[Federal Register Volume 60, Number 48 (Monday, March 13, 1995)]
[Notices]
[Pages 13484-13488]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 95-6024]
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OFFICE OF MANAGEMENT AND BUDGET
Office of Federal Financial Management
Notice of Proposed Revisions to OMB Circular No. A-123,
``Management Accountability and Control''
agency: Office of Management and Budget, Office of Federal Financial
Management.
action: Proposed Revisions to OMB Circular No. A-123.
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summary: This Notice offers interested parties an opportunity to
comment on proposed revisions to OMB Circular No. A-123, ``Management
Accountability and Control.''
for further information contact: Cindy Salavantis, OMB, Office of
Federal Financial Management, (202) 395-6911.
Dated: March 7, 1995.
John B. Arthur,
Associate Director for Administration.
Attachment
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OFFICE OF MANAGEMENT AND BUDGET
Management Accountability and Control
AGENCY: Office of Management and Budget.
ACTION: Proposed Revisions to OMB Circular No. A-123.
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SUMMARY: This Notice offers interested parties an opportunity to
comment on proposed revisions to Office of Management and Budget (OMB)
Circular No. A-123, ``Management Accountability and Control.'' The
Circular, which was previously titled ``Internal Control Systems,''
implements the Federal Managers' Financial Integrity Act of 1982
(FMFIA).
Also, this action seeks comments on a proposal to streamline agency
FMFIA reporting, which has not yet been incorporated into this proposed
revision to Circular No. A-123. OMB is permitted by the Government
Management Reform Act (GMRA) of 1994 (P.L. 103-356) to consult with the
Congress on modifications to current reporting requirements. A possible
modification affecting FMFIA reporting is under consideration (see
Supplementary Information below for further details).
DATES: All comments on this proposal should be in writing, and must be
received by April 12, 1995. Late comments will be considered only to
the extent practicable. When comments are sent in by facsimile, they
should be followed up with an original printed copy.
ADDRESSES: Office of Management and Budget, Office of Federal Financial
Management, Management Integrity Branch, Room 6025, New Executive
Office Building, Washington, DC 20503. For a copy of the current
Circular, contact Office of Administration, Publications Office, Room
2200, New Executive Office Building, Washington, DC 20503, or telephone
(202) 395-7332.
FOR FURTHER INFORMATION CONTACT: Cindy Salavantis, Office of Federal
Financial Management, Management Integrity Branch, telephone (202) 395-
6911 and fax (202) 395-3952.
SUPPLEMENTARY INFORMATION: The proposed revision alters current
requirements for executive agencies on evaluating management controls,
consistent with recommendations made by the National Performance
Review. The proposed revision integrates many of the current policy
issuances on management control into a single document, and provides a
framework for integrating management control assessments with other
work now being performed by agency managers, auditors and evaluators.
The proposed revision emphasizes that management controls should
benefit rather than encumber management, and should make sense for each
agency's operating structure and environment. By giving agencies the
discretion to determine which tools to use in arriving at the annual
assurance statement to the President and the Congress, the Circular
represents an important step towards a streamlined management control
program that incorporates the reinvention principles of this
Administration.
The proposed revision is presented in five sections:
Section I. Introduction. This section describes a framework for
agency management control programs. Particular attention is directed to
the integration of agency management control activities with other
management requirements and policies, such as the Government
Performance and Results Act, the Chief Financial Officers (CFOs) Act,
the Inspector General Act, and other congressional and Executive Branch
requirements. The foundation of this proposed policy is that management
control activities are not stand alone management practices, but rather
are woven into the day-to-day operational responsibilities of agency
managers.
Agencies are encouraged to plan for how the requirements of the
Circular will be implemented. Agencies are also encouraged to establish
senior level management councils to address management accountability
and related issues within the broad context of agency operations.
Section II. Establishing Management Controls. This section defines
management controls, and requires agency managers to develop and
implement appropriate management controls. Included in this section are
general and specific management control standards, drawn in large part
from the standards issued by the General Accounting Office.
By including these standards in this proposed revision, OMB is
continuing its efforts to integrate various management control policies
into a single document. It is anticipated that this effort will make it
easier for Federal managers to implement good management controls.
