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Nov 21, 2006

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lisa

list as many examples as you can of the power that congress has in overseeing the bureacracy now list the weakness in congressional oversight of the bureacracy.

Mark Day

One of the core problems in the operations of the federal government is the failure to understand the difference in a market economy and a planned economy. For example the business operations of government should not be centralized by fiat, but should be a competitive market place among the Agencies. Rather than having all agencies do payroll, or only a politically selected few do them, why not establish performance and cost benchmarks and let each agency compete or buy the services from the best providers. This would allow those who do the job well to rise to the top and those failing to turn the job over to others.

BTW: This does not creat incentives to outsource or insource. it would allow agencies who do the best to use either model for the non-inherently govt components of the payroll function, while aggregating the inherently govt functions of payroll into the best performers and also allowing them to aggregate demand to get the best price on any outsourced pieces.

Thus Agencies who cannot get a clean audit would be forced to give up managing their finaces (or mismanaging) and use the systems and management disciplines of an agency that does have clean audits. That would be a powerful incentive to agencies to clean up thier own mess as none would like to lose this power.

Finally, there should be a chief operating officer in all 24 CFO agencies who has no mission policy role, but is appointed and judged by their business operations credentials and performance. They should oversee all business functions of an agency and be fully accountable for those and only those functions. If they have mission/political roles, then those are alwasy more important and the basis of their bosses view of them - meaning business operations can fail until the crisis hits with no real penalty.

My two cents as a former senior executive with 30 years experience in local, state, and federal government, all at senior executive levels. I recently left the federal government ater 15 years of federal and 15 years state/locall service.

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