Web site designed
by Jean-Marie Slove
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GPRA Training
The challenge agencies face:
In many agencies, too few program managers and professional staff sufficiently
understand the requirements and uses of the Government Performance and
Results Act, and how the law relates to other Performance Management mandates.
The experience available:
John Mercer has trained hundreds of managers
and staff from a wide range of government agencies on the requirements
of GPRA. He has shared with them an understanding of the law’s nuances,
OMB and GAO’s expectations, and a full range of compliance techniques.
Let him help your agency and program personnel get up-to-speed in this
area of growing importance.
John Mercer offers a variety of GPRA-related training options of varying
length that can be tailored to the particular needs of an agency. His
in-depth sessions include relevant statutory requirements, OMB guidance,
GAO evaluation criteria, and Congressional scoring elements, as well as
examples illustrating various "do's and don'ts." The sessions
may address all of, or selected parts of, the sample curriculum outlined
below.
Course Topics
 Introduction
GPRA's relationship
to other reforms
20-minute GPRA
Video
The Strategic
Plan
The
Annual Performance Plan
The
Annual Performance Report
Conclusion
Introduction
- The purposes of GPRA and why it was enacted
- Summary of GPRA’s requirements
- Congressional interest and expectations
- General weaknesses in initial efforts by agencies to achieve compliance
Overview of GPRA’s relationship to other
reforms – “The Big Picture”
- Chief Financial Officers Act
- Government Management Reform Act
- Federal Financial Management Improvement Act
- Performance-based budgeting
- Pay-for-performance
- Clinger-Cohen Act
- The President's Management Agenda
- OMB's Program Assessment Rating Tool
20-minute GPRA video
- "Strategic Planning in Government – Not Business As Usual"
The Strategic Plan
- Creating a mission statement
- Developing general goals and objectives
- Describing strategies and resources required
- Relating to the annual plan
- Identifying external factors that could adversely affect performance
- Describing use of program evaluations
- Coordinating cross-cutting functions
- Ensuring adequate performance-related data capacity
- Addressing major management problems
- Soliciting view of Congress and stakeholders
The Annual Performance Plan
- Developing annual performance goals and measures
- Defining expect performance
- Connecting mission, goals and measures
- Performance budgeting
- Recognizing crosscutting efforts
- Describing the strategies and resources required
- Connecting strategies to results
- Connecting resources to strategies
- Verifying and validating performance information
- Recognizing data limitations
- Improving the usefulness of performance plans
The Annual Performance Report
- Statutory requirements
- OMB implementation guidance
- Examples of performance reporting
- Consolidated financial and performance reporting
- Uses of the reports (by Congress, etc.)
Conclusion
- Ensuring support for the President's Management Agenda
- Addressing key elements of OMB's Program Assessment Rating Tool
Other services offered:
Performance
Management
Strategic
Plans
Annual
Performance Plans
Performance-Based
Budgeting
Sub-Unit
Business Plans
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