Survey of Organizational Performance and Management Issues

United States Government Accountability Office

Introduction

  The U.S. Government Accountability Office (GAO), the evaluation arm of Congress, is studying the use of performance information in the federal government. We are surveying a random, nationwide sample of mid- and upper-level federal managers governmentwide to obtain information on these managers' experiences and perceptions with regard to organizational performance and management issues. This survey is consistent with similar surveys that we administered in 1996, 1999, 2003, and 2007. As with past surveys, we will report survey responses in the aggregate at the governmentwide and agency levels to inform the Congress on how federal managers are using performance information to improve agency results.

Additionally, GAO will take steps to ensure the privacy of your responses. We will not include any information that would allow an individual respondent to be identified. We will not release individually identifiable data outside of GAO, unless compelled by law or requested by the Congress.

All of the questions in this questionnaire can be answered by checking boxes or filling in blanks. The questionnaire should take no more than 30 minutes to complete. Please complete this survey within 10 business days of receiving it.

We urge you to complete this questionnaire. We cannot develop meaningful information without your frank and honest answers.

To learn more about completing the survey, printing your responses, and whom to contact if you have questions, click here for help.

Thank you very much for your time.
(View responses)
 

Section 1 - Background

 
Please note: When we refer to "your agency" in a question, we are referring to the governmental component where you work. This could be:

An independent agency (e.g., the Environmental Protection Agency).

A cabinet-level department (e.g., the Department of Transportation). If you work for offices that support the Secretary of your department, please consider the cabinet-level department as "your agency."

A major component of that cabinet-level department (e.g., the Federal Aviation Administration, the Army, or the Internal Revenue Service). If you are employed by a cabinet-level department but actually work in a major component of that department, please consider the major component as "your agency."
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1.  What is your current grade level? (Select one.)

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  If you answered "Other" above, please specify your grade level.
(View responses)
 
2.  In total, for how many years have you been a supervisor and/or a manager in the federal government? (Please specify the total number of years, rounding up to the nearest year.)

(View responses)
  Total number of years as a supervisor or
manager in the federal government.
(View responses)
   Years
 
            or

(View responses)
   
  If you have never been a supervisor or a manager in the federal government, please check the box to the right.
(View responses)
 
3.  In your current role, approximately how many government employees are you responsible for? (Please answer for your permanent position. Please specify the total number.
If none, enter 0.)


   Employees
(View responses)
 

Section 2 - Agency Strategic Goals

 
Please note: Agency strategic goals articulate clear statements of what the agency wants to achieve to advance its mission and address relevant national problems, needs, challenges and opportunities. Strategic goals should focus on intended results and further the agency's mission.
(View responses)
 
4.  For those program(s)/operation(s)/project(s) that you are involved with, to what extent, if at all, do you consider your agency's strategic goals when participating in the following activities? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
4a.  Setting program priorities
(View responses)
4b.  Allocating resources
(View responses)
4c.  Adopting new program approaches or changing work processes
(View responses)
4d.  Developing or refining program performance measures
(View responses)
 

Section 3a - Performance Measurement (Performance Measures)

 
Please note: Performance measures track progress towards achieving agency goals or objectives or measure a program/operation/project's overall performance. These measures can be quantitative or qualitative.

For the following questions, please interpret "performance measures" in the broadest sense.
(View responses)
 
5.  Are there performance measures for the program(s)/operation(s)/project(s) that you are involved with? (Select one.)

(Click here to skip to Section 3b - Performance Measurement (Performance Information))
(Click here to skip to Section 3b - Performance Measurement (Performance Information))
(View responses)
 
6.  To what extent, if at all, do you agree with the following statements as they relate to performance measures for the program(s)/operation(s)/project(s) that you are involved with? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
6a.  We have performance measures that tell us how many things we produce or services we provide. (Output measures)
(View responses)
6b.  We have performance measures that tell us if we are operating efficiently. (Efficiency measures)
(View responses)
6c.  We have performance measures that tell us whether or not we are satisfying our customers. (Customer service measures)
(View responses)
6d.  We have performance measures that tell us about the quality of the products or services we provide. (Quality measures)
(View responses)
6e.  We have performance measures that would demonstrate to someone outside of our agency whether or not we are achieving our intended results. (Outcome measures)
(View responses)
6f.  We have performance measures that tell us how equitably our products or services are distributed among our customers, as appropriate. (Social equity measures)
(View responses)
 