Section III. Assessing and Improving Management Controls. This
section states that agency managers should continuously monitor and
improve the effectiveness of management controls. This continuous
monitoring, and other periodic evaluations, should provide the basis
for the agency head's annual [[Page 13485]] assessment of and report on
management controls.
Agencies are encouraged to use a variety of information sources to
arrive at the annual assurance statement to the President and the
Congress. Several examples of sources of information are included in
this section.
Agency managers and the agency's senior management council will
consider and make recommendations to the agency head regarding the
annual assurance statement required by FMFIA, and which deficiencies in
management controls should be considered material and included in the
agency head's FMFIA Report.
Section IV. Correcting Management Control Deficiencies. This
section states that agency management is responsible for taking timely
and effective action to correct management control deficiencies.
Correcting these deficiencies is an integral part of management's
responsibilities and must be considered a priority by the agency.
Section V. Reporting on Management Controls. This section describes
the required components of the agency's annual FMFIA report and the
suggested report distribution to the President and the Congress.
Periodically, questions are raised as to FMFIA coverage by
government corporations. This section presents FMFIA requirements as
they pertain to government corporations pursuant to the CFOs Act. 31
U.S.C. 9106.
Finally, as noted in the Summary above, this Notice also seeks
input on a proposal to streamline agency FMFIA reporting, which has not
yet been incorporated into this proposed revision to Circular No. A-
123. Respondents are encouraged to comment on a possible modification
affecting FMFIA reporting which has been proposed by the CFO Council.
Under this proposal, agencies would consolidate FMFIA information
with other performance-related reporting into a broader
``Accountability Report'' to be issued annually by the agency head.
This report would be issued as soon as possible after the end of the
fiscal year, but no later than March 31 for agencies producing audited
financial statements and December 31 for all other agencies. The other
components of the proposed ``Accountability Report'' include: audited
financial statements; agency management's followup on audit
recommendations; financial reporting data on prompt payment and civil
monetary penalties; and available information on agency performance
compared to its stated goals and objectives, in preparation for
implementation of the Government Performance and Results Act. While
financial data would be reported for the fiscal year just ended, the
most current information available at the time the report is issued
would be included on management controls and audit followup issues.
John B. Arthur,
Associate Director for Administration.
To the Heads of Executive Departments and Establishments
Subject: Management Accountability and Control
1. Purpose and Authority. As Federal employees develop and
implement strategies for reengineering agency programs and operations,
they should design management structures that help ensure
accountability for results, and include appropriate, cost-effective
controls. This Circular provides guidance to Federal managers on
improving the accountability and effectiveness of Federal programs and
operations by establishing, assessing, correcting, and reporting on
management controls.
The Circular is issued under the authority of the Federal Managers'
Financial Integrity Act of 1982 as codified in 31 U.S.C. 3512.
The Circular replaces Circular No. A-123, ``Internal Control
Systems,'' revised, dated August 4, 1986, and OMB's 1982 ``Internal
Controls Guidelines'' and associated ``Questions and Answers''
document, which are hereby rescinded.
2. Policy. Management accountability is the expectation that
managers are responsible for the quality and timeliness of program
performance, increasing productivity, controlling costs and mitigating
adverse aspects of agency operations, and assuring that programs are
managed with integrity and in compliance with applicable law.
Management controls are the organization, policies, and procedures
used to reasonably ensure that (i) programs achieve their intended
results; (ii) resources are used consistent with agency mission; (iii)
programs and resources are protected from waste, fraud, and
mismanagement; (iv) laws and regulations are followed; and (v) reliable
information is obtained, maintained, reported and used for decision
making.
3. Actions Required. Agencies and individual Federal managers must
take systematic and proactive measures to (i) develop and implement
appropriate, cost-effective management controls for results-oriented
management; (ii) assess the adequacy of management controls in Federal
programs and operations; (iii) identify needed improvements; and (iv)
take corresponding corrective action.
4. Effective Date. This Circular is effective upon issuance.
5. Inquiries. Further information concerning this Circular may be
obtained from the Management Integrity Branch, Office of Federal
Financial Management, Office of Management and Budget, Washington, DC
20503, 202/395-6911.
6. Copies. Copies of this Circular may be obtained by telephoning
the Executive Office of the President, Publication Services, at 202/
395-7332.
