Interagency relations (31 - 40 of 161 items)
Interagency Contracting: Problems with DOD's and Interior's Orders to Support Military Operations
GAO-05-201: Published: Apr 29, 2005. Publicly Released: Apr 29, 2005.
In recent years, federal agencies have increasingly turned to interagency contracts--where one agency, for example, places an order under an existing contract for another agency--as a way to streamline the procurement process. Interagency contracting can offer benefits of improved efficiency, but this approach needs to be effectively managed. To learn more about some of the challenges of interagen...
Continuity of Operations: Agency Plans Have Improved, but Better Oversight Could Assist Agencies in Preparing for Emergencies
GAO-05-619T: Published: Apr 28, 2005. Publicly Released: Apr 28, 2005.
To ensure that essential government services are available in emergencies, federal agencies are required to develop continuity of operations plans. According to guidance from the Federal Emergency Management Agency (FEMA), which is responsible for providing guidance for and assessing agency continuity plans, a key element of a viable capability is the proper identification of essential functions....
Foreign Assistance: U.S. Trade Capacity Building Extensive, but Its Effectiveness Has Yet to Be Evaluated
GAO-05-150: Published: Feb 11, 2005. Publicly Released: Feb 11, 2005.
Many developing countries have expressed concern about their inability to take advantage of global trading opportunities. The United States considers this ability a key factor in reducing poverty, achieving economic growth, raising income levels, and promoting stability. U.S. trade capacity building assistance is designed to address these concerns. GAO (1) identified the nature and extent of U.S....
Embassy Management: Actions Are Needed to Increase Efficiency and Improve Delivery of Administrative Support Services
GAO-04-511: Published: Sep 7, 2004. Publicly Released: Sep 7, 2004.
Costs for overseas posts' administrative support services have risen nearly 30 percent since fiscal year 2001, reaching about $1 billion in 2003. These costs are distributed among 50 agencies through the International Cooperative Administrative Support Services (ICASS) system, which was designed to reduce costs and provide quality services in a simple, transparent, and equitable manner. Since ICAS...
Comptroller General's Forum: High-Performing Organizations: Metrics, Means, and Mechanisms for Achieving High Performance in the 21st Century Public Management Environment
GAO-04-343SP: Published: Feb 13, 2004. Publicly Released: Feb 13, 2004.
As we face the challenges of the 21st century, the federal government must strive to build high-performing organizations. Nothing less than a fundamental transformation in the people, processes, technology, and environment used by federal agencies to address public goals will be necessary to address public needs. In high-performing organizations, management controls, processes, practices, and syst...
Weapons Of Mass Destruction: Defense Threat Reduction Agency Addresses Broad Range of Threats, but Performance Reporting Can Be Improved
GAO-04-330: Published: Feb 13, 2004. Publicly Released: Feb 13, 2004.
The Defense Threat Reduction Agency (DTRA), within the Department of Defense (DOD), plays a key role in addressing the threats posed by weapons of mass destruction (WMD). Since the September 11, 2001, attacks, the visibility of DTRA's role has increased as federal agencies and military commanders have looked to the agency for additional support and advice. GAO was asked to report on DTRA's (1) mis...
Electronic Government: Potential Exists for Enhancing Collaboration on Four Initiatives
GAO-04-6: Published: Oct 10, 2003. Publicly Released: Nov 10, 2003.
In accordance with the President's management agenda, the Office of Management and Budget has sponsored initiatives to promote expansion of electronic government--the use of information technology, particularly Web-based Internet applications, to enhance government services. Each initiative demands a high degree of collaboration among organizations. For four of these initiatives, GAO was asked to...
Results-Oriented Management: Agency Crosscutting Actions and Plans in Drug Control, Family Poverty, Financial Institution Regulation, and Public Health Systems
GAO-03-320: Published: Dec 20, 2002. Publicly Released: Dec 20, 2002.
GAO's work has repeatedly shown that mission fragmentation and program overlap are widespread in the federal government. Implementation of federal crosscutting programs is often characterized by numerous individual agency efforts that are implemented with little apparent regard for the presence and efforts of related activities. GAO has in the past offered possible approaches for managing crosscut...
Homeland Security: Information Sharing Activities Face Continued Management Challenges
GAO-02-1122T: Published: Sep 23, 2002. Publicly Released: Sep 23, 2002.
To protect the nation from terrorist attacks, homeland security stakeholders must more effectively work together to strengthen the process by which critical information can be shared, analyzed, integrated and disseminated to help prevent or minimize terrorist activities. The success of a homeland security strategy relies on the ability of all levels of government and the private sector to communic...
Managing For Results: Next Steps to Improve the Federal Government's Management and Performance
GAO-02-439T: Published: Feb 15, 2002. Publicly Released: Feb 15, 2002.
Federal agencies need to work with other governmental organizations, nongovernmental organizations, and the private sector, both domestically and internationally, to achieve results. By focusing on accountable, results-oriented management, the federal government can use this network to deliver economical, efficient, and effective programs and services to the American people. The administration's p...