Section 3b - Performance Measurement (Performance Information)

 
Please note: Performance information is data collected to measure progress toward achieving an agency's established mission or program-related goals or objectives. Performance information can focus on performance measures, such as quality, timeliness, customer satisfaction, or efficiency. It can inform key management decisions such as setting program priorities, allocating resources, or identifying program problems and taking corrective action to solve those problems.
(View responses)
 
7.  To what extent, if at all, do you agree with the following statements? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
7a.  My agency's performance information is easily accessible to managers at my level.
(View responses)
7b.  My agency's performance information is easily accessible to employees.
(View responses)
7c.  My agency's performance information is easily accessible to the public, as appropriate.
(View responses)
7d.  My agency's performance information is available in a format that is easy to use.
(View responses)
7e.  My agency has sufficient analytical tools for managers at my level to collect, analyze, and use performance information.
(View responses)
7f.  I have access to the performance information I need to manage the program(s)/operation(s)/project(s) that I am involved with.
(View responses)
7g.  Performance information is available in time to manage the
program(s)/operation(s)/project(s) that I am involved with.
(View responses)
7h.  The program(s)/operation(s)/
project(s) that I am involved with have sufficient staff with the knowledge and skills needed to analyze performance information.
(View responses)
 
8.  For those program(s)/operation(s)/project(s) that you are involved with, to what extent, if at all, do you use the information obtained from performance measurement when participating in the following activities? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
8a.  Developing program strategy
(View responses)
8b.  Setting program priorities
(View responses)
8c.  Allocating resources
(View responses)
8d.  Identifying program problems to be addressed
(View responses)
8e.  Taking corrective action to solve program problems
(View responses)
8f.  Adopting new program approaches or changing work processes
(View responses)
8g.  Coordinating program efforts with other internal or external organizations
(View responses)
8h.  Refining program performance measures
(View responses)
 
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
8i.  Setting new or revising existing performance goals
(View responses)
8j.  Setting individual job expectations for the government employees I manage or supervise
(View responses)
8k.  Rewarding government employees I manage or supervise
(View responses)
8l.  Developing and managing contracts
(View responses)
8m.  Identifying and sharing effective program approaches with others
(View responses)
8n.  Informing the public about how programs are performing
(View responses)
8o.  Streamlining programs to reduce duplicative activities
(View responses)
 

Section 3c - Performance Measurement (Hindrances)

9.  Based on your experience with the program(s)/operation(s)/project(s) that you are involved with, to what extent, if at all, have the following factors hindered measuring performance or using the performance information? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
9a.  Difficulty determining meaningful measures
(View responses)
9b.  Different parties are using different definitions to measure performance
(View responses)
9c.  Difficulty obtaining valid or reliable data
(View responses)
9d.  Difficulty obtaining data in time to be useful
(View responses)
9e.  Lack of incentives (e.g., rewards, positive recognition)
(View responses)
9f.  Difficulty resolving conflicting interests of stakeholders, either internal or external
(View responses)
9g.  Difficulty distinguishing between the results produced by the program and results caused by other factors
(View responses)
9h.  Existing information technology and/or systems not capable of providing needed data
(View responses)
 
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
9i.  Lack of staff who are knowledgeable about gathering and/or analyzing performance information
(View responses)
9j.  Lack of ongoing top executive commitment or support for using performance information to make program/funding decisions
(View responses)
9k.  Lack of ongoing Congressional commitment or support for using performance information to make program/funding decisions
(View responses)
9l.  Difficulty determining how to use performance information to improve the program
(View responses)
9m.  Concern that performance information could be used against my program or agency
(View responses)
9n.  Concern that OMB will micromanage programs in my agency
(View responses)
 

