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Budget stress in the wake of the recent recession has been an incentive for many U.S. local officials to explore new cooperative relationships with neighboring jurisdictions. County governments are in a strategic position to develop shared service projects and interlocal agreements for service delivery.
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In the magazine
The federal budget process is an exercise in time travel. At
any given moment, agency budget and program managers
may live in as many as three years at the...
On the blog
Monday, January 14, 2013 - 17:06
Budget stress in the wake of the recent recession has been an incentive for many U.S. local officials to explore new...
View All content in Managing finances ( 321-330 of 342)
Regis Philbin, move over! Mitch Daniels, Director of the federal Office of Management and Budget (OMB), has some questions for agencies about the performance of their programs, and answering them may need a lifeline in some cases. While the television game show, “Who Wants to Be a Millionaire,” may be facing oblivion, Daniels has a captive audience for his version of the game among federal agencies.
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“We are clearly raising the bar,” exclaimed Mark Everson, the newly-named deputy director for management at the Office of Management and Budget (OMB). He was speaking at a performance summit in Washington, DC in early April before a standing room-only audience of federal agency managers responsible for implementing the President’s Management Agenda.
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As promised, President Bush has imported some elements of the Texas performance budgeting approach to the federal government. His fiscal year 2003 budget proposal released earlier this month, is significantly different than previous federal budgets.
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After the September 11th terrorist attacks, the conventional wisdom in Washington was that all this “managing for results” stuff will go away, that the Bush Administration now has more serious concerns.
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