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GAO-13-649R 1 (2013-06-28)

handle is hein.gao/gaobaahbx0001 and id is 1 raw text is: G A O U.S. GOVERNMENT ACCOUNTABILITY OFFICE 441 G St. N.W. Washington, DC 20548 June 28, 2013 The Honorable Lamar Smith Chairman Committee on Science, Space, and Technology House of Representatives The Honorable Paul Broun, M.D. Chairman Subcommittee on Investigations and Oversight Committee on Science, Space, and Technology House of Representatives NOAA: Overview of the Strategy, Execution, and Evaluation Budgeting Process The National Oceanic and Atmospheric Administration (NOAA) is the largest bureau within the Department of Commerce, with a mission encompassing a broad range of functions, including weather forecasting, climate monitoring, fisheries management, and supporting coastal restoration and marine commerce. To carry out this mission in fiscal year 2012, NOAA received appropriations of about $4.9 billion. In 2002, according to NOAA documents, NOAA implemented a planning, programming, budgeting, and execution system to achieve compliance with external demands for improved strategic management and performance-based budgeting, as set forth in the President's Management Agenda and the Government Performance and Results Act of 1993.1 According to NOAA officials, NOAA determined in 2010, on the basis of internal and external reviews, that this system was too complex and time-consuming and did not provide an efficient mechanism for effective agency decision making. In 2011, NOAA implemented a new process-called strategy, execution, and evaluation (SEE)-which was intended to be simpler, less administratively burdensome, and better aligned with NOAA's strategic plan than the preceding planning, programming, budgeting, and execution system. 1Government Performance and Results Act, Pub. L. No. 103-62 (1993), 107 Stat. 285, amended by GPRA Modernization Act of 2010, Pub. L. No. 111-352, 142 Stat. 3866 (2011). GAO-13-649R NOAA's Budgeting Process

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