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The Government Performance and Results Act of 1993 (GPRA) (Pub. L. 103–62) is a United States law enacted in 1993, [1] one of a series of laws designed to improve government performance management. The GPRA requires agencies to engage in performance management tasks such as setting goals, measuring results, and reporting their progress.
The OGSM framework forms the basis for strategic planning and execution, as well as a strong management routine that keep the plan part of the day-to-day operations. It aligns the leaders to the objective of the company, links key strategies to the financial goals, and brings visibility and accountability to the work of improving the ...
Results-based management (RBM) is a tool for monitoring and managing the implementation of strategy. [1] It in many respects is similar to the logical framework approach , a strategy implementation tool used extensively by Non-governmental organizations .
A federal enterprise architecture framework (FEAF) is the U.S. reference enterprise architecture of a federal government. It provides a common approach for the integration of strategic, business and technology management as part of organization design and performance improvement. [1]
The government has expressed its commitment towards adopting the accrual-basis IPSASs for accounting and budgeting. The Government of Sri Lanka has requested that the Institute of Chartered Accountants of Sri Lanka [6] prepare suitable accrual basis accounting standards for use by public sector entities. The ICASL's Public Sector Accounting ...
Strategic management processes and activities. Strategy is defined as "the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals."
Although it helps focus managers' attention on strategic issues and the management of the implementation of strategy, it is important to remember that the balanced scorecard itself has no role in the formation of strategy. [7] In fact, balanced scorecards can co-exist with strategic planning systems and other tools. [8]
Governance activities ensure that critical management information reaching the executive team is sufficiently complete, accurate and timely to enable appropriate management decision making, and provide the control mechanisms to ensure that strategies, directions and instructions from management are carried out systematically and effectively. [12]