Transcript Achieving Alignment Across Federal Agencies to Solve

Building a High Performance Government:
The Obama Administration’s Performance
Management Approach
Dustin Brown
International Consortium on Government Financial Management
Wednesday, April 4, 2012
Where are we Headed? Government That Works
“We shouldn’t just give our people a government that’s more
affordable. We should given them a government that’s more
competent and more efficient. We can’t win the future with a
government of the past.”
President Barack Obama
State of the Union Address, January 25, 2011
“The test of a performance management system is whether
it's actually used…. Federal managers and employees at all
levels must use performance goals and measures to set
priorities, monitor progress, and diagnose problems.”
Chief Performance Officer Jeff Zients
October 29, 2009
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Lessons Learned from Past Efforts
Government Performance and Results Act (1993 - present)
+__
• Stable performance planning
and reporting framework
• Performance
focus 56%
38%
--__
• Lack of leadership involvement
• No focus on prioritization or
management
• Focus on creating plans/reports
Program Assessment Rating Tool (2003 - 2008)
+__
__--__
• Program focused
• Challenging questions on program
effectiveness/mgmt
38% outcome measurement
56%
• Improved
• Not used by Congress to
40%
64%
allocate
funds
• Not used by agencies
• Reinforced stovepipes
Past government-wide efforts helped set goals and report results, but fell short
of establishing lasting, effective management practices and became compliance
activities with little senior or program engagement
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Public Sector Lags in Performance Management Practices
My Organization Has Challenging
Reviews Comparing Plans vs
Performance
60%
40%
20%
38%
56%
0%
Public Sector
Private Sector
My Sector Has a Robust Performance
Management System
60%
50%
40%
30%
20%
10%
0%
40%
Public Sector
64%
Private Sector
2007 GAO survey found that while managers reported the supply of performance
information has gone up over time, “the use of performance information in management
decision making has not changed in the last 10 years” and had declined in several areas.
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Public Views on Importance of Results Focus *
• By 62% to 36%, people said their priority is making government more
efficient and more effective, not reducing its size
• 44% of Americans rate government’s ability to meet its goals as not so good
or poor, but 61% say satisfied with own personal interactions with Federal
programs.
• Having agencies set clear goals that are measured by real-world results
(68%) was top-ranked specific proposal, followed by improving the budget
process.
*Center for American Progress/Hart Survey from July 2010
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Leading State/Local and Foreign Government Practices
Over the last decade, there have been several efforts to apply leadership and
data-driven performance management principles to government:
• Local governments began implementing data-driven reviews following
successful “COMPSTAT” effort led by NYC Police Commissioner Bill
Bratton that was credited with contributing to NYC crime reduction in late
1990s.
• Several other cities and now states have used techniques for targeted
Governor/Mayoral led measurement and systematic reviews through
“STAT” programs that covered all government operations.
• Governor O’Malley has implemented both a StateStat effort as well as a
Delivery Unit program for Maryland
• First and best know central government effort is UK’s Prime Minister’s
Delivery Unit, started by Tony Blair during his second term
• Australia and Canada have implemented similar programs with
approximately a 40-50 person central performance teams
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Example of Homeless Housed Resulting from DC CAPSTAT Efforts
CAPSTAT
meetings
7
Transition to Obama Administration
• Opportunity to adopt latest practices from State, local,
international examples into government-wide efforts
• But, need to tailor performance improvement framework
to characteristics of U.S. Federal government
• Need to move beyond government-wide performance
improvement efforts that led to compliance instead of
establishing useful, lasting management practices
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Past Legislation created a foundation
But …..
the true test of a management system is
Is it used?
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Senior agency leaders typically focus on
communications, budget, legislation —not results
To achieve the Administration’s goals, we need to focus
leaders on driving focus on results through to
completion
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How Will We Get There?
Performance Management Strategies that
Make Government Work Better
1. Leaders Set Clear Goals
2. Frequent Measurement and Analysis
3. Data-Driven Reviews Led by Senior Officials
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Agency Priority Goal Approach
Objectives
How?
Senior Leadership Engagement
Agency Heads define “Priority Goals” to get ownership
and ongoing engagement
Accountability
Near-term goals over 18-24 months aligned with tenure
of senior leaders; Goal Leaders clearly named
Focus on Implementation
Goals should be achievable within current legislation
and budget
Frequent Performance Reviews Measures/milestones with quarterly updates to identify
improvement actions
Prioritized Follow Up
Surveys of Goal Leaders and OMB on likelihood of goal
achievement
Transparency
Progress made available on central web site –
performance.gov
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Overview of Agency Priority Goal Process
Engage
Agency
Heads
3-8 set by agency
heads
Ambitious,
Meaningful
Identify
Goal
Leaders
Senior Goal
Leader
Action
Plans
Quarterly
Updates
Identify
problems
Quarterly
Targets
Agency Reviews
Quarterly
Milestones
Quarterly Data,
Strategy
Goal
Lieutenant
Measures
Measurable
Milestones
Within Current
Budget/Legislati
on
Contributing
Programs
Data-Driven
Performance
Reviews
OMB Reviews
based on:
OMB surveys,
Goal Leader
surveys on
likelihood of
success
Public
Updates
on Site
Quarterly
Progress
Updates on
Priority
Goals
reported
on web site
Management
Review
Processes
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Example Agency Priority Goals
• By September 30 2013, in partnership with the VA, reduce the number of
homeless Veterans to 35,000 by serving 35,500 additional homeless
veterans.
• By September 30, 2013, the U.S. Department of Agriculture (USDA) will
expand U.S. agricultural exports to at least $150 billion to assist rural
communities to build and maintain prosperity through increased
agricultural exports.
