GAO Oversight and the National Academy of Public Administration Study: Hearing Before the Committee on Governmental Affairs, United States Senate, One Hundred Fourth Congress, First Session, March 30, 1995U.S. Government Printing Office, 1998 - 267 lappuses |
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1.–5. rezultāts no 24.
38. lappuse
... Indicators for a number of years showing how well the organization is performing . And of course , that again is what is required by this Committee's new Government Perform- ance and Results Act . We are also issuing in the near future ...
... Indicators for a number of years showing how well the organization is performing . And of course , that again is what is required by this Committee's new Government Perform- ance and Results Act . We are also issuing in the near future ...
45. lappuse
... indicators look bad if you just looked at the performance indicator on how long it took to do the job or how costly it was . But I suspect most people would think — and certainly the public , because that was the report that there was ...
... indicators look bad if you just looked at the performance indicator on how long it took to do the job or how costly it was . But I suspect most people would think — and certainly the public , because that was the report that there was ...
49. lappuse
... indicators that we don't keep what I used to call at the Pentagon a rubber baseline , changing it all the time , so we do recognize and report that we do have a problem in timeli- ness . We are willing to do that . Senator GLENN . If ...
... indicators that we don't keep what I used to call at the Pentagon a rubber baseline , changing it all the time , so we do recognize and report that we do have a problem in timeli- ness . We are willing to do that . Senator GLENN . If ...
59. lappuse
... indicators were going up . When you go through a period of downsizing , you have to be willing to take some diminu- tion , you might say , in your efficiency but then you hope that you would work to where you have a more efficient and ...
... indicators were going up . When you go through a period of downsizing , you have to be willing to take some diminu- tion , you might say , in your efficiency but then you hope that you would work to where you have a more efficient and ...
65. lappuse
... indicators , as well as agency comments routinely and consistently ob- tained on individual GAO reports . The report calls for increasing GAO capacities in the areas of financial manage- ment systems and program cost analysis . The ...
... indicators , as well as agency comments routinely and consistently ob- tained on individual GAO reports . The report calls for increasing GAO capacities in the areas of financial manage- ment systems and program cost analysis . The ...
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Accounting Office activities Administration appropriate assess audit and evaluation auditors benefits billion BOWSHER budget CFO Act Chairman ROTH Chief Financial Officers Comptroller conducting congressional committees congressional requesters congressional staffs cost Defense detailees develop Director dollars economy and efficiency effectiveness efforts employees executive agencies executive branch expertise federal agencies federal government financial audits financial management financial reporting financial statements fiscal year 1994 funds GAO reports GAO staff GAO's internal GMRS government's GPRA identify implementing improve increase information technology internal control structure Internal Revenue Service issue area staffs legislative major ment NAPA needs objectives operations organization oversight percent performance policy analysis potential principal statements priorities problems program evaluation projects quality management questions recommends that GAO reduce requirements responsible role Senator GLENN September 30 single audit standards strategic planning strategic planning process Subcommittee terms of reference yellow book
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