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Performance and Accountability Report 2000

Strategic Goal 4: Performance and Plans

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Page last updated May 2, 2001 C o n t e n t s

logo for goalMaximize the Value of GAO by Being a Model Organization for the Federal Government

The Strategic Goal and Its Objectives
Performance: FY 2000
Accomplishments: FY 2000
Plans: FY 2001 and 2002
Measures and Targets

To carry out our responsibilities to the Congress and the American people successfully, GAO must be perceived as credible and must lead by example. Our fourth strategic goal provides the framework for enhancing and sustaining our organizational credibility.

To ensure that we maximize the value of GAO by being a model organization for the federal government, we have established five strategic objectives:

cultivate and foster effective congressional and agency relations,

implement a model strategic and annual planning and reporting process,

align human capital policies and practices to support GAO's mission,

develop efficient and responsive business processes, and

build an integrated and reliable information technology infrastructure.

Fiscal Year 2000

To help guide our efforts in achieving Strategic Goal 4, we originally established three quantitative annual performance measures and targets: timeliness, product quality, and multiunit products. In our revised final fiscal year 2001 performance plan, we made the timeliness measure an overall GAO management measure. This change will provide greater focus and emphasis on meeting client needs.

We discontinued the product quality measure at the end of the second quarter of fiscal year 2000 primarily because it did not adequately capture the evolving environment at GAO. Our increased emphasis on risk management and matrix management requires us to build quality into our work and products prior to issuance and to view quality through our clients' eyes. Therefore, we are developing a new measure of product quality based on client feedback and new internal assessments.

Eight percent of our products were issued as multi-unit products in fiscal year 2000--that is, they were issued jointly by two or more of GAO's units. While this was up from our experience of 5 percent in fiscal year 1999, it was below our target of 9 percent. We have, however, eliminated this measure for fiscal year 2001 for several reasons. It was originally intended as an indicator of whether GAO's units were sharing resources with one another. But the risk management and matrix management strategies we implemented last year now provide more active senior management and ensure that needed resources are made available, regardless of where they are housed in the agency. Moreover, because this measure had relatively little meaning outside of GAO, we are seeking a better way to measure our matrix management efforts.

We expect to meet or exceed all 17 qualitative performance goals by the end of fiscal year 2002.These performance goals are listed in the PDF version of our full-length report.

Examples of our work under Strategic Goal 4 include the following:

Managing Strategically With Accountability
Improving Service to the Congress
Managing Human Capital

Fiscal Years 2001 and 2002

For fiscal year 2001, we are continuing to make progress in most areas, although we received insufficient funds to support several of our initiatives, such as those for additional enabling technology and human capital support. We allocated 614 full-time equivalent staff to our work on Strategic Goal 4. While we are making progress toward our performance goals, achieving them by the end of fiscal year 2002 will depend on having sufficient resources for projects delayed by the funding shortfall in fiscal year 2001.

For fiscal year 2002, we have again requested 614 full-time equivalent staff to work on our efforts to maximize the value of GAO as a model organization for the federal government. We have, however, requested additional funding to continue our initiatives in human capital, enabling technology, and several other key efforts. In the human capital area, we plan to continue our efforts to enhance our performance-based rewards and compensation program, to improve training to address skill gaps and maximize productivity, and to increase our ability to attract and retain high-quality staff by providing benefits comparable to those of other federal government agencies. Funding to continue technology initiatives will allow us to upgrade software and hardware to ensure our network's continued enhancement, to reengineer existing business processes to support our strategic goals and objectives, and to improve the security of our network.

3-Year Qualitative Performance Goals, Fiscal Years 2000-2002

 

 

Expect to meet or exceed

Do not expect to meet

Not started


Qualitative


Performance goals: 17


100%


0%


0%


[ Contents  |  Introduction  |  C.G.'s Letter  |  FY 2000 ]
[
FYs 2001 and 2002  |  Strategies and Challenges  |  Financial Information
]


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