The Government Performance and Results Act (GPRA), passed by Congress in 1993, requires that federal agencies write five-year strategic plans with annual performance goals and produce an annual report that demonstrates whether the goals have been met. The first performance reports are due in March 2000. Measuring the performance of basic research is particularly challenging because major breakthroughs can be unpredictable and difficult to assess in the short term. This book recommends that federal agencies use an "expert review" method to examine the quality of research they support, the relevance of that research to their mission, and whether the research is at the international forefront of scientific and technological knowledge. It also addresses the issues of matching evaluation measurements to the character of the research performed, improving coordination among agencies when research is in the same field, and including a human resource development component in GPRA strategic and performance plans.

The Government Performance and Results Act (GPRA) was signed into law on August 3, 1993. In the view of the Office of Management and Budget (OMB), it is intended to shift the focus of government officials from program inputs to program execution. The goal is to better see what is being achieved and how well government programs meet intended objectives, rather than accept the old bottoms-up estimating methodology. The GPRA's objective is "to provide for the establishment of strategic planning and performance measurement in the Federal Government, and for other purposes." It bases this objective on the following findings : (1) Waste and inefficiency in federal programs undermines the confidence of the American people in the Government and reduces the Federal Government's ability to address adequately vital needs; (2) Federal managers are seriously disadvantaged in their efforts to improve program efficiency and effectiveness, because of insufficient articulation of program goals and inadequate information on program performance; and (3) Congressional policy making, spending decisions, and program oversight are seriously handicapped by insufficient attention to program performance and results. This paper will explore the tenets of GPRA, particularly those associated with strategic planning. It also will address some of the history, implementation, and potential consequences of the Act.

As requested by Congress and the White House Office of Science and Technology Policy (OSTP), this report assists federal agencies in crafting plans and reports that are responsive to the Government Performance and Results Act (GPRA), OMB Guidance, and agency missions. Using a case study approach, the report identifies best practices used by individual agencies to evaluate the performance and results of their science and technology programs. The report takes into account individual agencies' missions and how science and technology programs and human resource needs are factored into agency GPRA plans. Specific applications of recommendations are included from COSEPUP's earlier report entitled Evaluating Federal Research Programs: Research and the Government Performance and Results Act.

GAO published an executive guide on implementing the Government Performance and Results Act (GPRA). GAO noted that: (1) GPRA forces federal agencies to focus on their missions and goals, how to achieve them, and how to improve their structural organizations and business processes; (2) agencies must define their missions and desired outcomes, use strategic planning, involve stakeholders, assess their environments, and align their activities, core processes, and resources to support mission-related outcomes; (3) agencies need to measure their performance to ensure that they are meeting their goals and making informed decisions; (4) performance measures need to be based on program-related characteristics and performance data must be sufficiently complete, accurate, and consistent; (5) agencies must use performance data to improve organizational processes, identify performance gaps, and set improvement goals; and (6) GPRA success depends on strong leadership practices that devolve decisionmaking authority with accountability, create incentives, build expertise, and integrate management reforms.