[to be signed by Director, OMB]
Attachment
I. Introduction
The proper stewardship of Federal resources is a fundamental
responsibility of agency managers and staff. Federal employees must
ensure that government resources are used efficiently and effectively
to achieve intended program results. Resources must be used consistent
with agency mission, in compliance with law and regulation, and with
minimal potential for waste, fraud, and mismanagement.
To support results-oriented management, the Government Performance
and Results Act (GPRA, P.L. 103-62) requires agencies to develop
strategic plans, set performance goals, and report annually on actual
performance compared to goals. As the Federal government implements
this legislation, these plans and goals should be integrated into (i)
the budget process, (ii) the operational management of agencies and
programs, and (iii) accountability reporting to the public on
performance results, and on the integrity, efficiency, and
effectiveness with which they are achieved.
Management controls--organization, policies, and procedures--are
tools to help program and financial managers achieve results and
safeguard the integrity of their programs. This Circular provides
guidance on using the range of tools at the disposal of agency managers
to achieve desired program results and meet the requirements of the
Federal Managers' Financial Integrity Act (FMFIA).
Framework. The importance of management controls is addressed, both
explicitly and implicitly, in many statutes and executive documents.
The Federal Managers' Financial Integrity Act (P.L. 97-255) establishes
specific expectations with regard to management controls. The agency
head must establish controls that reasonably ensure that: (i)
obligations and costs comply with applicable law; (ii) assets are
safeguarded against waste, loss, [[Page 13486]] unauthorized use or
misappropriation; and (iii) revenues and expenditures are properly
recorded and accounted for. 31 U.S.C. 3512 (c)(1). In addition, the
agency head annually must evaluate and report on the control and
financial systems that protect the integrity of Federal programs. 31
U.S.C. 3512 (d)(2). The Act encompasses program and administrative
areas as well as accounting and financial management.
Instead of considering controls as an isolated management tool,
agencies should integrate their efforts to meet the requirements of
FMFIA with other efforts to improve effectiveness and accountability.
Thus, management controls should be an integral part of the entire
cycle of planning, budgeting, management, accounting, and auditing.
They should support the effectiveness and the integrity of every step
of the process and provide continual feedback to management.
For example, good management controls can assure that performance
measures are complete and accurate. The management control standard of
organization would align staff and authority with the program
responsibilities to be carried out, improving both effectiveness and
accountability. Similarly, accountability for resources could be
improved by more closely aligning budget accounts with programs and
charging them with all significant resources used to produce the
program's outputs and outcomes.
Meeting the requirements of the Chief Financial Officers Act (P.L.
101-576, as amended) should help agencies both establish and evaluate
management controls. The Act requires the preparation and audit of
financial statements for 23 Federal agencies. In this process, auditors
report on internal controls and compliance with laws and regulations.
Therefore, the agencies covered by the Act have a clear opportunity
both to improve controls over their financial activities, and to
evaluate the controls that are in place.
The Inspector General Act (P.L. 95-452, as amended) provides for
independent reviews of agency programs and operations. Offices of
Inspectors General (OIGs) and other external audit organizations
frequently cite specific deficiencies in management controls and
recommend opportunities for improvements. Agency managers, who are
required by the Act to follow up on audit recommendations, should use
these reviews to identify and correct problems resulting from
inadequate, excessive, or poorly designed controls, and to build
appropriate controls into new programs.
Federal managers must carefully consider the appropriate balance of
controls in their programs and operations. Fulfilling requirements to
eliminate regulations (``Elimination of One-Half of Executive Branch
Internal Regulations,'' Executive Order 12861) and streamline staffing
(the Federal Workforce Restructuring Act of 1994, P.L. 103-226), should
reinforce to agency managers that too many controls can result in
inefficient and ineffective government, and therefore that they must
ensure an appropriate balance between too many controls and too few
controls. Managers should benefit from controls, not be encumbered by
them.
Agency Implementation. Appropriate management controls should be
integrated into each system established by agency management to direct
and guide its operations. A separate management control process need
not be instituted, particularly if its sole purpose is to satisfy the
FMFIA's reporting requirements.
Agencies need to plan for how the requirements of this Circular
will be implemented. Developing a written strategy for internal agency
use may help ensure that appropriate action is taken throughout the
year to meet the objectives of the FMFIA. The absence of such a
strategy may itself be a serious management control deficiency.
