Interagency relations (51 - 60 of 184 items)
Results-Oriented Government: Practices That Can Help Enhance and Sustain Collaboration among Federal Agencies
GAO-06-15: Published: Oct 21, 2005. Publicly Released: Oct 21, 2005.
The federal government faces a series of challenges in the 21st century that will be difficult, if not impossible, for any single agency to address alone. Many issues cut across more than one agency and their actions are not well coordinated. Moreover, agencies face a range of barriers when they attempt to work collaboratively. This report identifies key practices that can help enhance and sustain...
Electronic Government: Funding of the Office of Management and Budget's Initiatives
GAO-05-420: Published: Apr 25, 2005. Publicly Released: May 25, 2005.
In accordance with the President's Management Agenda, the Office of Management and Budget (OMB) has sponsored initiatives to promote electronic government--the use of information technology, such as Web-based Internet applications, to enhance government services. Generally, these "e-gov" initiatives do not have direct appropriations but depend on a variety of funding sources, including monetary co...
Department of Homeland Security: Addressing Management Challenges That Face Immigration Enforcement Agencies
GAO-05-664T: Published: May 5, 2005. Publicly Released: May 5, 2005.
The Department of Homeland Security (DHS) assumed responsibility for the immigration programs of the former Immigration and Naturalization Service (INS) in 2003. The three DHS bureaus with primary responsibility for immigration functions are U.S. Customs and Border Protection (CBP), U.S. Immigration and Customs Enforcement (ICE), and U.S. Citizenship and Immigration Services (CIS). This testimony...
Results-Oriented Government: Improvements to DHS's Planning Process Would Enhance Usefulness and Accountability
GAO-05-300: Published: Mar 31, 2005. Publicly Released: May 2, 2005.
The creation of the Department of Homeland Security (DHS) was the largest government reorganization in over 50 years, involving 170,000 employees and a $40 billion budget. Given the magnitude of this effort, strategic planning is critical for DHS to ensure that it meets the nation's homeland security challenges. GAO was asked to assess the extent to which DHS's planning process and documents (1) a...
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....
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...
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...
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...
Chief Financial Officers Council and Joint Financial Management Improvement Program: Building the Work Force Capacity to Successfully Implement Financial Systems (April 2002)
A02376: Oct 15, 2001
One of the priorities of the U.S. Chief Financial Officers (CFO) Council is to improve financial performance through better financial management systems. The Bush administration has identified several management reform initiatives, including strategic management of human capital, improving financial performance and expanding e-government. Under the auspices of the Financial Systems Committee and H...