Performance planning and measurement  have slowly yet increasingly become a part of agencies’ cultures. While our surveys found that managers  reported having more performance measures in 2003 than in 1997, the data  showed that the use of performance information for program management  activities did not increase significantly from 1997 levels. Similarly, wide variation among agencies was seen  in managers’ reported use of performance information for other types of  management decisions. Agencies Can Use Performance Information to Manage for Results

Federal agencies can use performance information to make various types  of management decisions to improve programs and results. Managers can use performance information to identify problems in existing  programs, to try to identify the causes of problems, and/or to develop  corrective actions. Management Practices Can Enhance the Use of Performance Information

Agencies can adopt or apply a number of practices that can enhance the  use of performance information for policy and program decisions aimed at  improving results. The five federal agencies that we examined for this report provide  examples of how agencies can use performance information for key  management decisions and practices that can facilitate such use. The  specific ways in which the case agencies used performance information or  implemented the practices may not be appropriate for wholesale adoption  throughout the federal government because agencies face different  management conditions and challenges, and operate under different  authorities. Nevertheless, the general uses and practices highlighted in this  report are universal and could be adapted by each agency. Helpful next  steps would be for the relevant experiences of agencies in using  performance information and adopting practices that facilitate use of  performance information to be more widely shared, and for agencies to be  encouraged to adapt practices to their unique situations. Executive Guide: Effectively Implementing the Government Performance  and Results Act.
Why GAO Did This Study

The Government Performance and Results Act (GPRA) of 1993 has laid a foundation of results-oriented agency planning, measurement, and reporting in the federal government. Performance planning and measurement have slowly, yet increasingly, become a part of agencies' cultures. For planning and performance measurement to be effective, federal managers need to use performance information to identify performance problems and look for solutions, develop approaches that improve results, and make other important management decisions. According to GAO's periodic surveys, federal managers reported having more performance measures in 2003 than in 1997. However, the data also showed that managers' reported use of performance information for program management activities has remained essentially unchanged from 1997 levels. GAO was asked to identify (1) how federal agencies can use performance information to make management decisions and (2) practices that can enhance or facilitate the use of performance information to make management decisions.

What GAO Found

Agencies can use performance information to make various types of management decisions to improve programs and results. Agencies can also implement a number of practices that can enhance or facilitate the use of performance information. GAO identified four broad types of management decisions for which federal managers can use performance information and five different types of practices that can contribute to greater use of performance information. The five federal agencies that GAO examined for this report provide examples of how agencies can use performance information for key management decisions and practices that can enhance or facilitate such use. While agencies face different management conditions and challenges and operate under different authorities, the general uses and practices highlighted in this report could be adapted by other agencies. Helpful next steps would be for agency experiences in using performance information to be more widely shared; and, for agencies to be encouraged to adapt the practices to their unique situations.