Identifying and implementing the specific procedures necessary to
ensure good management controls, and determining how to evaluate the
effectiveness of those controls, is left to the discretion of the
agency head. However, agencies are encouraged to streamline their
management control efforts in accordance with the recommendations of
the National Performance Review.
The President's Management Council, composed of the major agencies'
chief operating officers, has been established to foster governmentwide
management and cultural changes (``Implementing Management Reform in
the Executive Branch,'' October 1, 1993). Many agencies are
establishing their own senior management council, often chaired by the
agency's chief operating officer, to address management accountability
and related issues within the broader context of agency operations.
Relevant issues for such a council include ensuring the agency's
commitment to an appropriate system of management controls;
recommending to the agency head which control deficiencies are
sufficiently serious to report in the annual FMFIA report; and
providing input for the level and priority of resource needs to correct
these deficiencies. (See also Section III of this Circular.)
II. Establishing Management Controls
Definition of Management Controls. Management controls are the
organization, policies, and procedures used by agencies to reasonably
ensure that (i) programs achieve their intended results; (ii) resources
are used consistent with agency mission; (iii) programs and resources
are protected from waste, fraud, and mismanagement; (iv) laws and
regulations are followed; and (v) reliable information is obtained,
maintained, reported and used for decision making.
Management controls, in the broadest sense, include the plan of
organization, methods and procedures adopted by management to ensure
that its goals are met. Management controls include processes for
planning, organizing, directing, and controlling program operations. A
subset of management controls are the internal controls used to assure
that there is prevention or timely detection of unauthorized
acquisition, use, or disposition of the entity's assets that could have
a material effect on its financial statements.
Developing Management Controls. As Federal employees develop and
implement strategies for reengineering agency programs and operations,
they should design management structures that help ensure
accountability for results. As part of this process, agencies and
individual Federal managers must take systematic and proactive measures
to develop and implement appropriate, cost-effective management
controls. Such controls guarantee neither the success of agency
programs, nor the absence of waste, fraud, and mismanagement, but they
are a means of managing the risk associated with Federal programs and
operations. To help ensure that controls are appropriate and cost-
effective, agencies should consider the extent and cost of controls
relative to the importance and risk associated with a given program.
Standards. Agency managers should incorporate basic management
controls in the strategies, plans, guidance and procedures that govern
their programs and operations. Controls should be consistent with the
following standards, which are drawn in large part from the ``Standards
for Internal Control in the Federal Government,'' issued by the General
Accounting Office (GAO).
General management control standards are:
Compliance With Law. All program operations, obligations
and costs must comply with applicable law. Resources
[[Page 13487]] should be efficiently and effectively allocated for duly
authorized purposes.
Reasonable Assurance and Safeguards. Management controls
must provide reasonable assurance that assets are safeguarded against
waste, loss, unauthorized use, and misappropriation. Management
controls developed for agency programs should be logical, applicable,
reasonably complete, and effective and efficient in accomplishing
management objectives.
Integrity, Competence, and Attitude. Managers and
employees must have personal integrity and are obligated to support the
ethics programs in their agencies. The spirit of the Standards of
Ethical Conduct requires that they develop and implement effective
management controls and maintain a level of competence that allows them
to accomplish their assigned duties. Effective communication within and
between offices should be encouraged.
Specific management control standards are:
Delegation of Authority and Organization. Managers should
ensure that appropriate authority, responsibility and accountability
are delegated to accomplish the mission of the organization, and that
an appropriate organizational structure is established to effectively
carry out program responsibilities. To the extent possible, controls
and related decision-making authority should be in the hands of line
managers and staff.
Separation of Duties and Supervision. Key duties and
responsibilities in authorizing, processing, recording, and reviewing
official agency transactions should be separated among individuals.
Managers should exercise appropriate oversight to ensure individuals do
not exceed or abuse their assigned authorities.
Access to and Accountability for Resources. Access to
resources and records should be limited to authorized individuals, and
accountability for the custody and use of resources should be assigned
and maintained.
Recording and Documentation. Transactions should be
promptly recorded, properly classified and accounted for in order to
prepare timely accounts and reliable financial and other reports. The
documentation for transactions, management controls, and other
significant events must be clear and readily available for examination.
Resolution of Audit Findings and Other Deficiencies.
Managers should promptly evaluate and determine proper actions in
response to known deficiencies, reported audit and other findings, and
related recommendations. Managers should complete, within established
timeframes, all actions that correct or otherwise resolve the
appropriate matters brought to management's attention.
