National Performance Review Major Recommendations Affecting Governmental Systems

CREATING QUALITY LEADERSHIP AND MANAGEMENT

QUAL01: PROVIDE IMPROVED LEADERSHIP AND MANAGEMENT OF THE EXECUTIVE BRANCH The President should define a vision for the management of the government in the 21st century. To act on this vision, he should direct department and agency heads to designate chief operating officers and he should establish a President's Management Council, comprised of the chief operating officers, to oversee the implementation of NPR's recommendations.

QUAL02: IMPROVE GOVERNMENT PERFORMANCE THROUGH STRATEGIC AND QUALITY MANAGEMENT Encourage all department and agency heads to lead and manage in accordance with the criteria in the Presidential Award for Quality. To begin this culture change, all executive branch employees--starting with the President and Cabinet--should attend appropriate educational sessions on strategic and quality management.

QUAL03: STRENGTHEN THE CORPS OF SENIOR LEADERS Develop guidance to be used to determine the qualifications needed for selected senior political appointee positions, and provide adequate orientations for individuals upon their appointment.

QUAL04: IMPROVE LEGISLATIVE-EXECUTIVE BRANCH RELATIONSHIP Improve communications between the executive branch, members of Congress, and congressional staff on key issues during and after program and policy development and implementation. Develop an agreed-upon approach for dealing with management failures, crises, and chronic program difficulties.

STREAMLINING MANAGEMENT CONTROL

SMC01: IMPLEMENT A SYSTEMS DESIGN APPROACH TO MANAGEMENT CONTROL Redesign the existing collection of management control mechanisms for the executive branch, using a systems design approach, in order to create a well managed and cost-effective system.

SMC02: STREAMLINE THE INTERNAL CONTROLS PROGRAM TO MAKE IT AN EFFICIENT AND EFFECTIVE MANAGEMENT TOOL Rescind the current set of Internal Control Guidelines and replace them with a broader handbook on management controls.

SMC03: CHANGE THE FOCUS OF THE INSPECTORS GENERAL Change the focus of Inspectors General from compliance auditing to evaluating management control systems. In addition, recast the IGs method of operation to be more collaborative and less adversarial.

SMC04: INCREASE THE EFFECTIVENESS OF OFFICES OF GENERAL COUNSEL Define clearly the clients of agency General Counsel offices as agency line managers. Train staff attorneys to understand the cultural changes they will need to undertake to operate in an environment where program results are important. Develop performance measures and "feedback loops" to ensure close cooperation with line managers.

SMC05: IMPROVE THE EFFECTIVENESS OF THE GENERAL ACCOUNTING OFFICE THROUGH INCREASED CUSTOMER FEEDBACK Improve GAO's documentation of best practices and the use of feedback loops on its performance.

SMC06: REDUCE THE BURDEN OF CONGRESSIONALLY MANDATED REPORTS Eliminate at least 50 percent of all congressionally mandated reports. Review new reporting requirements for management impact, and include a sunset provision.

SMC07: REDUCE INTERNAL REGULATIONS BY MORE THAN 50 PERCENT Direct department secretaries and agency heads to reduce by at least 50 percent the number of internal regulations, and the number of pages of regulations, within 3 years.

SMC08: EXPAND THE USE OF WAIVERS TO ENCOURAGE INNOVATION Establish a process for obtaining waivers from federal regulations and identifying those regulations for which this process should apply.

TRANSFORMING ORGANIZATIONAL STRUCTURES

ORG01: REDUCE THE COSTS AND NUMBERS OF POSITIONS ASSOCIATED WITH MANAGEMENT CONTROL STRUCTURES BY HALF Cut management control positions over the next 5 years. Reinvest some of the savings in benchmarking, training, and investments in new technology. In addition to separation incentives (see HRM14), provide outplacement services to affected staff.

ORG02: USE MULTI-YEAR PEFORMANCE AGREEMENTS BETWEEN THE PRESIDENT AND AGENCY HEADS TO GUIDE DOWNSIZING STRATEGIES Performance agreements with agency heads (see BGT01) should be used to identify progress toward agreed upon downsizing goals--not central management agency controls such as across-the-board cuts or ceilings on employment. In exchange, agencies will be supported with increased management flexibilities.

ORG03: ESTABLISH A LIST OF SPECIFIC FIELD OFFICES TO BE CLOSED Within 18 months, the President's Management Council should submit a list to Congress of civilian field offices that should be closed.

ORG04: THE PRESIDENT SHOULD REQUEST AUTHORITY TO REORGANIZE AGENCIES Congress should restore to the President the authority to restructure the executive branch.

