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Patenting Natural Products and Examination Guidelines (presented by Mary Lee in Toronto on August 11, 2000)

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Database


Patents 2000 Customer Outreach Program Educational Workshops

USPTO Named Semifinalist In Harvard Government Innovations Award
Program

The Government Performance Project has made available the grades for 20 of the 30 agencies identified by the Clinton administration as having a "high impact" on the American public. 

See the USPTO's report card

Learn how Dickinson "breathed fresh air" into the USPTO! (click here to find out! - also see a related article on past management-union relationships).

THE GOVERNMENT PERFORMANCE PROJECT

The Government Performance Project is an effort to answer a fundamental question: How well are federal agencies managed? The project got its start more than four years ago, when executives of the Pew Charitable Trusts of Philadelphia decided that devising and publicizing a careful grading system for government might serve as an incentive for improvement in our public sector.

As of March 2000, the GPP has graded 20 of the 30 agencies identified by the Clinton administration as having a "high impact" on the American public. The grading was done by a team of journalists from Government Executive and academics from the Maxwell School of Citizenship and Public Affairs at Syracuse University. In 2000, the GPP team examined and graded five new federal agencies and revisited five of those graded in 1999. Agencies are graded on five categories of management -financial management, human resources, information technology, capital management and managing for results- and receive an overall grade as well.

See the Grades:

Here are the grades for 20 of the 30 agencies identified by the Clinton administration as having a "high impact" on the American public. Fifteen of the agencies received their grades in 1999; five received their grades in 2000. For some agencies, capital management grades were rolled into information technology grades. For more information on the project, see The Government Performance Project home page or follow the links below to articles about each agency.

2000 Report Card

Agency

Agency
Grade

Financial
Mgmt.

Human
Res.

Info
Tech

Capital
Mgmt.

Managing
For
Results

Comments

Coast Guard

A

B

A

A

A

A

Top-notch planning and performance budgeting overcome short staffing and fraying equipment.

Army Corps of Engineers

B

B

A

B

B

B

Management systems are usually strong; where weaknesses exist leaders are seeking solutions.

Veterans Benefits Admin.

B-

C

B

C

B

B

Balanced approach to performance is promising, but information systems is antiquated.

National Park Service

C

C

B

C

C

C

Poor data hobbles management in every area, but problems are being addressed.

Office of Student Financial Assistance

C

C

C

C

C

N/A

Expectations are high that Greg Woods can change the agency into a superior service organization.

 

1999 Report Card 

Agency

Agency
Grade

Financial
Mgmt.

Human
Res.

Info
Tech

Capital
Mgmt.

Managing
For
Results

Comments

Social Security Admin

A

A

A

A

N/A

B

Efficient administration, emphasis on service delivery earn top ratings.

Food and Nutrition Service

B

B

B

A

*

B

Making progress toward key objective of controlling fraud.

Food and Drug Admin.

 

B

B

B

BN/A

B

Emphasis on speed of industry-funded drug review raises concern.

Federal Emergency Mgmt. Agency

B

B

B

B

C

B

Has achieved dramatic improvements under current leadership.

Food Safety and Inspection Service

B

B

C

N

N/A

B

Labor resistance slows progress toward high-tech meat inspection system.

Veterans Health Admin.

B

B

B

B

B

A

Reorganization, fine performance measurement put agency on upswing.

Occupational Safety and Health Admin.*

B-

B

C

B

N/A

C

Achieving correct mix of staff skills poses a problem.

*USPTO

B-

B

C

C

N/A

B

Severe labor -management problems overshadow other gains.

Environ. Protection Agency

B-

B

C

B

B

C

Achieves commendable results despite rigid stove piped structure.

Federal Housing Admin.

B-

C

B

B

N/A

C

Delivers on it mission despite staffing information system problems.

*Internal Revenue Service

C

B

C

D

N/A

B

Inadequate computer systems still impair agency operations.

Customs Service

C

B

C

C

N/A

C

Problems include ambiguous mission, scope of duties, inadequate systems.

Health Care Financing Admin.

C

C

B

D

N/A

C

Y2K and other technology troubles compound management problems.

*Federal Aviation Admin.

C

D

C

C

C

B

Administer Jane Garvey makes  headway against deficient systems in every category.

Immigration and Naturalization Service*

C-

D

D

C

C

C

Infusion of resources doesn't solve mission conflicts, system deficiencies.

 * Agencies revisited in 2000
 

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