Other policy documents may describe additional specific standards
for particular functional or program activities. For example, OMB
Circular No. A-127, ``Financial Management Systems,'' describes
government-wide requirements for financial systems. The Federal
Acquisition Regulations define requirements for agency procurement
activities.
III. Assessing and Improving Management Controls
Agency managers should continuously monitor and improve the
effectiveness of management controls associated with their programs.
This continuous monitoring, and other periodic evaluations, should
provide the basis for the agency head's annual assessment of and report
on management controls, as required by the FMFIA. Agency management
should determine the appropriate level of documentation needed to
support this assessment.
Sources of Information. The agency head's assessment of management
controls can be performed using a variety of information sources.
Management has primary responsibility for monitoring and assessing
controls, and should use other sources as a supplement to--not a
replacement for--its own judgment. Sources of information include:
Management knowledge gained from the daily operation of
agency programs and systems.
Management reviews conducted (i) expressly for the purpose
of assessing management controls, or (ii) for other purposes with an
assessment of management controls as a by-product of the review.
IG and GAO reports, including audits, inspections,
reviews, investigations, outcome of hotline complaints, or other
products.
Program evaluations.
Audits of financial statements conducted pursuant to the
Chief Financial Officers Act, as amended, including: information
revealed in preparing the financial statements; the auditor's reports
on the financial statements, internal controls, and compliance with
laws and regulations; and any other materials prepared relating to the
statements.
Reviews of financial systems which consider whether the
requirements of OMB Circular No. A-127 are being met.
Reviews of systems and applications conducted pursuant to
the Computer Security Act of 1987 and OMB Circular No. A-130,
``Management of Federal Information Resources.''
Annual performance plans and reports pursuant to the
Government Performance and Results Act.
Reports and other information provided by the
Congressional committees of jurisdiction.
Other reviews or reports relating to agency operations,
e.g. for the Department of Health and Human Services, quality control
reviews of the Medicaid and Aid to Families with Dependent Children
programs.
Use of a source of information should take into consideration
whether the process included an evaluation of management controls.
Agency management should avoid duplicating reviews which assess
management controls, and should coordinate their efforts with other
evaluations to the extent practicable.
If a Federal manager determines that there is insufficient
information available upon which to base an assessment of management
controls, then appropriate reviews should be conducted which will
provide such a basis.
Identification of Deficiencies. Agency managers and employees
should identify deficiencies in management controls from the sources of
information described above. A deficiency should be reported if it is
or should be of interest to the next level of management. Agency
employees and managers generally report deficiencies to the next
supervisory level, which allows the chain of command structure to
determine the relative importance of each deficiency.
A deficiency that the agency head determines to be significant
enough to be reported outside the agency (i.e. included in the annual
FMFIA report to the President and the Congress) should be considered a
``material weakness.'' This designation requires a judgment by agency
managers as to the relative risk and significance of deficiencies.
Agencies may wish to use a different term to describe less significant
deficiencies, which are reported only internally in an agency. In
identifying and assessing the relative importance of deficiencies,
particular attention should be paid to the views of the agency's IG.
Agencies should carefully consider whether systemic problems exist
that adversely affect management controls across organizational or
program lines. The Chief Financial Officer, the Senior Procurement
Executive, the Senior IRM Official, and the managers of other
[[Page 13488]] functional offices should be involved in identifying and
ensuring correction of systemic deficiencies relating to their
respective functions.
Agency managers and staff should be encouraged to identify and
report deficiencies, as this reflects positively on the agency's
commitment to recognizing and addressing management problems. Failing
to report a known deficiency would reflect adversely on the agency.
Role of Senior Management Council. Many agencies have found that a
senior management council is a useful forum for assessing and
monitoring deficiencies in management controls. The membership of such
councils generally includes both line and staff management;
consideration should be given to involving the IG. Such councils
generally recommend to the agency head which deficiencies are deemed to
be material to the agency as a whole, and should therefore be included
in the annual FMFIA report to the President and the Congress. (Such a
council need not be exclusively devoted to management control issues.)
This process will help identify deficiencies that although minor
individually, may constitute a material weakness in the aggregate. Such
a council may also be useful in determining when sufficient action has
been taken to declare that a deficiency has been corrected.
