Managing for Results: Practices That Can Promote the Use of Performance Information for Management Decision Making... the benefit of collecting performance information is fully realizedonly when that information is actually used by managers to makedecisions aimed at improving results. Although our 2003 survey foundgreater reported availability of performance information than in 1997, italso showed managers’ use of that information for various managementactivities generally had remained unchanged. Based on those results,and in response to a request from Congress, in September 2005, wedeveloped a framework intended to help agencies better incorporateperformance information into their decision making... we identified:* five leading practices that can promote the use of performanceinformation for policy and program decisions; and* four ways agency managers can use performance information tomake program decisions aimed at improving results.United States Government Accountability OfficeGAO_c090eb6a-92df-11df-b499-6b157a64ea2aU.S. Federal AgenciesAgencies’ reported use of performance information to make decisions, andleading practices that can promote such use, generally has not improved sinceGAO’s last survey of federal managers in 2013.CongressConcerned that the federal government was more focused on programactivities and processes than the results to be achieved, Congresspassed the Government Performance and Results Act of 1993 (GPRA).GPRA sought to focus federal agencies on performance by requiringagencies to develop long-term and annual goals, and measure and reporton progress towards those goals annually. Based on our analyses of theact’s implementation, we concluded in March 2004 that GPRA’srequirements had laid a solid foundation for results-orientedmanagement.Agencies improve their usage of performance information_d7ac3002-b2d9-11e8-8f3e-43b3ebf4b879To improve the use of performance information within agencies and across the federal government_d7ac3174-b2d9-11e8-8f3e-43b3ebf4b879PromotionPromote the use of performance information for policy and program decisions_d7ac321e-b2d9-11e8-8f3e-43b3ebf4b8791Problems & ActionIdentify problems and take corrective action_d7ac32c8-b2d9-11e8-8f3e-43b3ebf4b8791.1Strategy & ResourcesDevelop strategy and allocate resources_d7ac33cc-b2d9-11e8-8f3e-43b3ebf4b8791.2Recognition & RewardsRecognize and reward performance_d7ac3462-b2d9-11e8-8f3e-43b3ebf4b8791.3ApproachesIdentify and share effective approaches_d7ac34f8-b2d9-11e8-8f3e-43b3ebf4b8791.4UsageUse performance information to make program decisions aimed at improving results_d7ac35a2-b2d9-11e8-8f3e-43b3ebf4b8792CommitmentDemonstrate management commitment_d7ac3638-b2d9-11e8-8f3e-43b3ebf4b8792.1Strategic AlignmentAlign agency-wide goals, objectives, and measures_d7ac36d8-b2d9-11e8-8f3e-43b3ebf4b8792.2UsefulnessImprove the usefulness of performance information_d7ac376e-b2d9-11e8-8f3e-43b3ebf4b8792.3UsageDevelop the capacity to use performance information_d7ac380e-b2d9-11e8-8f3e-43b3ebf4b8792.4CommunicationCommunicate performance information frequently and effectively_d7ac38a4-b2d9-11e8-8f3e-43b3ebf4b8792.52017-09-012018-09-07https://www.gao.gov/assets/700/694269.pdfOwenAmburOwen.Ambur@verizon.net