Government Accountability Office Reports

Using Performance Data to Inform Management Decisions
  • Government Performance: Strategies for Building a Results-Oriented and Collaborative Culture in the Federal Government. GAO-09-1011T.
  • Results-Oriented Management: Strengthening Key Practices at FEMA and Interior Could Promote Greater Use of Performance Information. GAO-09-676.
  • Government Performance: Lessons Learned for the Next Administration on Using Performance Information to Improve Results. GAO-08-1026T.
  • Managing For Results: Enhancing Agency Use of Performance Information for Management Decision Making. GAO-05-927.
  • Results-Oriented Government: GPRA Has Established a Solid Foundation for Achieving Greater Results. GAO-04-38.
  • Results-Oriented Government: Using GPRA to Address 21st Century Challenges. GAO-03-1166T.
Streamlining Government
  • Streamlining Government:  Questions to Consider When Evaluating Proposals to Consolidate Physical Infrastructure and Management Functions GAO-12-542
  • Streamlining Government: Key Practices from Select Efficiency Initiatives Should Be Shared Governmentwide. GAO-11-908.
  • Streamlining Government: Opportunities Exist to Strengthen OMB’s Approach to Improving Efficiency. GAO-10-394.
Performance Budgeting 
  • 21st Century Challenges: Performance Budgeting Could Help Promote Necessary Reexamination. GAO-05-709T.
  • Performance Budgeting: Opportunities and Challenges. GAO-02-1106T.
  • Managing for Results: Agency Progress in Linking Performance Plans with Budgets and Financial Statements. GAO-02-236.
  • Results-Oriented Budget Practices in Federal Agencies. GAO-01-1084SP.
  • Performance Budgeting: Fiscal Year 2000 Progress in Linking Plans With Budgets. GAO/AIMD-99-239R.
Evaluating Program Performance
  • Performance Measurement and Evaluation: Definitions and Relationships. GAO-11-646SP.
  • Program Evaluation: Experienced Agencies Follow a Similar Model for Prioritizing Research. GAO-11-176.
  • Program Evaluation: OMB’s PART Reviews Increased Agencies’ Attention to Improving Evidence of Program Results. GAO-06-67.
  • Performance Budgeting: PART Focuses Attention on Program Performance, but More Can Be Done to Engage Congress. GAO-06-28.
  • Program Evaluation: An Evaluation Culture and Collaborative Partnerships Help Build Agency Capacity. GAO-03-454.
Increasing Coordination and Collaboration
  • Results-Oriented Government: Practices That Can Help Enhance and Sustain Collaboration among Federal Agencies. GAO-06-15.
  • Managing for Results: Barriers to Interagency Coordination. GGD-00-106.
  • Managing For Results: Using the Results Act to Address Mission Fragmentation and Program Overlap. AIMD-97-146.
Organizational Consolidation, Mergers, and Transformation
  • Department of Homeland Security: Actions Taken Toward Management Integration, but a Comprehensive Strategy Is Still Needed. GAO-10-131.
  • Organizational Transformation: Implementing Chief Operating Officer/Chief Management Officer Positions in Federal Agencies. GAO-08-34.
  • 21st Century Challenges: Reexamining the Base of the Federal Government. GAO-05-325SP.
  • High-Performing Organizations: Metrics, Means, and Mechanisms for Achieving High Performance in the 21st Century Public Management Environment. GAO-04-343SP.
  • Shaping the Government to Meet 21st Century Challenges. GAO-03-1168T.
  • Results-Oriented Cultures: Implementation Steps to Assist Mergers and Organizational Transformations. GAO-03-669.
  • Architect of the Capitol: Management and Accountability Framework Needed for Organizational Transformation.GAO-03-231.
  • Government Reorganization: Issues and Principles. T-GGD/AIMD-95-166.
  • Program Consolidation: Budgetary Implications and Other Issues. T-AIMD-95-145.
  • Implementation: The Missing Link in Planning Reorganizations. GGD-81-57.