IV. Correcting Management Control Deficiencies
Agency managers are responsible for taking timely and effective
action to correct deficiencies identified by the variety of sources
discussed in Section III. Correcting deficiencies is an integral part
of management accountability and must be considered a priority by the
agency.
The extent to which corrective actions are tracked by the agency
should be commensurate with the severity of the deficiency. Corrective
action plans should be developed for all material weaknesses, and
progress against plans should be periodically assessed and reported to
agency management. Management should track progress to ensure timely
and effective results. For deficiencies that are not included in the
FMFIA report, corrective action plans should be developed and tracked
internally at the appropriate level.
A determination that a deficiency has been corrected should be made
only when sufficient corrective actions have been taken and the desired
results achieved. This determination should be in writing, and along
with other appropriate documentation, should be available for review by
appropriate officials. (See also role of senior management council in
Section III.)
As managers consider IG and GAO audit reports in identifying and
correcting management control deficiencies, they must be mindful of the
statutory requirements for audit followup included in the IG Act, as
amended. Under this law, management has a responsibility to complete
action, in a timely manner, on audit recommendations on which agreement
with the IG has been reached. 5 U.S.C. Appendix 3. (Management must
make a decision regarding IG audit recommendations within a six month
period and implementation of management's decision should be completed
within one year to the extent practicable.) Agency managers and the IG
share responsibility for ensuring that IG Act requirements are met.
V. Reporting on Management Controls
Reporting Pursuant to Section 2. 31 U.S.C. 3512(d)(2) (commonly
referred to as Section 2 of the FMFIA) requires that annually by
December 31, the head of each executive agency submit to the President
and the Congress (i) a statement on whether there is reasonable
assurance that the agency's controls are achieving their intended
objectives; and (ii) a report on material weaknesses in the agency's
controls. OMB may provide guidance on the composition of the annual
report.
Statement of Assurance. The statement on reasonable
assurance represents the agency head's informed judgment as to the
overall adequacy and effectiveness of management controls within the
agency. The statement must take one of the following forms: statement
of assurance; qualified statement of assurance, considering the
exceptions explicitly noted; or statement of no assurance.
In deciding on the type of assurance to provide, the agency head
should consider information from the sources described in Section III
of this Circular, with input from senior program and administrative
officials and the IG. The agency head must describe the analytical
basis for the type of assurance being provided, and the extent to which
agency activities were assessed. The statement of assurance must be
signed by the agency head.
Report on Material Weaknesses. The FMFIA report should
include agency plans to correct the material weaknesses and progress
against those plans.
Reporting Pursuant to Section 4. 31 U.S.C. 3512 (d)(2)(B) (commonly
referred to as Section 4 of the FMFIA) requires an annual statement on
whether the agency's financial management systems conform with
government-wide requirements. These financial systems requirements are
presented in OMB Circular No. A-127, ``Financial Management Systems,''
section 7. If the agency does not conform with financial systems
requirements, the statement should discuss the agency's plans for
bringing its systems into compliance.
If the agency head judges a deficiency in financial management
systems and/or operations to be material when weighed against other
agency deficiencies, the issue should be included in the annual FMFIA
report in the same manner as other material weaknesses.
Distribution of FMFIA Report. The assurance statements and
information related to both Sections 2 and 4 should be provided in a
single FMFIA report. Copies of the report should be transmitted to the
President; the Director of OMB; the President of the Senate; the
Speaker of the House of Representatives; and the Chairpersons and
Ranking Members of the Senate Committee on Governmental Affairs, the
House Committee on Government Operations, and the relevant authorizing
and appropriations committees and subcommittees. In addition, 10 copies
of the report should be provided to OMB's Management Integrity Branch.
Government Corporations. Section 306 of the Chief Financial
Officers Act established a reporting requirement related to management
controls for corporations covered by the Government Corporation and
Control Act. 31 U.S.C. 9106. These corporations must submit an annual
management report to the Congress not later than 180 days after the end
of the corporation's fiscal year. This report must include, among other
items, a statement on control systems by the head of the management of
the corporation consistent with the requirements of the FMFIA.
The corporation is required to provide the President, the Director
of OMB, and the Comptroller General a copy of the management report
when it is submitted to Congress.
[FR Doc. 95-6024 Filed 3-10-95; 8:45 am]
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