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<classification authority="sudocs">GA 1.13:RCED/AIMD-00-2</classification>
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 <subject>Performance measures</subject>
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 <subject>Forest management</subject>
 <subject>Strategic planning</subject>
 <subject>Federal agency accounting systems</subject>
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 <title>Forest Service: A Framework for Improving Accountability</title>
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<abstract>Pursuant to a congressional request, GAO provided information on the
Forest Service&apos;s progress in improving its accounting and financial
reporting, focusing on: (1) Forest Service&apos;s efforts to achieve
financial accountability; (2) become more accountable for its
performance; and (3) better align its budget with its strategic goals
and objectives.&lt;p/&gt;GAO noted that: (1) since the first audit of the Forest Service&apos;s
financial statements, the Department of Agriculture&apos;s Inspector General
has found serious accounting and financial reporting weaknesses; (2) the
Forest Service has had significant problems implementing its new
accounting system, which the agency has stated is key to correcting its
financial management deficiencies and to attaining accountability over
billions of dollars in taxpayer funds and investments; (3) the
independence afforded the agency&apos;s autonomous field structure has
hampered efforts to correct accounting and financial reporting
weaknesses; (4) the Forest Service has completed several actions and
begun others that represent important steps toward achieving financial
accountability; (5) nevertheless, major barriers remain, and the Forest
Service may take several years to achieve financial accountability; (6)
the Forest Service has begun to implement a results-based performance
accountability system; (7) however, the agency has not been able to
develop: (a) quantifiable objectives and long-term and annual measures
of its progress in achieving its general goals; or (b) strategies to
achieve its goals and objectives; (8) as a result: (a) the national
forests cannot blend agencywide objectives and strategies with local
priorities in revising their plans; (b) funds are being allocated to
regions and forests on the basis of old criteria that often are not
linked to the agency&apos;s new goals and objectives; and (c) line managers
cannot be held accountable for achieving the goals and objectives; (9)
the Forest Service&apos;s budget structure is directly linked to the agency&apos;s
resource-specific programs, which, in turn, are intended to fund
program-specific projects and activities in the field; (10) however, the
link between the agency&apos;s budget structure and land management
activities has weakened as the field offices have addressed issues or
problems that are not aligned with the agency&apos;s resource-specific
programs; (11) there is often no clear link between the budget structure
and the way work activities are structured in the field; (12) GAO
believes that the Forest Service&apos;s budget structure should be revised to
better link it to the agency&apos;s strategic goals and objectives; and (13)
GAO also believes that any future revisions should coincide with actions
required to correct known accounting and financial reporting
deficiencies as well as problems with performance-related data,
measurement, and reporting.</abstract>
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<identifier type="preferred citation">GAO/RCED/AIMD-00-2</identifier>
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<note>Chapter Report</note>
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 <searchTitle>GAO/RCED/AIMD-00-2; Forest Service: A Framework for Improving Accountability;
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<subject>
 <topic>Financial management</topic>
 <topic>Internal controls</topic>
 <topic>Performance measures</topic>
 <topic>Accountability</topic>
 <topic>Forest management</topic>
 <topic>Strategic planning</topic>
 <topic>Federal agency accounting systems</topic>
 <topic>Reporting requirements</topic>
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 <titleInfo>
  <title>United States Public Law 277 (105th Congress)</title>
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 <identifier type="public law citation">Public Law 105-277</identifier>
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