|Page last updated May 2, 2001||C o n t e n t s|
the Transition to a More Results-Oriented and Accountable Federal Government
As we enter the 21st century, American citizens are increasingly demanding improved government services and better stewardship of public resources. The federal government is adopting the principles of performance-based management in an effort to address these demands. This approach to managing government integrates thinking about organizational structure; program and service delivery strategies; and the use of technology, reliable financial information, and effective human capital strategies into decisions about the results the government intends to achieve.
Many initiatives now under way across government to improve operations and strengthen accountability are being driven by management reforms statutorily established by the Congress in the 1990s. Yet the reforms did not encompass all areas of government management, in particular, human capital strategic planning and management at a governmentwide level.
The reforms that have been adopted have profound implications for what government does (the products and services it delivers), how it is organized, and how it performs. Consequently, government decisionmakers and managers are adopting new ways of thinking, considering different ways of achieving goals, and using new information to guide decisions. At the same time, with budget surpluses now projected for the coming years, the U.S. government faces a new set of challenges, in both the long and near terms, in making budget decisions.
To ensure that we support the transition to a more results-oriented and accountable federal government, we have established four strategic objectives:
In working toward this Strategic Goal in fiscal year 2000, we exceeded all five of our annual performance targets:
In addition, we expect to meet or exceed all 15 qualitative performance goals by the end of fiscal year 2002. These performance goals are listed in the PDF version of our full-length report.
Fiscal Years 2001 and 2002
Guided by our final decisions on realigning the agency's structure to the goals in our strategic plan, we allocated 942 full-time equivalent staff to Goal 3. We revised some of our quantitative targets to reflect these decisions, as indicated on the table above, and are on track to meet our quantitative targets for fiscal year 2001. In addition, we revised 1 of our 15 qualitative performance goals to more accurately reflect the scope of work being done under Goal 3.
Looking ahead to fiscal year 2002, we have requested 976 full-time equivalent staff for this goal. The additional staff will be used to increase our emphasis on federal human capital management, government computer security, and analyses of economically significant regulations. Given these resources, we set the following targets:
These performance targets will continue to focus our attention on work
that provides financial benefits and other improvements in government
operations. We also set targets of delivering 67 testimonies and making
352 recommendations to executive agencies, two measures of the value
of our work for congressional decision-making and in identifying opportunities
for improving federal operations that yield benefits to taxpayers.
3-Year Qualitative Performance Goals, Fiscal Years 2000-2002