporting publicly on their progress...
Page 8 - Managing for Results: Using GPRA to Assist Congressional and Executive Branch Decisionmaking (GAO/T-GGD-97-43, Feb. 12, 1997), Managing for Results: Enhancing the Usefulness of GPRA Consultations Between the Executive Branch and Congress (GAO/T-GGD-97-56, Mar. 10, 1997), and Agencies' Strategic Plans Under GPRA: Key Questions to Facilitate Congressional Review (GAO/GGD-10.1.16, May 1997).
Page 41 - ... my many new friends in the State of Utah, and will do anything I possibly can to help, including if necessary, remaining silent starting right now. [Laughter.] Thank you. [The prepared statement of Secretary Babbitt follows:] STATEMENT OF HON. BRUCE BABBITT, SECRETARY, US DEPARTMENT OF THE INTERIOR Good morning, Mr. Chairman, and thank you for this opportunity to appear before you today concerning HR 3830, the Utah Schools and Lands Exchange Act of 1998. It is my pleasure to join with Governor...
Page 50 - Budget shall require each agency to prepare an annual performance plan covering each program activity set forth in the budget of such agency. Such plan shall — (1) establish performance goals to define the level of performance to be achieved by a program activity; (2) express such goals in an objective, quantifiable, and measurable form unless authorized to be in an...
Page 86 - I am very pleased to be here and I thank you for the invitation to talk about a subject of this nature. I have a sub-title which is "To What End?".
Page 23 - Still, stakeholder involvement is important to help agencies ensure that their efforts and resources are targeted at the highest priorities. Just as important, involving stakeholders in strategic planning efforts can help create a basic understanding among the stakeholders of the competing demands that confront most agencies, the limited resources available to them, and how those demands and resources require careful and continuous balancing.