Section 4 - Agency Climate

10.  To what extent, if at all, do you agree with the following statements? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
10a.  Agency managers/supervisors at my level have the decision making authority they need to help the agency accomplish its strategic goals.
(View responses)
10b.  Agency managers/supervisors at my level are held accountable for agency accomplishment of its strategic goals.
(View responses)
10c.  Agency managers/supervisors at my level are held accountable for the results of the program(s)/operation(s)/
project(s) they are responsible for.
(View responses)
10d.  Agency managers/supervisors at my level use performance information to recognize employees for their performance.
(View responses)
10e.  Employees in my agency receive positive recognition for helping the agency accomplish its strategic goals.
(View responses)
10f.  My agency is investing the resources needed to ensure that its performance data is of sufficient quality.
(View responses)
10g.  My agency's top leadership demonstrates a strong commitment to achieving results.
(View responses)
 
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
10h.  My agency's top leadership demonstrates a strong commitment to using performance information to guide decision making.
(View responses)
10i.  My agency is investing in resources to improve the agency's capacity to use performance information.
(View responses)
10j.  Agency managers/supervisors at my level take steps to align program performance measures with agencywide goals and objectives.
(View responses)
10k.  Agency managers/supervisors at my level effectively communicate performance information on a routine basis.
(View responses)
10l.  Agency managers/supervisors at my level take steps to ensure that performance information is useful and/or appropriate.
(View responses)
10m.  Agency managers/supervisors at my level use performance information to share effective program approaches with others.
(View responses)
 

Section 4 - Agency Climate (Continued)

  The items listed in question 11 below focus on the program(s)/operation(s)/project(s) that you are responsible for.
(View responses)
 
11.  To what extent, if at all, do you agree with the following statements? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
11a.  The individual I report to periodically reviews with me the results or outcomes of the
program(s)/operation(s)/project(s) that I am responsible for.
(View responses)
11b.  Funding decisions for the
program(s)/operation(s)/project(s)
I am responsible for are based on results or outcome-oriented performance information.
(View responses)
11c.  Changes by management above my level to the program(s)/
operation(s)/project(s) I am responsible for are based on results or outcome-oriented performance information.
(View responses)
11d.  I have sufficient information on the validity of the performance data I use to make decisions.
(View responses)
 
12.  To what extent, if at all, do you believe that the following persons or entities pay attention to your agency's use of performance information in management decision making? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
12a.  Department Secretary (if applicable)
(View responses)
12b.  Agency head other than Department Secretary (if applicable)
(View responses)
12c.  The individual I report to
(View responses)
12d.  Employees that report to me
(View responses)
12e.  Office of Management and Budget (OMB)
(View responses)
12f.  Other federal agencies
(View responses)
12g.  Congressional committees
(View responses)
12h.  The audit community (e.g., GAO, Inspectors General)
(View responses)
12i.  The general public
(View responses)
 

Section 5 - Training

13.  During the past 3 years, has your agency provided, arranged, or paid for training that would help you to accomplish the following tasks? (Select one answer in each row.)

(View responses)
   
Yes
No
13a.  Conduct strategic planning
(View responses)
13b.  Set program performance goals
(View responses)
13c.  Develop program performance measures
(View responses)
13d.  Assess the quality of performance data
(View responses)
13e.  Use program performance information to make decisions
(View responses)
13f.  Link the performance of program(s)/operation(s)/
project(s) to the achievement of agency strategic goals
(View responses)
 

Section 6 - GPRA Modernization Act of 2010

 
Please note: In the following set of questions, we are asking about activities required by the Government Performance and Results Act of 1993 (GPRA), as amended by the GPRA Modernization Act of 2010. This Act builds on performance accountability and reporting processes established by GPRA by, among other things, requiring agencies to work together to improve government performance on shared goals.

You may have been involved in some of the activities required by the GPRA Modernization Act--such as, cross-agency priority goals, agency priority goals, and quarterly performance reviews related to agency priority goals--but may not be aware of their relationship to the Act. Please answer these questions to the best of your ability.
(View responses)
 
14.  Prior to receiving this questionnaire, which of the following statements best describes your awareness of the GPRA Modernization Act of 2010? (Select one.)

