Government Performance Project: Federal Survey Criteria

A project of Government Executive magazine and the Maxwell School of Citizenship and Public Administration of Syracuse University, funded by The Pew Charitable Trusts.

Federal Survey Criteria

Financial Management:

1. Agency has a reliable, multi-year perspective on budgeting.

* Financial and accounting systems enable agency to predict the full costs of achieving annual performance goals.

* Financial and accounting systems enable agency to predict the performance effects of less than full funding.

* Expenditure requirements are accurately forecast.

2. Financial operations are appropriately controlled.

* Agency prepares audited financial statements that receive unqualified opinions.

* Agency effectively accounts for assets, such as receivables, inventories, property, plant, and equipment.

* Agency effectively manages contracts for delivery of agency goods and services.

3. Agency managers have sufficient financial information and flexibility in managing financial operations

to pursue agency objectives.

* Managers use cost accounting to accurately gauge costs of delivering programs and services.

* Agency policies facilitate rational realignment of budgets when unexpected expenses are incurred.

* Financial and accounting systems provide clear, timely, accurate, and useful information to managers.

4. Agency budget priorities are aligned with policy priorities.

* The fiscal impact of agency actions on other levels of government, industry, nonprofit organizations,

and other affected entities are taken into consideration.

* Resources are allocated consistently with strategic and performance goals.

Capital Management

1. Agency conducts thorough strategic analysis of capital needs.

* Agency has a formal capital plan that prioritizes capital activities.

* A multi-year linkage between operating and capital budgeting exists.

* A multi-year linkage between strategic planning and capital planning exists.

* Agency has sufficient data to support analysis.

2. Government monitors and evaluates capital projects throughout their implementation.

3. Agency conducts appropriate maintenance of capital assets.

* Agency has sufficient data to plan maintenance adequately.

* Maintenance is properly funded.

Information Technology Management

1. Agency's information technology systems provide information managers need to achieve program

performance and strategic goals.

* Information is timely.

* Information is clear and accurate.

* Information is useful

2. A coherent information technology architecture exists.

* Information technology architecture is enforced.

* Information technology plans, strategies, and purchases support future coherence of architecture.

3. Agency performs meaningful, multi-year information technology planning.

* Information technology planning is coordinated across your agency.

* Program managers have sufficient input into information technology plans.

* An agency-wide information technology plan exists and is followed.

4. Information technology training is adequate.

* Information technology users are adequately trained to use their information technology systems.

* Information technology specialists and staff are adequately trained to operate agency systems.

5. Agency can procure information technology systems in a timely and efficient manner.

* Agency has and uses a formal method for managing the acquisition and implementation of information technology.

* Systems deliver expected products within a reasonable time.

* Agency evaluates and can demonstrate the extent to which information technology benefits justify investments.

6. Information technology systems support agency's ability to communicate with and provide services to citizens and stakeholders.

7. Agency can ensure an appropriate level of privacy and information security.

Human Resources Management

1. Agency conducts strategic analysis of present and future human resources needs and workforce planning.

* Agency plans ahead to match workforce to program needs.

* Agency has sufficient data about its workforce to support analysis.

2. Agency is able to obtain needed employees.

* Agency hires employees in a timely manner.

* Program managers have appropriate authority and flexibility in recruiting.

* Program managers have appropriate authority and flexibility in hiring.

* Agency recruits new employees effectively.

3. Agency is able to maintain a workforce with a mix of skills that match its needs.

* New employees have appropriate skills.

* Agency conducts training to develop and maintain employee skills.

* Agency can retain skilled and experienced employees.

* Agency can discipline employees effectively.

* Agency can terminate employees when necessary.

4. Agency is able to motivate and reward employees to support its strategic and performance goals.

* Monetary and non-monetary awards are available and used to reward superior performance.

* Agency can effectively evaluate employee performance.

* Employees have sufficient opportunities for feedback and management uses appropriate suggestions.

* Agency maintains productive, cooperative labor relations.

Managing for Results

1. Agency engages in results-oriented strategic analysis and planning.

* Agency is responsive to input from citizens, elected officials, and other stakeholders.

* Agency head has a strategic vision.

* Agency head communicates the strategic vision to employees and stakeholders.

2. Agency uses indicators and evaluative data to measure progress toward results.

* Performance measurement data are accurate and valid.

* There is a clear link between performance data and mission outcomes.

* Agency continually refines measures.

* Baseline data are available and used to set performance targets.

3. Agency uses performance measures for policy making, management, and evaluation of the agency's progress toward its goals.

* Program managers and employees regularly receive, understand and use performance measures

for day-to-day management of programs.

* Performance measures are used to assess administrative support systems.

* Performance measures are used to assess mission-critical programs.

* Employee performance evaluations are tied to program and agency performance.

* Program performance is a key element in decision-making about resource allocation.

4. Clear communication of results to citizens, elected officials, and other stakeholders.

* Program performance information is widely available and easy to obtain.