ORG05: SPONSOR THREE OR MORE CROSS-DEPARTMENTAL INITIATIVES ADDRESSING COMMON ISSUES OR CUSTOMERS The President's Management Council should identify and sponsor three or more cross-departmental initiatives in areas such as illegal immigration, debt collection, and the problems of the homeless.

ORG06: IDENTIFY AND CHANGE LEGISLATIVE BARRIERS TO CROSS-ORGANIZATIONAL COOPERATION As cross-organizational collaborations become an integral part of government operations, barriers to ready collaboration and funding should be removed.

IMPROVING CUSTOMER SERVICES

ICS01: CREATE CUSTOMER-DRIVEN PROGRAMS IN ALL DEPARTMENTS AND AGENCIES THAT PROVIDE SERVICES DIRECTLY TO THE PUBLIC Establish an overall policy for quality of federal services delivered to the public and initiate customer service programs in all agencies that provide services directly to the public.

ICS02: CUSTOMER SERVICE PERFORMANCE STANDARDS--INTERNAL REVENUE SERVICE As part of its participation in the NPR, the Internal Revenue Service is publishing customer service performance standards. To speed the delivery of taxpayer refunds, the Secretary of the Treasury should delegate disbursing authority to IRS in 1993 and future tax seasons.

ICS03: CUSTOMER SERVICE PERFORMANCE STANDARDS--SOCIAL SECURITY ADMINISTRATION As part of its participation in the NPR, the Social Security Administration is publishing customer service performance standards. SSA will also obtain customer opinions on all the goals and objectives of their strategic plan, using that input to revise the goals and objectives as needed, set priorities, and establish interim objectives. ICS04: CUSTOMER SERVICE PERFORMANCE STANDARDS--POSTAL SERVICE As part of its participation in the NPR, the U.S. Postal Service will expand its plans to display customer service standards in Post Office retail lobbies.

ICS05: STREAMLINE WAYS TO COLLECT CUSTOMER SATISFACTION AND OTHER INFORMATION FROM THE PUBLIC For voluntary information collection requests directed at customers, OMB will delegate authority to approve such requests if departments certifiy that they will fully comply with Paperwork Reduction Act requirements. OMB will also clarify rules on the use of focus groups and streamline renewals of previously approved survey requests.

MISSION-DRIVEN, RESULTS-ORIENTED BUDGETING

BGT01: DEVELOP PERFORMANCE AGREEMENTS WITH SENIOR POLITICAL LEADERSHIP THAT REFLECT ORGANIZATIONAL AND POLICY GOALS The President should develop performance agreements with agency heads, starting with the top two dozen. Agency heads should also use performance agreements within their agency to forge an effective team committed to achieving organizational goals and objectives. BGT02: EFFECTIVELY IMPLEMENT THE GOVERNMENT PERFORMANCE AND RESULTS ACT OF 1993 Accelerate planning and measurement efforts to improve performance in every federal program and agency. Designate as pilots under the act several multi-agency efforts that have related programs and functions. Develop common measures and data collection efforts for cross-cutting issues. Clarify the goals and objectives of federal programs. Incorporate performance objectives and results as key elements in budget and management reviews. BGT03: EMPOWER MANAGERS TO PERFORM Restructure appropriations accounts to reduce overitemization and to align them with programs. Ensure that direct operating costs can be identified. Reduce overly detailed restrictions and earmarks in appropriations and report language. Simplify the apportionment process. Reduce the excessive administrative subdivision of funds in financial operating plans.

BGT04: ELIMINATE EMPLOYMENT CEILINGS AND FLOORS BY MANAGING WITHIN BUDGET Budget and manage on the basis of operating costs rather than full-time equivalents or employment ceilings. Request Congress to remove FTE floors.

BGT05: PROVIDE LINE MANAGERS WITH GREATER FLEXIBILITY TO ACHIEVE RESULTS Identify those appropriations that should be converted to multi- or no-year status. Permit agencies to roll over 50 percent of their unobligated year-end balances in annual operating costs to the next year. Expedite reprogramming of funds within agencies.

BGT06: STREAMLINE BUDGET DEVELOPMENT Begin the President's budget formulation process with a mission-driven Executive Budget Resolution process that will replace hierarchial budget development, delegate more decision making to agency heads, and promote a collaborative approach to crosscutting issues. In the process, eliminate multiple requirements for detailed budget justification materials. Negotiate a reduction in the detailed budget justification provided to Congress.

BGT07: INSTITUTE BIENNIAL BUDGETS AND APPROPRIATIONS Submit a legislative proposal to move from an annual to a biennial budget submission by the President Establish biennial budget resolution and biennial appropriation processes. Evaluate program effectiveness and refine performance measures in the off-year.

