IMPLEMENTING THE CHIEF FINANCIAL OFFICERS ACT AND THE GOVERNMENT PERFORMANCE AND RESULTS ACT IN THE FEDERAL GOVERNMENT
In: Public budgeting & finance, Band 17, Heft 1, S. 35-55
ISSN: 0275-1100
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In: Public budgeting & finance, Band 17, Heft 1, S. 35-55
ISSN: 0275-1100
In: Public administration review: PAR, Band 38, Heft 6, S. 530
ISSN: 1540-6210
In: Public Budgeting & Finance, Band 25, Heft 3, S. 1-19
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In: Public budgeting & finance, Band 25, Heft 3, S. 1-19
ISSN: 1540-5850
Resource decision making for the Department of Defense (DOD) is one of the most challenging tasks in all of public financial management. DOD coordinates national security threat assessment, long‐ and intermediate‐range planning and programming with annual budget formulation and execution. Between 2001 and 2004, Defense Secretary Donald Rumsfeld changed the system significantly, simplifying, and synchronizing it with presidential terms of office. We assess Planning, Programming, Budgeting System (PPBS) reform through application of applied budget theory. We review system evolution, document recent reforms, explain why change was necessary, and assess implementation feasibility. Only preliminary evaluation is possible because change implementation will require five or more years.
In: Public budgeting & finance, Band 25, Heft 3, S. 1-19
ISSN: 0275-1100
In: Public budgeting & finance, Band 17, Heft 1, S. 35-55
ISSN: 1540-5850
The Chief Financial Officers Act of 1990 and the Government Performance and Results Act of 1993, along with other legislation passed by Congress, are stimulating major financial management reform in the federal government. This article evaluates reform implementation against nine criteria developed in previous research on this topic. The criteria are accounting system adequacy, congressional intent, ability of Congress to use financial statement data, executive branch implementation incentives, capability of the Office of Management and Budget, utility of financial statements for decision making, use of performance measures in budgeting, coordination of federal organizations charged with implementation responsibility, and executive and congressional support for reform.
In: Public budgeting & finance, Band 17, S. 35-55
ISSN: 0275-1100
In: Policy sciences: integrating knowledge and practice to advance human dignity ; the journal of the Society of Policy Scientists, Band 29, Heft 4, S. 227, 235
ISSN: 0032-2687
In: Public budgeting & finance, Band 14, Heft 1, S. 16-43
ISSN: 1540-5850
In: Public budgeting & finance, Band 13, Heft 1, S. 59-60
ISSN: 1540-5850
In: Public budgeting & finance, Band 13, Heft 1, S. 68-76
ISSN: 1540-5850
The Chief Financial Officers (CFO) Act of 1990 proposes to rationalize the many financial practices and systems of the federal financial establishment. Due to the significant number and magnitude of the changes required by the Act, those involved in implementing the Act are encountering unanticipated practical problems and issues. This article addresses some of the surfacing difficulties, including, the qualifications of CFO's; implementation costs, standards, and authority; content of financial statements; and the scope of audits including performance measurement.