ABSTRACT
A president has powerful tools in hand to more effectively manage and direct financial resources. In recent years, thanks in part to the Government Performance and Results Act (GPRA) (see especially Posner and Fantone, chapter 5 of this volume) and legislation intended to improve financial management and reporting, much better information has been developed about the government’s finances and how effectively they are being used for intended purposes. The Bush administration’s Program Assessment Rating Tool (PART) (see chapters 2 to 6) process lends system and transparency to the traditional Office of Management and Budget (OMB) career staff’s role in assessing program management and performance.
