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GGD-77-87 1 (1978-02-14)

handle is hein.gao/gaobaawsw0001 and id is 1 raw text is: DOCUERUT IRSUER 05129 - ( 804853981 The Federal Government Should Bat Doesant Know the Cost Of Adainisterinq Its AssLitance tograus. GGD-77-S7; 5-14628S. February 14 1978. 28 pp. * 7 appendices (20 pp). Report to the Congress, by Blae B. Staats. Coptr ller General. Issue Area: accounting and Financial Reporting: Government Operations and Useful Information p05); Intergovernmental Policies and Fiscal flelations: Consolidatin/3e9ogaisation of Federal Programs and Agencies -2011). Contact: General Government Div. Budget Function: Ganeral Government: Executive Direction and 5aInaqeent (802) ; iscellaneous: Fiaaacial management and Information Systems (1002). orqanization Concerned: Rzecative Office of the Pxesideate Office o sanagement and Budget. Cenqressional Relevance: Congress. Fedaral programs of assistance to State mad local qoernments hav grown in number during the past two decades, and costs havy increased fron ay estimated $6.7 billion in fisal year 1*9 to an estimated, 70 billion in 1977. Decasse of the growth and complexity of Federal assistance, legislative and executive officials have expressed a need for a better understanding of the program administration. Findinqs/Conclusions: The Federal Government lacks a systematic method of determining what it costs to a&inister its nmerovs domestic assistance programs. Attempts to analyse and compare the efficiency of the various administrative methods ased hive had United success, largely because of tho lack of systems for reporting infc.:ration on financial and staff resources se in administering individual programs. The prceantage of available funds spent for administration under 72 programs studied r~age4 fro% 0.3% to 28.55. Use of dollar and staff resources varied considerably for programs of simila sixe distribution aethod, administrative network, service provided. and even uit in the same program from State to State. These variances reflect differences in methods and efficiency ef program adainistratios and demonstrate the ueed for syst4,satic information collection and analysis. This information could be ased to identi.f programs in which the following administrative improvements could be made: consolidation of small, inefficient prograns; reduction of the number of levels involved in administering some prograss; elisination of inefficient practices; and applicatioa of proven practices to new and existing programs. Recommendations: The Director, Office of kUagement and fuget, in cooperation with Padera., State, and local agencies administering assistance proqrams. should take the leadership role iL an effort to implement a Goverament-mide approach r accumlating, analyzing@, and disseminating data on the financial and staff resources use in adaIstering redstal Assistance

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