1) Reply to three 250 President Bush unveiled a five-point president’s management plan during his first year in office. The President’s Management Council was tasked

1) Reply to three 250

President Bush unveiled a five-point president’s management plan during his first year in office. The President’s Management Council was tasked with grading each department according to the five management emphasis areas as part of the Bush management agenda. Results were posted on the www.results.gov website, which was later superseded with the www.performance.gov website when the Obama administration launched its own reform effort. The Program Assessment Rating Tool was the name of the rating system that President Bush had introduced. Its goals were to advance budget reform and thoroughly assess how the government functions. The change added more comprehensive program information to the distribution of limited resources, consistent with the general trend of budget reform. The Program Assessment Rating Tool’s primary objectives were to determine which programs functioned and how well they worked. In the end, there were conflicting opinions about the Program Assessment Rating Tool. Because committee staff did not believe that legislative consultation was part of the process of generating performance indicators, it was typically believed to be more effective in the executive budgeting process but of less utility in congressional appropriations decision-making. Agencies were compelled by the Program Evaluation Rating Tool to exercise caution while defending their programs with precise metrics. At the same time, OMB refrained from reducing underperforming programs based on the results of the Program Assessment Rating Tool. Budget cuts were categorically rejected by the President’s Management Council as a top priority for Program Evaluation Rating Tool.

The Obama administration unveiled both a broad strategy for improving government management and targeted budget adjustments, much like its predecessor. At first, recovering from the financial crisis and the ensuing recession received a lot of attention. The Program Assessment Rating Tool was to be replaced by a new Performance Improvement and Analysis Framework. According to reports, the Program Assessment Rating Tool has improved the use of performance measurements in federal agencies but has not been very effective at using measurement as a tool to really improve performance. Assessment of what works and what doesn’t was prioritized by the Obama administration. Holding agency officials at the highest level responsible for attaining goals they themselves chose, as well as communicating those accomplishments widely across government, to Congress, and to the general public, was a key component of the reform program.

Bush and Obama employed an expansive budgetary strategy to fight recessions by promoting economic expansion. Bush battled the 2001 recession through tax cuts. In order to boost consumer spending, he created the first tax credit, the Economic Growth and Tax Relief Reconciliation Act. Similarly, Obama passed the







1) Reply to three  250 

President Bush unveiled a five-point president’s management plan during his first year in office. The President’s Management Council was tasked with grading each department according to the five management emphasis areas as part of the Bush management agenda. Results were posted on the www.results.gov website, which was later superseded with the www.performance.gov website when the Obama administration launched its own reform effort. The Program Assessment Rating Tool was the name of the rating system that President Bush had introduced. Its goals were to advance budget reform and thoroughly assess how the government functions. The change added more comprehensive program information to the distribution of limited resources, consistent with the general trend of budget reform. The Program Assessment Rating Tool’s primary objectives were to determine which programs functioned and how well they worked. In the end, there were conflicting opinions about the Program Assessment Rating Tool. Because committee staff did not believe that legislative consultation was part of the process of generating performance indicators, it was typically believed to be more effective in the executive budgeting process but of less utility in congressional appropriations decision-making. Agencies were compelled by the Program Evaluation Rating Tool to exercise caution while defending their programs with precise metrics. At the same time, OMB refrained from reducing underperforming programs based on the results of the Program Assessment Rating Tool. Budget cuts were categorically rejected by the President’s Management Council as a top priority for Program Evaluation Rating Tool.
The Obama administration unveiled both a broad strategy for improving government management and targeted budget adjustments, much like its predecessor. At first, recovering from the financial crisis and the ensuing recession received a lot of attention. The Program Assessment Rating Tool was to be replaced by a new Performance Improvement and Analysis Framework. According to reports, the Program Assessment Rating Tool has improved the use of performance measurements in federal agencies but has not been very effective at using measurement as a tool to really improve performance. Assessment of what works and what doesn’t was prioritized by the Obama administration. Holding agency officials at the highest level responsible for attaining goals they themselves chose, as well as communicating those accomplishments widely across government, to Congress, and to the general public, was a key component of the reform program.
Bush and Obama employed an expansive budgetary strategy to fight recessions by promoting economic expansion. Bush battled the 2001 recession through tax cuts. In order to boost consumer spending, he created the first tax credit, the Economic Growth and Tax Relief Reconciliation Act. Similarly, Obama passed the

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