(View responses)
 

Section 6a. - Cross-Agency Priority Goals

 

(View responses)
 
 
Please note: Federal government cross-agency priority goals, also referred to as crosscutting goals, require the collaboration of multiple agencies to achieve the goals. The Administration has identified 14 cross-agency priority goals that were published concurrently with the Fiscal Year 2013 Budget of the U.S. Government.

1. Exports - Double U.S. exports by the end of 2014.

2. Entrepreneurship and Small Business - Increase federal services to entrepreneurs and small businesses with an emphasis on 1) startups and growing firms and 2) underserved markets.

3. Broadband - As part of expanding all broadband capabilities, ensure 4G broadband coverage for 98 percent of Americans by 2016.

4. Energy Efficiency - Reduce energy intensity (energy demand/$ real GDP) 50 percent by 2035 (2010 as base year).

5. Veteran Career Readiness - By September 30, 2013, increase the percent of eligible service members who will be served by career readiness and preparedness programs from 50 percent to 90 percent in order to improve their competitiveness in the job market.

6. Science, Technology, Engineering, and Math (STEM) Education - In support of the President's goal that the U.S. have the highest proportion of college graduates in the world by 2020, the Federal Government will work with education partners to improve the quality of STEM education at all levels to help increase the number of well-prepared graduates with STEM degrees by one-third over the next 10 years, resulting in an additional 1 million graduates with degrees in STEM subjects.

7. Job Training - Ensure our country has one of the most skilled workforces in the world by preparing 2 million workers with skills training by 2015 and improving coordination and delivery of job training services.

8. Cybersecurity - Achieve 95% use of critical cybersecurity capabilities on federal executive branch information systems by 2014, including strong authentication, Trusted Internet Connections (TIC), and Continuous Monitoring.

9. Sustainability - By 2020, the Federal Government will reduce its direct greenhouse gas emissions by 28 percent and will reduce its indirect greenhouse gas emissions by 13 percent by 2020 (from 2008 baseline).

10. Real Property - The Federal Government will manage real property effectively to generate $3 billion in cost savings by the end of 2012.

11. Improper Payments - The Federal Government will reduce the government-wide improper payment rate by at least two percentage points by FY 2014.

12. Data Center Consolidation - Improve IT service delivery, reduce waste and save $3 billion in taxpayer dollars by closing at least 1,200 data centers by FY 2015.

13. Closing Skills Gaps - By September 30, 2013, close the skills gaps by 50 percent for 3 to 5 critical Federal Government occupations or competencies, and close additional agency-specific high risk occupation and competency gaps.

14. Strategic Sourcing - Reduce the costs of acquiring common products and services by agencies' strategic sourcing of at least two new commodities or services in both 2013 and 2014 that yield at least a 10 percent savings.
(View responses)
 
15.  How familiar are you with one or more of the cross-agency priority goals? (Select one.)

(Click here to skip to Section 6b. - Agency Priority Goals)
(View responses)
 
16.  To what extent, if at all, do you agree with the following statements as they relate to one or more of the cross-agency priority goals listed above? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
16a.  I have been involved in creating the cross-agency priority goals.
(View responses)
16b.  The program(s)/operation(s)/
project(s) I am involved with contribute to the achievement of one or more cross-agency priority goals.
(View responses)
16c.  I have collaborated outside of my program(s)/operation(s)/project(s) to help achieve the cross-agency priority goals.
(View responses)
16d.  Cross-agency priority goals have had an impact on decision making regarding the
program(s)/operation(s)/project(s) I am involved with.
(View responses)
16e.  My agency has communicated to its employees about its progress in contributing to relevant cross-agency priority goals.
(View responses)
 

Section 6b. - Agency Priority Goals

 

(View responses)
 
 
Please note: Agency priority goals are a limited number of performance goals that advance progress towards the agency's strategic goals, near-term outcomes, and improvements in customer responsiveness, or efficiencies. These goals are to reflect the highest priorities of the agency. Your agency's priority goals as published concurrently with the Fiscal Year 2013 Budget of the U.S. Government are listed below. (Note: Some agencies may be in the process of updating these goals.)

