Mission Driven, Results Oriented Budgeting

Sep 24, 1993

This report, released in 1993, examines ways to improve the budgeting process, making it more reflective of government priorities and more focused on attaining specific results. It creates the framework for changing the management culture in the federal government to focus on results, quality, and customer service.

Improving Program Design

Sep 24, 1993

Recommendations for program design to avoid inefficiency, redundancy, and lack of accountability.

Streamlining Management Control

Aug 24, 1993

This report looks at management expenditures in the U.S. government. In their totality, the federal government’s management control methods are vast, complex, and very expensive. The primary responsibility of approximately one in three federal employees is to exert control over the other two-thirds and non-federal grantees and contractors. The system includes about 280,000 formally designated supervisors, managers, and executives, all of whom perform control functions, costing billions of dollars. Another nearly 267,000 people in internal staff positions–including legal, personnel, procurement, budget, and financial management staff–also spend a large portion of their time performing control functions.

Measuring Client Satisfaction

By Treasury Board of Canada Secretariat, Oct 24, 1991

This publication from the Treasury Board of Canada Secretariat, highlights methods by which to develop and implement client satisfaction measurement and monitoring practices.