BGT08: SEEK ENACTMENT OF EXPEDITED RESCISSION PROCEDURES Pursue negotiations with the leadership of the House and Senate to gain enactment of expedited rescission authority.

IMPROVING FINANCIAL MANAGEMENT

FM01: ACCELERATE THE ISSUANCE OF FEDERAL ACCOUNTING STANDARDS Issue a comprehensive set of federal financial accounting standards within 18 months. If all standards are not issued under the present advisory board structure, create an independent federal financial accounting standards board.

FM02: CLARIFY AND STRENGTHEN THE FINANCIAL MANAGEMENT ROLES OF OMB AND TREASURY Develop a Memorandum of Understanding to clarify the roles of OMB and Treasury in financial management. Create a governmentwide budget and financial information steering group to develop and provide guidance in implementing an integrated budget and financial information strategic plan. Shift review of Financial Management Service budget to the OMB Deputy Director for Management.

FM03: FULLY INTEGRATE BUDGET, FINANCIAL AND PROGRAM INFORMATION Ensure that agency financial systems are in compliance with a revised OMB Circular A-127 , "Financial Management Systems," by September 1996. Provide interagency funding for the joint development of financial systems.

FM04: INCREASE THE USE OF TECHNOLOGY TO STREAMLINE FINANCIAL SERVICES Use electronic funds transfer to pay and reimburse expenses for all federal employees, to handle all interagency payments, to make payments to state and local governments, and to pay for purchases from the private sector. Similarly, all payments to individuals should be done electronically.

FM05: USE THE CHIEF FINANCIAL OFFICERS (CFO) ACT TO IMPROVE FINANCIAL SERVICES Identify the set of financial management functions which should report to agency CFOs, and ensure that all financial management personnel are fully-qualified when hired. Ensure that information being collected, disseminated, and reported on is useful, objective, timely, and accurate for the benefit of program managers. FM06: "FRANCHISE" INTERNAL SERVICES The President's Management Council should encourage agencies to purchase common administrative services, such as payroll, computer support, or procurement, competitively from other federal agencies that may be more responsive or offer better prices.

FM07: CREATE INNOVATION FUNDS Allow agencies to create innovation capital funds from retained savings to invest in innovations that can improve service and provide a return on investment.

FM08: REDUCE FINANCIAL REGULATIONS AND REQUIREMENTS Eliminate timesheets and timecards and use technology to enter payroll data only on an exception basis. Allow use of commercial checking accounts instead of third-party accounts. Create a threshold below which it is not cost effective to resolve audit findings.

FM09: SIMPLIFY THE FINANCIAL REPORTING PROCESS Grant OMB the flexibility to consolidate and simplify over a dozen related statutory reports to Congress and the President. Require agency heads to provide two reports annually, a planning report and an accountability report. Ensure that any future financial management reporting requirements can be addressed in either the planning or accountability reports.

FM10: PROVIDE AN ANNUAL FINANCIAL REPORT TO THE PUBLIC Provide a simplified version of a consolidated report on the finances of the federal government for distribution to the taxpayers by June 1995. Develop a method of identifying and budgeting for the expected costs of contingent liabilities of the Federal Government.

FM11: STRENGTHEN DEBT COLLECTION PROGRAMS Propose legislation to allow debt collection activities to be funded by the revenues generated from collections and to allow the agencies to keep a certain percentage of any increased collection amounts. Propose legislation to lift restrictions on the use of private collection, and expand agency litigation authority for debt collection through the designation of special assistant U.S. Attorneys.

FM12: MANAGE FIXED ASSET INVESTMENTS FOR THE LONG TERM Establish a long-term fixed asset planning and analysis process, and incorporate it into the federal budget process. Ensure there is no bias in the budget against long-term investments. FM13 CHARGE AGENCIES FOR THE FULL COST OF EMPLOYEE BENEFITS Require all agencies to pay the full accruing cost of Civil Service Retirement and Pensions. OMB and the Office of Personnel Management should also research the possibility of charging agencies for civilian retiree health benefits.

REINVENTING HUMAN RESOURCE MANAGEMENT

HRM01: CREATE A FLEXIBLE AND RESPONSIVE HIRING SYSTEM Authorize agencies to establish their own recruitment and examining programs. Abolish centralized registers and standard application forms. Allow federal departments and agencies to determine that recruitment shortages exist and directly hire candidates without ranking. Reduce the types of competitive service appointments to three. Abolish the time-in-grade requirement. HRM02: REFORM THE GENERAL SCHEDULE CLASSIFICATION AND BASIC PAY SYSTEM Remove all grade-level classification criteria from the law. Provide agencies with flexibility to establish broadbanding systems built upon the General Schedule framework. HRM03: AUTHORIZE AGENCIES TO DEVELOP PROGRAMS FOR IMPROVEMENT OF INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE Authorize agencies to design their own performance management programs which define and measure success based on each agency's unique needs.

