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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.

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GPRA

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  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

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