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Defense Centers of Excellence: Limited Budget and Performance Information on the Center for Psychological Health and Traumatic Brain Injury
The National Defense Authorization Act for Fiscal Year 2008 established the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury (DCOE) in January 2008 to develop excellence in prevention, outreach, and care for service members with psychological health (PH) conditions and traumatic brain injury (TBI). DCOE consists of six directorates and five component centers that carry out a range of PH- and TBI-related functions. This report discusses: (1) DCOE's budget formulation process; and (2) availability of information to Congress on DCOE. The report reviewed budget guidance, budget requests and performance data. Includes recommendations. Charts and tables. This is a print on demand report.
Review of the President's Fiscal Year 2009 Budget for the Defense Health Program's Private Sector Care Budget Activity Group
The Pres¿s. budget request for the DoD Defense Health Program has increased steadily in recent years. For ex., from FY 2005 to FY 2009, the budget request for the program increased from $17.6 billion to $23.6 billion, an increase of 34%. DoD has attributed a majority of this increase to growth in medical care, dental care, and pharmaceuticals provided in the private sector to active duty personnel and other eligible beneficiaries. These private sector expenses are funded through the Defense Health Program¿s Private Sector Care Budget Activity Group (BAG). From FY 2005 to FY 2009, the budget request for BAG increased by 36% -- from $9.0 billion to $12.2 billion. This report is a review of the FY 2009 budget request for the BAG. Charts and tables.
Army Corps of Engineers
The U.S. Army Corps of Engineers (Corps) is the world's largest public engineering, design, and construction management agency. In FY 2006 it began incorporating performance information into its budget process, but Congress raised concerns that the criteria used by the Corps to prioritize projects are not transparent and the budget formulation process could achieve a higher return on investment. This report: (1) describes the information the Corps uses in its budget formulation process and the implications of the process; and (2) evaluates whether the President's recent budget requests for the Corps are presented so that agency priorities are clear and proposed use of funds transparent. Includes recommendations. Charts and tables.
The Global Financial Crisis and its Budget Impacts in OECD Nations
The global financial crisis of 2007–09 constituted the biggest shock to the economies of the OECD nations since the Second World War and caused most of their governments to move into intense crisis mode. They made significant adjustments to their fiscal policy regimes, including massive interventions to stabilize markets and economies. But how they reacted to the crisis, and what measures they took to deal with it, still underpin their economic and budgetary positions. This singular shock provides the editors and authors of this book with an intriguing opportunity to examine how different OECD budgetary systems performed. Chapters cover the EU, North America and Asia, assessing how governments responded to the challenge and how their budget systems evolved in the aftermath.
Bankruptcy and Child Support Enforcement
Recognizing the importance of child support (CS), the Bankruptcy Abuse Prevention and Consumer Protection Act of 2005 requires that if a parent with CS obligations files for bankruptcy, a bankruptcy trustee must notify the custodial parent and state CS enforcement agency so that they may participate in the case. The act also required a study of the feasibility of matching bankruptcy records with CS records to assure that filers with CS obligations are identified. This report: (1) identified the percent of bankruptcy filers with obligations nationwide; (2) examined the potential for routine data matching to facilitate the identification of filers with CS obligations; and (3) studied the feasibility and cost of doing so. Includes recommendations. Charts and tables.
Confirmation of Political Appointees
U.S. gov¿t. agencies need to strengthen basic mgmt. capabilities to successfully address current and emerging demands. The incoming admin. will face challenges in implementing its policy and program agendas because of shortcomings in agencies' mgmt. capabilities. Building and developing the institutional capacity to meet these challenges will require appointing the right people to the right positions. This report includes questions for each of 28 major exec. branch depts. and agencies, and one for each of the following 7 major governmentwide mgmt. areas: acquisition mgmt.; collaboration; financial mgmt.; human capital mgmt.; info. and technology mgmt.; results-oriented decision making, and; real property mgmt. and security. Illustrations.
