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The Government Performance and Results Act of 1993 (GPRA, the Results Act) established a performance management framework for federal departments and agencies. The framework consists of agency Strategic Plans, Annual Performance Plans and Annual Performance Reports. Additionally, the Director of the Office of Management and Budget (OMB) annually prepares a Government-wide Performance Plan. Approximately 100 Cabinet departments,
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Federal budget procedures in the United States require forecasts and projections over several distinct periods of time: short term (18-24 months ahead), medium term (both 5- and 10-year horizons), and long term (as much as 75 years in the future). In the United States, the intermediate estimates have taken on increased significance with many press accounts referring to 10-year estimates. In addition to various time periods, the
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Accountability is now acknowledged as an important element in good governance in the public sector. The term itself is complex, covering many aspects including: the move from accounting to accountability; the need to increase transparency; the importance of the political interface; the distinction between internal and external accountability; the use of accountability information; the interaction of accountability systems with other
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This article describes the history of performance management in the United States government, including the Budget and Performance Integration initiative (BPI), the Program Assessment Rating Tool (PART), and the dedicated Internet site www.ExpectMore.gov.
This report examines both the challenges and the opportunities associated with designing and using indicator systems as a tool for the governance of regional development policy.
In spite of improvements, on various measures of health outcomes the United States appears to rank relatively poorly among OECD countries. Health expenditures, in contrast, are significantly higher than in any other OECD country.
The Territorial Development Policy Committee met to discuss how regional policies can address global challenges. Mark Drabenstott, Director of the RUPRI Center for Regional Competitiveness, University of Missouri, US, and TDPC Chair, tells the regional policy story.
This book reviews the experiences of eight OECD countries which have developed and used performance information in the budget process over the past ten years. The book offers guidelines and recommendations on adapting budget systems to promote the use of performance information.
Despite concern about the negative impacts of globalisation on the economies of OECD regions, "Globalisation and Regional Economies" presents evidence that region-specific advantages remain a significant source of productivity gain for firms.
"Competitive Regional Clusters: National Policy Approaches" analyses the objectives, targeting, instruments and inter-governmental role sharing used by 26 programmes in 14 OECD countries.