HRM04: AUTHORIZE AGENCIES TO DEVELOP INCENTIVE AWARD AND BONUS SYSTEMS TO IMPROVE INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE Authorize agencies to develop their own incentive award and bonus systems. Encourage agencies to establish productivity gainsharing programs to support their reinvention and change efforts.

HRM05: STRENGTHEN SYSTEMS TO SUPPORT MANAGEMENT IN DEALING WITH POOR PERFORMERS Develop a culture of performance which provides supervisors with the skills, knowledge, and support they need to deal with poor performers, and holds supervisors accountable for effectively managing their human resources. Reduce by half the time needed to terminate federal employees for cause. HRM06: CLEARLY DEFINE THE OBJECTIVE OF TRAINING AS THE IMPROVEMENT OF INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE; MAKE TRAINING MORE MARKET-DRIVEN Reduce restrictions on training to allow managers to focus on organizational mission and to take advantage of the available training marketplace.

HRM07: ENHANCE PROGRAMS TO PROVIDE FAMILY-FRIENDLY WORKPLACES Implement family-friendly workplace practices (flex-time, flexiplace, job sharing, telecommuting) while ensuring accountability for customer service. Provide telecommunications and administrative support necessary for employees participating in flexiplace and telecommuting work arrangements. Expand the authority to establish and fund dependent care programs. Allow employees to use sick leave to care for dependents. Allow employees who leave and then re-enter federal service to be given credit for prior sick leave balances.

HRM08: IMPROVE PROCESSES AND PROCEDURES ESTABLISHED TO PROVIDE WORKPLACE DUE PROCESS FOR EMPLOYEES Eliminate jurisdictional overlaps. All agencies should establish alternative dispute resolution methods and options for the informal disposition of employment disputes.

HRM09: IMPROVE ACCOUNTABILITY FOR EQUAL OPPORTUNITY GOALS AND ACCOMPLISHMENTS Charge all federal agency heads with the responsibility for ensuring equal opportunity and increasing representation of qualified women, minorities, and persons with disabilities into all levels and job categories, including middle and senior management positions. HRM10: IMPROVE INTERAGENCY COLLABORATION AND CROSS TRAINING FOR HUMAN RESOURCE PROFESSIONALS Establish an Interagency Equal Employment Opportunity and Affirmative Employment Steering Group under the joint chair of the Equal Employment Opportunity Commission and the Office of Personnel Management. Require appropriate cross training for human resource management professionals.

HRM11: STRENGTHEN THE SENIOR EXECUTIVE SERVICE SO THAT IT BECOMES A KEY ELEMENT IN THE GOVERNMENTWIDE CULTURE CHANGE EFFORT Create and reinforce a corporate perspective within the Senior Executive Service that supports governmentwide culture change. Promote a corporate succession planning model to use to select and develop senior staff. Enhance voluntary mobility within and between agencies for top senior executive positions in government. HRM12: ELIMINATE EXCESSIVE RED TAPE AND AUTOMATE FUNCTIONS AND INFORMATION Phase out the entire 10,000 page Federal Personnel Manual (FPM) and all agency implementing directives by December 1994. Replace the FPM and agency directives with automated personnel processes, electronic decision support systems and "manuals" tailored to user needs.

HRM13: FORM LABOR-MANAGEMENT PARTNERSHIPS FOR SUCCESS Identify labor-management partnerships as a goal of the executive branch and establish the National Partnership Council.

HRM14: PROVIDE INCENTIVES TO ENCOURAGE VOLUNTARY SEPARATIONS Provide departments and agencies with the authority to offer separation pay. Decentralize the authority to approve early retirement. Authorize departments and agencies to fund job search activities and retraining of employees scheduled to be displaced. Limit annual leave accumulation by senior executives to 240 hours.

REINVENTING FEDERAL PROCUREMENT

PROC01: REFRAME ACQUISITION POLICY Convert the 1,600 pages of the Federal Acquisition Regulation from a set of rigid rules to a set of guiding principles.

PROC02: BUILD AN INNOVATIVE PROCUREMENT WORKFORCE Establish an interagency program to improve the governmentwide procurement workforce. Provide civilian agencies with authority for improving the acquisition workforce similar to that of the Defense Department's. PROC03: ENCOURAGE MORE PROCUREMENT INNOVATION Provide new legislative authority to test innovative procurement methods. Establish a mechanism to disseminate information governmentwide on innovative procurement ideas.

