About the President's Management Agenda
To view or print the PDF
content on this page, download the free Adobe®
Acrobat® Reader®
The President's Management Agenda (PMA) is a management initiative instituted by President George W. Bush in April 2001 to improve management practices across the federal Government and transform government into a results-oriented, efficient and citizen-centered enterprise. To focus the Government's efforts on results and value, the President directed the Office of Management and Budget and federal agencies to implement five Government-wide management initiatives and other specific management reforms where appropriate.
Treasury uses the five initiatives of the PMA, which are detailed in the following section, as an important vehicle to accomplish and measure the strategic objectives of the Department. The PMA is used as a framework to strengthen Treasury's workforce, lower the cost of doing business through competition, improve financial performance, increase the use of information technology and E-Government capabilities, and integrate budget decisions with performance data. The Office of Management and Budget assesses each agency's status and progress for each of the five PMA initiatives on a quarterly basis. Initiative “status” describes overall success, and “progress” describes the efforts underway to meet its PMA goals.
The Five Government-wide PMA Objectives
This initiative tasks federal agencies with developing a results-oriented performance culture that is accountable to its stakeholders. Successful federal agencies will improve workforce management and develop and retain talent through effective strategic workforce plans that focus on results to drive decision making and human capital investments.
This initiative was established to open the commercial activities performed by government to the forces of competition between the public and private sectors. Commercial Services Management is a tool that can be used to drive improvements in quality, responsiveness and cost through the process of competition.
This initiative tasks federal agencies with ensuring that their financial systems produce accurate and timely information to support operating, budgeting, and policy decisions. It is critical that federal agencies obtain and sustain clean audit opinions and improve timeliness, enhance usefulness, and ensure reliability of their financial information. The successful implementation of this initiative will facilitate internal analysis, resolve known auditor-reported and Federal Managers’ Financial Integrity Act material weaknesses, prevent new material weaknesses, and enhance external financial statement reporting.
The federal government can provide greater services at lower cost through electronic government, and can meet the American people and others demand for E-government services. The purpose of this initiative is to create a more efficient and secure delivery of services to the American people, and reduce the cost of government by advancing E-government products and services.
Performance improvement links strategic planning, budgeting and program evaluation functions and utilizes the Program Assessment Rating Tool (PART) evaluation process as a tool for decision making. The initiative calls on agencies to assess the effectiveness and efficiency of its programs and allocate resources accordingly.
Other PMA Initiatives
The Improper Payment Act of 2004 holds agencies accountable for strengthening financial management controls in order to better detect and prevent improper payments, and thus better ensure that taxpayer dollars are spent wisely and efficiently.
Improving Credit Management
This initiative was established in 2007 to address the issues associated with the sizeable amount of delinquent debt that is owed the federal government. The objective of this initiative and the Debt Collection Improvement Act of 1996 (DCIA), is to improve the management and performance of federal credit programs.
Treasury Performance
In fiscal year 2007, the Department of the Treasury continued to be successful in its Human Capital initiatives. Performance Improvement and Financial Performance were successful in all four quarters, but their overall year end status remains unchanged. Commercial Services Management and E-Government initiatives all had mixed results during the year, while the Improper Payments initiative remained unchanged. In its first year as a PMA initiative, the Credit Management initiative received a mixed results rating.
Last Updated:
November 7, 2008
|
