1 / 18

GPRA

GPRA. Government Performance and Results Act - 1993. Purposes. Improve confidence in federal programs - accountability Program performance reform - effectiveness Focus on results, service quality & customer satisfaction Congressional oversight & decision-making. Key elements.

morek
Télécharger la présentation

GPRA

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. GPRA Government Performance and Results Act - 1993

  2. Purposes • Improve confidence in federal programs - accountability • Program performance reform - effectiveness • Focus on results, service quality & customer satisfaction • Congressional oversight & decision-making

  3. Key elements • Strategic Plans • Annual Performance Plans • Managerial Accountability & flexibility – waivers • Pilot projects

  4. Strategic Plans • Mission statement • Goals & objectives incl outcomes • How achieved • External factors • Describe program evaluations used • Not less than 5 year horizon, update & revise at least every 3 years

  5. Annual Performance Plan • Covering each program activity in budget • Performance goals • Objective, quantified, measurable • Describe processes • Performance indicators • Basis for comparing results with perf. goals • Means to validate measured values

  6. If not quantified • Why not? • Separate descriptive statements of • Minimally effective program • Successful program • Alternative is sufficiently precise t permit accurate, independent evaluation

  7. Bush- Getting to Green • Five major initiatives • Strategic mgmt of human capital • Competitive outsourcing • Improved financial performance • Expanded E-gov’t • Budget & performance integration • Scored as green , yellow & red lights See OMB Circular no. A-11, part 2

  8. Standards for “getting to green” • Collaboration –integrated planning/evaluation • Goals, objectives, targets - outcomes • Alignment – align budget, staff, programs with goals • Full cost –charged to accounts & activities • Validation – document program effectiveness

  9. NPS Implementation • Comprehensive approach • Logic, public involvement, accountability • Logical, trackable decision process • Four interrelated planning processes • GMP for each unit • Park strategic plan • Implementation planning • Annual Performance planning

  10. GMP • Establishes direction for the park • Why established, mission, desired resource conditions and visitor experiences • Interdisciplinary team, public involvement, NEPA, regional plans, analysis • Reviews at 10-15 year intervals

  11. Strategic Plans • NPS as whole and for each park • Mission, g&o, long term perf. Goals, resource assessment (fiscal, env, natural, cultural) • Operational processes & external factors

  12. Implementation Plans • How to implement an activity or project needed to achieve a long term goal • For projects to be implemented in next 2-5 years • NEPA, GMP linkages

  13. Annual Performance Plans • Annually for each park • Goals for year, work plan, link to budget • Progress report on last year & plans for next year • Syncronize with budget & NPS system plans

  14. Roles & Responsibilities • Washington Office • Regional Offices • Park Superintendents

  15. Urban Institute • Enjoyableness • Crowdedness • Physical attractiveness • Facility maintenance • Safety • Accessibility • Variety • Staff Helpfulness

  16. NRPA Standards • 10 acres of parkland /1000 population • 10% of land area in parks and open space • Operating budget of $8 per capita (old)

  17. Malcolm Baldridge 7 Criteria • Leadership • Strategic Planning • Customer/Market Focus • Information & analysis • Human resource focus • Process Management • Results

  18. Baldridge- 11 Core Values • Customer-driven quality • Leadership • Continuous improvement & learning • Valuing employees • Fast responses • Design quality & prevention • Long range view • Management by fact • Partnership development • Public responsibility • Focus on results

More Related