PROC04: ESTABLISH NEW SIMPLIFIED ACQUISITION THRESHOLD AND PROCEDURES Enact legislation to simplify small purchases by raising the threshold for the use of simplified acquisition procedures from $25,000 to $100,000 and raise the various thresholds for the application of over a dozen other statutory requirements that similarly complicate the process. To ensure small business participation, establish a single electronic bulletin board capability to provide access to information on contracting opportunities. PROC05: REFORM LABOR LAWS AND TRANSFORM THE LABOR DEPARTMENT INTO AN EFFICIENT PARTNER FOR MEETING PUBLIC POLICY GOALS Enact legislation to simplify acquisition labor laws such as the Davis-Bacon Act, the Copeland Act, and the Service Contract Act. Improve access to wage schedules through an on-line electronic system.

PROC06: AMEND PROTEST RULES Change the standard of review at the General Services Board of Contracts Appeals to conform to that used in the relevant courts. Allow penalties for frivolous protests. Allow contract negotiation to continue up to the point of contract award, even though a protest has been filed with the General Services Board of Contract Appeals.

PROC07: ENHANCE PROGRAMS FOR SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Repeal statutory limitations on subcontracting and substitute regulatory limitations to provide greater flexibility. Authorize civilian agencies to establish small disadvantaged business set-asides.

PROC08: REFORM INFORMATION TECHNOLOGY PROCUREMENTS Increase the delegation of authority to agencies to purchase information technology. For purchases less than $500,000 for products, and $2.5 million for services over the life of a contract, eliminate indepth requirements for analyses of alternatives. Pilot-test alternative ways of buying commercially available information technology items.

PROC09: LOWER COSTS AND REDUCE BUREAUCRACY IN SMALL PURCHASES THROUGH THE USE OF PURCHASE CARDS Provide managers with the ability to authorize employees to purchase small dollar value items directly using a government purchase card. Require internal government supply sources to accept this card. PROC10: ENSURE CUSTOMER FOCUS IN PROCUREMENT Revise Procurement Management Reviews to incorporate NPR principles such as "focusing on results" for the line managers.

PROC11: IMPROVE PROCUREMENT ETHICS LAWS Create consistency across the government in the application of procurement ethics laws.

PROC12: ALLOW FOR EXPANDED CHOICE AND COOPERATION IN THE USE OF SUPPLY SCHEDULES Allow state and local governments, grantees, and certain nonprofit agencies to use federal supply sources. Similarly, allow federal agencies to enter into cooperative agreements to share state and local government supply sources.

PROC13: FOSTER RELIANCE ON THE COMMERCIAL MARKETPLACE Change laws to make it easier to buy commercial items. For example, revise the definition of commercial item. Revise governmentwide and agency regulations and procedures which preclude the use of commercial specifications.

PROC14: EXPAND ELECTRONIC COMMERCE FOR FEDERAL ACQUISITION Establish a governmentwide program to use electronic commerce for federal procurements. PROC15: ENCOURAGE BEST VALUE PROCUREMENT To recognize other factors besides price, define "best value" and provide regulatory guidance to implement a program for buying on a "best value" basis. Issue guide on the use of "best practices" source selection procedures. PROC16: PROMOTE EXCELLENCE IN VENDOR PERFORMANCE Establish an interagency Excellence in Vendor Performance Forum that would develop policies and techniques to measure contractor performance for use in contract decisions. Establish an award for contractor and government acquisition excellence.

PROC17: AUTHORIZE A TWO-PHASE COMPETITIVE SOURCE SELECTION PROCESS Authorize the use of a two-phase selection process for certain types of contracts so that an offeror does not incur a substantial expense in preparing a contract proposal. PROC18: AUTHORIZE MULTIYEAR CONTRACTS Authorize multiyear contracts and allow contracts for severable services to cross fiscal years.

PROC19: CONFORM CERTAIN STATUTORY REQUIREMENTS FOR CIVILIAN AGENCIES TO THOSE OF DEFENSE AGENCIES Repeal requirements for commercial pricing certificates and authorize contract awards without discussions, where appropriate. Maintain the $500,000 threshold for cost and pricing data requirements for the Defense Department and establish the same threshold for civilian agencies.

PROC20: STREAMLINE BUYING FOR THE ENVIRONMENT Develop "best practice" guides on buying for the environment. Encourage multiple award schedule contractors to identify environmentally preferable products. Provide energy efficiency information in government catalogs and automated systems.

REINVENTING SUPPORT SERVICES

SUP01: AUTHORIZE THE EXECUTIVE BRANCH TO ESTABLISH A PRINTING POLICY THAT WILL ELIMINATE THE CURRENT PRINTING MONOPOLY Give the executive branch authority to make its own printing policy that will eliminate the mandatory printing source. Develop a new executive branch printing policy for the 21st century.