Department of Agriculture's Priority Goals

• Further improve the high payment accuracy of the Supplemental Nutrition Assistance Program.

• Assist rural communities to build and maintain prosperity through increased agricultural exports.

• Accelerate the protection of clean, abundant water resources by implementing high impact targeted practices through USDA's Forest Service, Natural Resource Conservation Service, and Farm Service Agency programs on 4 million acres within critical and/or impaired watersheds.
(View responses)
 
17.  How familiar are you with one or more of USDA's priority goals? (Select one.)

(Click here to skip to Section 6c. - Quarterly Performance Reviews)
(View responses)
 
18.  To what extent, if at all, do you agree with the following statements as they relate to USDA's priority goals? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
18a.  I have been involved in creating my agency's priority goals.
(View responses)
18b.  My agency's priority goals reflect the highest priorities of my agency.
(View responses)
18c.  My agency's priority goals measure if the program is achieving its intended purpose, instead of focusing solely on what can easily be measured.
(View responses)
18d.  My agency has communicated to employees about its progress toward achieving priority goals.
(View responses)
18e.  The program(s)/operation(s)/
project(s) I am involved with contribute to the achievement of one or more of my agency's priority goals.
(View responses)
18f.  I have collaborated outside of my
program(s)/operation(s)/project(s) to help achieve one or more of my agency's priority goals.
(View responses)
18g.  My agency uses the information collected on agency priority goals to make decisions regarding the
program(s)/operation(s)/project(s) I am involved with.
(View responses)
 

Section 6c. - Quarterly Performance Reviews

 
Please note: Quarterly performance reviews are regular meetings held at the highest levels of your agency to examine progress toward accomplishing agency priority goals, and in some cases, other agency performance goals. These reviews should, among other things, assess agencies' coordination efforts; activities and contributions to goals; and strategies for improvement, when applicable. Quarterly performance reviews are to involve key leadership and other relevant parties and may be conducted more frequently. Some agencies refer to these reviews as "stat" meetings or data-driven performance reviews. We are only interested in quarterly performance reviews that take place at the highest level of your cabinet-level department or independent agency.

When we refer to "quarterly performance reviews" in the following questions, we refer to all aspects of these reviews, including preparation, review and follow-up.
(View responses)
 
19.  How familiar are you with USDA's quarterly performance reviews? (Select one.)

(Click here to skip to Section 7 - Program Evaluations)
(View responses)
 
20.  To what extent, if at all, do you agree with the following statements as they relate to USDA's quarterly performance reviews? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
20a.  Overall, the program(s)/
operation(s)/project(s) that I am involved with has been the subject of these reviews.
(View responses)
20b.  These reviews are held on a regular, routine basis.
(View responses)
20c.  These reviews focus on goals and objectives that are aligned with my agency's strategic and performance plans.
(View responses)
20d.  Agency leadership actively participates in these reviews.
(View responses)
20e.  My agency uses these reviews to identify problems or opportunities associated with agency performance goals.
(View responses)
20f.  Agency leadership uses these reviews to help achieve agency performance goals.
(View responses)
20g.  These reviews include staff with relevant knowledge needed to facilitate problem solving and identify improvement opportunities.
(View responses)
20h.  These reviews include officials external to the agency who contribute to the goals discussed at the reviews.
(View responses)
20i.  My agency has the performance information needed for these reviews.
(View responses)
 
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
20j.  My agency has the capacity to analyze the performance information needed for these reviews.
(View responses)
20k.  Performance information for these reviews is communicated to relevant parties in an easy-to-understand, useful format.
(View responses)
20l.  My agency has a process in place for following up on problems or opportunities identified through these reviews.
(View responses)
20m.  Program managers/supervisors at my level are recognized for meeting performance goals discussed at these reviews.
(View responses)
20n.  Program managers/supervisors at my level are penalized for not meeting performance goals discussed at these reviews.
(View responses)
20o.  Discussion at these reviews provides a forum for honest, constructive feedback.
(View responses)
20p.  These reviews have led to similar meetings at lower levels.
(View responses)
20q.  I think my agency's quarterly performance reviews are worthwhile.
(View responses)
 

Section 7 - Program Evaluations

 
Please note: Program Evaluations are individual, systematic studies using research methods to assess how well a program, operation or project is achieving its objectives and the reasons why it may, or may not, be performing as expected. Program evaluations answer specific questions such as how well a program is operating, whether a program is reaching targeted recipients, why a program is not achieving its desired outcomes, or whether one approach is more effective than another.

