Submitted by TFryer on Wed, 01/24/2018 - 21:03
Twenty-five years ago, federal agencies typically did not have key executives leading mission support functions. These functions were largely seen as administrative transaction services. However, ineffective mission support operations can be quite costly. For example in 2010, there were $641 million in grievance settlements at the Postal Service because of poor management training and inadequate labor-management relations.
Submitted by sfreidus on Thu, 01/04/2018 - 16:32
Twenty years ago, federal agencies typically did not have senior executives leading key mission support functions such as finance, technology, acquisition, or workforce. Over those two decades, Congress created a series of “chief” positions, reflecting trends in the private sector – chief financial officers, chief information technology officers, chief acquisition officers, and chief human capital officers. They recently added performance improvement officers but without the “chief” title.
Submitted by rthomas on Fri, 12/22/2017 - 15:46
Throughout its history, the U.S. Department of Housing and Urban Development, HUD, has sought to promote sustainable homeownership, support community development, and access to affordable housing. It has also become evident that government best serves the taxpayer when it is performing well and producing sound results. Over the last couple of years, HUD has taken many steps to improve its management and performance in fulfilling its mission.
Submitted by rgordon on Mon, 04/20/2009 - 20:00
In 2006, the Office of Management and Budget (OMB) authorized the Performance and Accountability Reporting (PAR) Pilot Program, which permitted executive branch agencies to use an alternative approach to reporting financial and performance information. Eleven departments and agencies volunteered to participate in the FY 2007 PAR Pilot Program. Three initiatives were held to assess and share lessons learned from the PAR Pilot Program.
Submitted by EFoss on Thu, 03/12/2009 - 20:00
The IBM Center is looked to as a source for starting dialogues on a broad range of public management topics. For the past ten years, we have studied the critical changes that are underway at all levels of government in the United States and around the world. Along the way, the Center has helped frame a number of significant management policy issues facing government.
Submitted by EFoss on Thu, 03/12/2009 - 20:00
This report presents findings about the organizational structure, processes, and tools that surround planning and resource allocation for homeland security in the executive branch and Congress. The author explores problems with today's arrangements and offers recommendations for consideration by the next president and the next Congress. Improving planning and resource allocation can help leaders establish control over priorities by strengthening the links between strategies and budgets.
Submitted by EFoss on Thu, 03/12/2009 - 20:00
Dr. Blanchard’s report begins with a description of the statutory and conceptual foundations of costing requirements. He follows with a framework for integrating costs and performance. He then tells the story of how two very different federal agencies successfully met the PMA’s performance costing requirements. Blanchard draws upon published reports and articles, as well as his own experience leading PMA reform efforts at the National Aeronautics and Space Administration (NASA) and the Small Business Administration (SBA).
Submitted by EFoss on Thu, 03/12/2009 - 20:00
This report highlights the fundamental tensions that federal credit programs face between doing good and doing well. On the one hand, the government provides support through loans and loan guarantees to borrowers who are not considered adequately served by commercial credit markets. On the other hand, the government cannot afford to lose large amounts of money by paying for an unacceptable number of defaults on federal loans.
Submitted by EFoss on Thu, 03/12/2009 - 20:00
This report examines how organizational factors and management strategies have affected the ability of federal agencies to generate reliable information for financial statements and achieve unqualified audit opinions. By indentifying successful management strategies, this study offers recommendations about how agencies can better approach the recurring requirements to produce annual audited financial statements. Financial Management
Submitted by EFoss on Thu, 03/12/2009 - 20:00
The federal government currently administers loan and loan guarantee programs that amount to about $1 trillion of credit outstanding. Credit scoring and loan scoring offer the opportunity for federal credit agencies to devise scoring-based database management systems for a broad range of purposes. When applied to federal direct loans and guarantees, scoring may help some federal credit agencies to improve credit management as well as the implementation of public purposes related to their programs. Financial Management
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