SUP02: ASSURE PUBLIC ACCESS TO FEDERAL INFORMATION Give the executive branch agencies responsibility for distributing printed federal information to depository libraries. Require agencies to inventory the federal information they hold, and make it accessible to the public. SUP03: IMPROVE DISTRIBUTION SYSTEMS TO REDUCE COSTLY INVENTORIES Permit customer choice in sources of supply. Compare depot distribution costs with commercial distribution systems. Take away the Federal Prison Industries' status as a mandatory source of federal supplies and require it to compete commercially for federal agencies' business. Increase the use of electronic commerce for ordering from depot systems.

SUP04: STREAMLINE AND IMPROVE CONTRACTING STRATEGIES FOR THE MULTIPLE AWARD SCHEDULE PROGRAM Eliminate the use of mandatory supply schedules. Make the supply schedule system easier to use by reducing the administrative burden for acquisitions under $10,000. In addition, eliminate the announcement requirements and raise the maximum order limitations for the purchase of information technology items listed in supply schedules.

SUP05: EXPAND AGENCY AUTHORITY AND ELIMINATE CONGRESSIONAL CONTROL OVER FEDERAL VEHICLE FLEET MANAGEMENT Update vehicle replacement standards. Increase emergency repair limits to $150. Eliminate the monopoly on disposing of agency-owned vehicles.

SUP06: GIVE AGENCIES AUTHORITY AND INCENTIVE FOR PERSONAL PROPERTY MANAGEMENT AND DISPOSAL Provide incentives to agencies to dispose of excess personal property. Automate the process and eliminate the monopoly on personal property disposal. SUP07: SIMPLIFY TRAVEL AND INCREASE COMPETITION Increase choices for federal travelers and automate the travel process. Pilot-test a tender system for airfares. SUP08: GIVE CUSTOMERS CHOICES AND CREATE REAL PROPERTY ENTERPRISES THAT PROMOTE SOUND REAL PROPERTY ASSET MANAGEMENT Give agencies greater authority to choose their sources of real property services. Create competitive enterprises within the government to provide real property services on a fee basis, and encourage federal managers to seek the best available source. Create an ownership enterprise for the sound management of federal real property assets. Establish a governmentwide policy for real property asset management. Manage the Federal Buildings Fund in a manner comparable to the commercial sector.

SUP09: SIMPLIFY PROCEDURES FOR ACQUIRING SMALL BLOCKS OF SPACE TO HOUSE FEDERAL AGENCIES Simplify the procedures for acquiring small amounts of leased space under 10,000 square feet. SUP10: ESTABLISH NEW CONTRACTING PROCEDURES FOR THE CONTINUED OCCUPANCY OF LEASED OFFICE SPACE Simplify the procedures for renewing leases. SUP11: REDUCE POSTAGE COSTS THROUGH IMPROVED MAIL MANAGEMENT Encourage postage savings through the implementation of mail management initiatives. Allow line managers to manage their own postal budgets.

REENGINEER THROUGH THE USE OF INFORMATION TECHNOLOGY

IT01: PROVIDE CLEAR, STRONG LEADERSHIP TO INTEGRATE INFORMATION TECHNOLOGY INTO THE BUSINESS OF GOVERNMENT Create a Government Information Technology Services working group to develop a strategic vision for the use of government information technology and to implement NPR's information technology recommendations.

IT02: IMPLEMENT NATIONWIDE, INTEGRATED ELECTRONIC BENEFIT TRANSFER Design an integrated implementation plan for the use of electronic benefit transfer for programs such as Food Stamps and for direct payments to individuals without bank accounts.

IT03: DEVELOP INTEGRATED ELECTRONIC ACCESS TO GOVERNMENT INFORMATION AND SERVICE Use information technology initiatives to improve customer service by creating a one-stop "800" calling service, integrated one-stop service "kiosks," and a governmentwide electronic bulletin board system.

IT04: ESTABLISH A NATIONAL LAW ENFORCEMENT/PUBLIC SAFETY NETWORK Establish a national law enforcement/public safety data network for use by federal, state, and local law enforcement officials. IT05: PROVIDE INTERGOVERNMENTAL TAX FILING, REPORTING, AND PAYMENTS PROCESSING Integrate government financial filings, reporting, and payments processing, and determine ways to eliminate the need for filing routine tax returns. IT06: ESTABLISH AN INTERNATIONAL TRADE DATA SYSTEM Develop and implement a U.S. Government International Trade Data System in the Treasury Department. IT07: CREATE A NATIONAL ENVIRONMENTAL DATA INDEX Organize the implementation of a national environmental data index in the Commerce Department.