Program evaluation as defined here does not include routine program monitoring activities or quarterly performance reviews.
(View responses)
 
21.  Have there been any program evaluations completed within the past 5 years for any of the
program(s)/operation(s)/project(s) that you were involved with? (Select one.)


(Click here to skip to Section 8 - Comments and Final Response Submission)
(Click here to skip to Section 8 - Comments and Final Response Submission)
(View responses)
 
22.  For those program evaluations completed within the past 5 years, which of the following entities was primarily responsible for those studies? Note: By primarily responsible, we mean either directly conducted or contracted for those studies (Select one answer in each row.)

(View responses)
   
Yes
No
Not sure
22a.  My agency or the program itself
(View responses)
22b.  An individual program grantee or project
(View responses)
22c.  My agency's IG (Inspector General)
(View responses)
22d.  GAO (Government Accountability Office)
(View responses)
22e.  Another entity not specified above
(View responses)
 
  If you answered "Another entity not specified above," please specify the other entity here.
(View responses)
 
23.  For the program(s)/operation(s)/project(s) that you were involved with over the past 5 years that were evaluated, to what extent, if at all, have the program evaluations contributed to the following activities? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
23a.  Implementing changes to improve program management or performance
(View responses)
23b.  Developing or revising performance goals
(View responses)
23c.  Supplementing or explaining performance results
(View responses)
23d.  Assessing program effectiveness, value or worth
(View responses)
23e.  Allocating resources within the program
(View responses)
23f.  Increasing understanding about the program or topic
(View responses)
23g.  Sharing what works or other lessons learned with others
(View responses)
23h.  Designing or supporting program reforms
(View responses)
23i.  Supporting program budget requests
(View responses)
23j.  Informing the public about how programs are performing
(View responses)
23k.  Streamlining programs to reduce duplicative activities
(View responses)
 
24.  Based on your experience with the program(s)/operation(s)/project(s) you were involved with over the past 5 years that were evaluated, to what extent, if at all, have the following factors hindered the agency's use of the program evaluation(s)? (Select one answer in each row.)

(View responses)
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
24a.  Concerns about the credibility (validity or reliability) of study results
(View responses)
24b.  Difficulty obtaining study results in time to be useful
(View responses)
24c.  Difficulty resolving differences of opinion among internal or external stakeholders
(View responses)
24d.  Concerns that the evaluation did not address issues that are important to decision-makers
(View responses)
24e.  Difficulty distinguishing between the results produced by the program and the results caused by other factors
(View responses)
24f.  Lack of staff who are knowledgeable about interpreting or analyzing program evaluation results
(View responses)
 
   
To a
very great
extent
To a
great
extent
To a
moderate extent
To a
small
extent
To
no
extent
No basis to judge/Not applicable
24g.  Difficulty determining how to use evaluation findings to improve the program
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24h.  Difficulty generalizing the results to other persons or locations
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24i.  Difficulty accepting evaluation findings that do not conform to expectations
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24j.  Lack of ongoing top executive commitment or support for using program evaluation to make program or funding decisions
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24k.  Lack of ongoing Congressional commitment or support for using program evaluation to make program or funding decisions
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24l.  Lack of resources to implement the evaluation findings
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Section 8 - Comments and Final Response Submission

   
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25.  If you have any additional comments regarding any of the topics we have covered in this survey, please use the space provided below.

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26.  Are you ready to submit your final completed survey to GAO?
(This is equivalent to mailing a completed paper survey to us. It tells us that your answers are official and final.)

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  You may view and print your completed survey by clicking on the Summary link in the menu to the left.

                                     Thank you very much for your assistance.


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Questionnaire Programming Language - Version 6.2
U.S. Government Accountability Office

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