Government Performance Project Report Card
ere are the grades for 20 of the 30 agencies identified by the Clinton administration as having a "high impact" on the American public. Fifteen of the agencies received their grades in 1999; five received their grades in 2000. For some agencies, capital management grades were rolled into information technology grades. For more information on the project, see The Government Performance Project home page or follow the links below to articles about each agency.
| 2000 REPORT CARD | |||||||
|---|---|---|---|---|---|---|---|
| AGENCY | AGENCY GRADE | FINANCIAL MANAGEMENT | HUMAN RESOURCES | INFORMATION TECHNOLOGY | CAPITAL MANAGEMENT | MANAGING FOR RESULTS | |
| Coast Guard | A | B | A | A | A | A | Top-notch planning and performance budgeting overcome short staffing and fraying equipment. |
| Army Corps of Engineers | B | B | A | B | B | B | Management systems are generally strong; where weaknesses exist, leaders are seeking solutions. |
| Veterans Benefits Administration | B- | C | B | C | B | B | Balanced approach to performance is promising, but information systems are antiquated. |
| National Park Service | C | C | B | C | C | C | Poor data hobbles management in every area, but problems are being addressed. |
| Office of Student Financial Assistance | C | C | C | C | N/A | B | Expectations are high that Greg Woods can change the agency into a superior service organization. |
| 1999 REPORT CARD | |||||||
|---|---|---|---|---|---|---|---|
| AGENCY | AGENCY GRADE | FINANCIAL MANAGEMENT | HUMAN RESOURCES | INFORMATION TECHNOLOGY | CAPITAL MANAGEMENT | MANAGING FOR RESULTS | |
| Social Security Administration | A | A | A | A | N/A | B | Efficient administration, emphasis on service delivery earn top ratings. |
| Food and Nutrition Service | B | B | B | A | * | B | Making progress toward key objective of controlling fraud. |
| Food and Drug Administration | B | B | B | B | N/A | B | Emphasis on speed of industry-funded drug reviews raises concern. |
| Federal Emergency Management Agency | B | B | B | B | C | B | Has achieved dramatic improvements under recent leadership. |
| Food Safety and Inspection Service | B | B | C | B | N/A | B | Labor resistance slows progress toward high-tech meat inspection system. |
| Veterans Health Administration | B | B | B | B | B | A | Reorganization, fine performance measurement put agency on upswing. |
| * Occupational Safety and Health Administration | B- | B | C | B | N/A | C | Achieving correct mix of staff skills poses tough challenge. |
| * Patent and Trademark Office | B- | B | C | C | N/A | B | Severe labor-management problems overshadow other gains. |
| Environmental Protection Agency | B- | B | C | B | B | C | Achieves commendable results despite rigid, stovepiped structure. |
| Federal Housing Administration | B- | C | B | B | N/A | C | Delivers on its mission despite staffing, information systems problems. |
| * Internal Revenue Service | C | B | C | D | N/A | B | Inadequate computer systems still impair agency operations. |
| Customs Service | C | B | C | C | N/A | C | Problems include ambiguous mission, scope of duties, inadequate systems. |
| Health Care Financing Administration | C | C | B | D | N/A | C | Y2K and other technology troubles compound management problems. |
| * Federal Aviation Administration | C | D | C | C | C | B | Administrator Jane Garvey makes headway against deficient systems in every category. |
| * Immigration and Naturalization Service | C- | D | D | C | C | C | Infusion of resources doesn't solve mission conflicts, systems deficiencies. |
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