IT08: PLAN, DEMONSTRATE, AND PROVIDE GOVERNMENTWIDE ELECTRONIC MAIL Improve electronic mail and messaging among federal agencies.

IT09: ESTABLISH AN INFORMATION INFRASTRUCTURE Develop a Government Information Infrastructure to use government information resources effectively and support electronic government applications. Consolidate and modernize government data processing centers.

IT10: DEVELOP SYSTEMS AND MECHANISMS TO ENSURE PRIVACY AND SECURITY Establish a Privacy Protection Board. Establish uniform privacy protection practices and generally acceptable implementation methods for these practices. Develop a digital signature standard for sensitive, unclassified data by January 1994.

IT11: IMPROVE METHODS OF INFORMATION TECHNOLOGY ACQUISITION (see PROC 09, PROC10, PROC15, SUP04, and FM06) IT12: PROVIDE INCENTIVES FOR INNOVATION Retain a portion of agency information technology savings to reinvest in information technology. Promote performance-based contracting for information technology. Establish a governmentwide venture capital fund for innovative information technology projects

IT13: PROVIDE TRAINING AND TECHNICAL ASSISTANCE IN INFORMATION TECHNOLOGY TO FEDERAL EMPLOYEES Establish a program to train non-technical senior executives and political appointees in information technology. Require managers of information resources to meet certification standards. Promote collegial assistance in using information technology. Include training costs as part of all information technology purchases.

RETHINKING PROGRAM DESIGN

DES01: ACTIVATE PROGRAM DESIGN AS A FORMAL DISCIPLINE The President's Management Council should commission the development of a handbook to help federal managers understand the strengths and weaknesses of various forms of program design.

DES02: ESTABLISH PILOT PROGRAM DESIGN CAPABILITIES IN ONE OR TWO AGENCIES Test the usefulness of the program design handbook and the value of program design as a useful discipline.

DES03: ENCOURAGE THE STRENGTHENING OF PROGRAM DESIGN IN THE LEGISLATIVE BRANCH The President's Management Council should work with congressional support agencies to help them strengthen their program design capacities.

DES04: COMMISSION PROGRAM DESIGN COURSES Develop training courses for managers and policymakers on various program design approaches.

STRENGTHENING THE PARTNERSHIP IN INTERGOVERNMENTAL SERVICE DELIVERY

FSL01: IMPROVE THE DELIVERY OF FEDERAL DOMESTIC GRANT PROGRAMS Create flexibility and encourage innovation by designing a bottom-up solution to the problem of grant proliferation and its accompanying red tape. Also, support the pending proposal for Federal-State Flexibility Grants that has been developed by the National Governors Association and the National Conference of State Legislatures. Establish a Cabinet-level Enterprise Board to oversee NEW initiatives in community improvement. FSL02: REDUCE RED TAPE THROUGH REGULATORY AND MANDATE RELIEF Issue an Executive Order addressing the problems of unfunded federal mandates and regulatory relief and authorize Cabinet Secretaries and agency heads to obtain selective relief from regulations or mandates in programs they oversee.

FSL03: SIMPLIFY REIMBURSEMENT PROCEDURES FOR ADMINISTRATIVE COSTS OF FEDERAL GRANT DISBURSEMENT Modify OMB Circular A-87, "Cost Principles for State and Local Governments," to provide a fixed fee-for-service option in lieu of costly reimbursement procedures covering actual administrative costs of grant disbursement.

FSL04: ELIMINATE NEEDLESS PAPERWORK BY SIMPLIFYING THE COMPLIANCE CERTIFICATION PROCESS Simplify OMB's requirements to prepare multiple grant compliance certifications by allowing state and local governments to submit a single certification to a single point of contact in the federal government.

FSL05: SIMPLIFY ADMINISTRATION BY MODIFYING THE COMMON GRANT RULES ON SMALL PURCHASES Modify OMB Circular A-102, "Grants and Cooperative Agreements to State and Local Governments", to increase the dollar threshold for small purchases by local governments from $25,000 to $100,000 (see also PROC04).

FSL06: STRENGTHEN THE INTERGOVERNMENTAL PARTNERSHIP Reinvent the Advisory Commission on Intergovernmental Affairs (ACIR) and charge it with the responsibility for continuous improvement in federal, state and local partnership and intergovernmental service delivery. Direct the AICR to identify opportunities to improve intergovernmental service delivery and develop a set of benchmarks.

