A letter report issued by the General Accounting Office with an abstract that begins "The failure by the District of Columbia's Commission on Mental Health Services to provide community-based mental health services, as required by a 1974 court ruling, prompted a judge to appoint a receiver to carry out the court's order. Control of mental health services is scheduled to be returned to the Commission in April 2001. Although the transitional receiver is developing a plan to enhance the Commission's ability to comply with the court ruling, many challenges must be overcome. For example, the District must change its hospital-based system of care to one that considers the needs of the individual within a framework of a community-based provider responsible for all aspects of mental health and supportive services needs. Many interested mental health providers and patient care advocacy groups believe that a solid foundation is being laid for community-based mental health services. However, success will depend on the Commission's ability to improve management processes and coordinate with other agencies that provide care to the mentally ill."

A letter report issued by the General Accounting Office with an abstract that begins "The Veterans Health Administration, the Department of Transportation, and the Office of Student Financial Assistance have begun to use results- oriented performance agreements to align agency expectations with organizational goals. Each agency developed and implemented agreements that reflected their specific organizational priorities, structures, and cultures. GAO identified the following five common emerging benefits: (1) better alignment of results-oriented goals with daily operations, (2) collaboration across organizational boundaries, (3) opportunities to use performance information to improve federal programs, (4) results-oriented basis for individual accountability, and (5) continuity of program goals during leadership transitions. The three agencies' experiences show that effective implementation of performance agreements can encourage communication about progress towards agency goals. Their experiences also indicate that performance information should be provided to executives and managers in a timely fashion and in a useful format."