Managing for Results: Critical Actions for Measuring Performance

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Report Type	Reports and Testimonies
Report Date	June 20, 1995
Report No.	T-GGD/AIMD-95-187
Subject	Accountability Agency missions Congressional oversight Federal agency reorganization Financial management Management information systems Performance measures Productivity in government Public administration Strategic planning Work measurement Army Corps of Engineers Civil Works Operation and Maintenance Program Australia Canada Dept. of Commerce Malcolm Baldrige Quality Improvement Award Government Performance and Results Act GPRA New Zealand

Summary:

Although some federal agencies are making progress in establishing well-defined, meaningful, and sound performance measures, most have a long way to go. The experience of leading state and foreign governments, federal agencies, and businesses provide valuable lessons for federal agencies as they begin to implement the Government Performance and Results Act's performance assessment requirements and redesign their critical work processes to achieve significant improvements. Agencies are confronted with the central issue of developing performance measurement processes that focus on outcomes that are important to key stakeholders while providing the critical management information needed to improve processes to achieve those outcomes. Given the challenges that agencies face and the need to make major performance improvements during a period of severely limited resources, Congress has an essential role to play through its oversight, appropriation, and authorization responsibilities.

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Managing for Results: Critical Actions for Measuring Performance