REINVENTING ENVIRONMENTAL MANAGEMENT

ENV01: IMPROVE FEDERAL DECISIONMAKING THROUGH ENVIRONMENTAL COST ACCOUNTING Develop demonstration projects to test the applicability of environmental cost accounting. Based on project results, develop guidelines to implement environmental cost accounting throughout the Federal Government. Issue an Executive Order to encourage the use of environmental cost accounting by federal agencies. ENV02: DEVELOP CROSS-AGENCY ECOSYSTEM PLANNING AND MANAGEMENT Issue an Executive Order to encourage sustainable economic development and ensure sustainable ecosystems through a cross-agency ecosystem management process. Begin phased-in implementation of the policy with selected ecosystem management demonstration projects. Conduct management and budget reviews of the ecosystem management projects as a part of the fiscal year 1995 budget process.

ENV03: INCREASE ENERGY AND WATER EFFICIENCY Issue an Executive Order to address energy efficiency and water conservation issues at federal facilities. Propose legislation to allow the Defense Department to retain savings from water efficiency projects. Develop appropriate mechanisms to allow facilities to retain rebates received from utility companies.

ENV04: INCREASE ENVIRONMENTALLY AND ECONOMICALLY BENEFICIAL LANDSCAPING Issue an Executive Order to require the use of environmentally beneficial landscaping techniques, including increased use of native species and reduced use of water and chemicals, at federal facilities and federally-funded projects, where appropriate.

IMPROVING REGULATORY SYSTEMS

REG01: CREATE AN INTERAGENCY REGULATORY COORDINATING GROUP Create an interagency Regulatory Coordinating Group to share information and coordinate approaches to regulatory issues.

REG02: ENCOURAGE MORE INNOVATIVE APPROACHES TO REGULATION Use innovative regulatory approaches and develop a Deskbook on Regulatory Design.

REG03: ENCOURAGE CONSENSUS-BASED RULEMAKING Encourage agencies to use negotiated rulemaking more frequently in developing new rules. REG04: ENHANCE PUBLIC AWARENESS AND PARTICIPATION Use information technology and other techniques to increase opportunities for early, frequent and interactive public participation during the rulemaking process and to increase program evaluation efforts. REG05: STREAMLINE AGENCY RULEMAKING PROCEDURES Streamline internal agency rulemaking procedures, use "direct final" rulemaking for noncontroversial rules and expedite treatment of rulemaking petitions.

REG06: ENCOURAGE ALTERNATIVE DISPUTE RESOLUTION WHEN ENFORCING REGULATIONS Increase the use of alternative means of dispute resolution.

REG07: RANK RISKS AND ENGAGE IN "ANTICIPATORY" REGULATORY PLANNING Rank the seriousness of environmental, health or safety risks and develop anticipatory approaches to regulatory problems. REG08: IMPROVE REGULATORY SCIENCE Create science advisory boards for those regulatory agencies that depend heavily on scientific information and judgments. REG09: IMPROVE AGENCY AND CONGRESSIONAL RELATIONSHIPS Encourage agencies to establish technical drafting services for congressional committees and subcommittees.

REG10: PROVIDE BETTER TRAINING AND INCENTIVES FOR REGULATORS Establish a basic training program for Presidential appointees assigned to regulatory agencies and expand existing training programs to cover career staff not currently being trained.

GENERAL SERVICES ADMINISTRATION

GSA01: SEPARATE POLICYMAKING FROM SERVICE DELIVERY AND MAKE THE GENERAL SERVICES ADMINISTRATION (GSA) A FULLY COMPETITIVE, REVENUE-BASED ORGANIZATION Fund GSA service delivery from customer revenues, transfer activities not related to GSA's central mission to other agencies, and allow agencies to choose whether to purchase GSA services.

OFFICE OF PERSONNEL MANAGEMENT

OPM01: STRENGTHEN THE OFFICE OF PERSONNEL MANAGEMENT'S (OPM) LEADERSHIP ROLE IN TRANSFORMING FEDERAL HUMAN RESOURCE MANAGEMENT SYSTEMS Clearly define OPM's policy, service and leadership role in addressing human resource problems and delegate operational work to the agencies.

OPM02: REDEFINE AND RESTRUCTURE OPM'S FUNCTIONAL RESPONSIBILITIES TO FOSTER A CUSTOMER ORIENTATION Restructure and rightsize OPM to enhance and reflect its commitment to addressing its customers' needs.

OPM03: CHANGE THE CULTURE OF OPM TO EMPOWER ITS STAFF AND INCREASE ITS CUSTOMER ORIENTATION Use interagency groups to involve OPM's external stakeholders in changing federal human resource systems. Improve OPM's policy-making process through experimental use of negotiated rulemaking ("reg-neg") and broaden the customer focus of OPM and agency personnel specialists.