• Increase use of our online services. By the end of FY 2013, we will increase
our online filing rates from 36 percent at the end of FY 2011 to 48 percent.
• By December 31, 2013, reduce annual adults’ cigarette consumption in the
United States from 1,281 cigarettes per capita to 1,062 cigarettes per
capita, which represents a 17.1% decrease from the 2010 baseline.
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Communicate progress through data-driven reviews
• Data-driven discussion on progress with quarterly
survey of Goal Leaders and OMB on:
–
–
–
–
–
Likelihood of goal achievement?
Confidence in that assessment?
Which actions would most improve performance?
Promising practices identified?
Were targets/milestones for this quarter met?
• Use “Bill Bratton accountability principle” across the
Federal government:
– “No one got in trouble if the crime rate went up. They got
in trouble if they did not know why it had gone up and did
not have a plan to address it.”
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Initial Results
• Agency Leaders are engaged in communicating priorities
through measurable goals.
– Agency heads and deputy secretaries/COOs personally engaged in
setting their Priority Goals (instead of delegating performance issues)
• Agency Leaders are conducting frequent data-driven reviews of
progress (instead of just compliance with OMB)
– Agency COOs personally leading at least quarterly reviews
• Roles and responsibilities of performance leaders clarified
(instead of new reporting requirements)
– PIOs elevated and “Goal Leaders” defined to lead across organizations
• On-the-ground results and efficiencies realized (instead of
“inside the beltway” effort)
– Reduced violent crime, increased renewable energy, reduced improper
payments
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Safe Indian Communities Priority Goal
Number of Violent Crime Incidents in
Rocky Boy, Mescalero, Standing Rock, and Wind River
Indian Reservations
500
450
448
448
448
Number of Violent Crimes
400
400
Down 11%
350
290
300
250
200
150
100
50
0
2007
2008
Average number of reported incidents for
years‘07,’08,’09
2009
2010
Beginning of FY ’10 Priority Goal initiative,
October 2009
2011
Down
35%
Department of Interior Safe Indian Communities Priority Goal Initiative
In February 2009 Secretary of Interior set a goal to reduce violent crime by 5%.
As of September 30, 2011, violent crime Incidents decreased overall by 35% in four
Reservations.
Rocky Boy, Montana
Mescalero, New Mexico
200
60
150
40
100
20
50
0
2007
2008
2009
2010
2011
- 40%
- 68%
0
2007
2008
2009
2010
2011
Wind River, Wyoming
Standing Rock, North Dakota
200
200
150
100
- 27%
0
2007
2008
2009
2010
2011
3 year average FY ‘07.’08,’09
Priority Goal implementation begins
100
7%
50
0
2007
2008
2009
2010
2011
Department of the Interior
Renewable Energy Development Priority Goal Initiative
10000
9,000
9000
8000
7,567
7,727
7,772
7000
6,055
Megawatt
s
6000
5000
4,485
4000
3,945
4,017
3000
2000
1,374
1000
175
0
175
175
2005
175
175
2006
175
175
2007
175
2008
305
95
45
49.5
103.5
133.5
133.5
Dec '09 March June '10 Sept '10 Dec '10 March June '11 Sept '11
'10
'11
Target
Actual
Interior Secretary Kenneth Salazar led the Administration’s effort to develop new renewable solar,
wind, and geothermal energy resources on public lands managed by the Bureau of Land
Management.
BLM approved projects generating 6,055 megawatts of new energy, enough to power 2.4 million
homes. Though the 9,000 MW goal was not met, Interior’s progress toward this goal and its
accomplishments to date have been historic.
Treasury Department Goal
Decrease the Number of Paper Transactions with the Public
Actual Number of Paper Benefit Payments Issued
250
219
200
215
206
197
189
Millions
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Target - 126
116
100
50
0
2006
2007
2008
2009
2010
2011
Impact and Benefits
Expected savings over five years: eliminated 835 million paper based transactions, $ 500 million in costs,
12 million pounds of paper, decrease improper payments and errors from 500,000 to almost too small to
count
Senior-Led Performance Management Reviews
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Strengthen Problem-Solving Networks
• Performance Improvement Council fosters cross-agency problem solving
to drive performance and results
• Establish peer review networks to help improve quality of goal setting
and effectiveness of agency performance reviews
• In January, reached agreement on core competencies needed for goal
setting, evaluating programs, and analyzing and using performance
information to improve effectiveness and efficiency in order to:
•
•
Develop new job classifications for performance management professionals
Develop agency training programs
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Overview of GPRA Modernization Act
•
Elevates and Clarifies Performance Leaders by Defining their Roles & Responsibilities
– Role for President, Agency Head, COO, Performance Improvement Officer, PIC, and Goal Leaders
established in law, further clarified in August 2011 guidance from Lew/Zients
•
Engages Leaders in Performance Improvement by Setting a Limited Number of Priority Goals
– President sets longer-term Federal Cross-Agency Priority (CAP) Goals (outcome and management)
every 4 years with interim goals set in FY 2013 Budget, with annual and quarterly targets; next
priority goals set with FY 2015 Budget
– Agency Heads develop Strategic Plans every 4 years beginning February 2014, set Agency Priority
Goals (APGs) every 2 years beginning with FY 2013 Budget, and set goals for key aspects of agency
performance every year
•
Engages Leaders in Implementation through Frequent Data-Driven Management Reviews
– At Least Quarterly Review of CAP Goals by OMB Director/PIC beginning June 30, 2012
– At Least Quarterly Review of APGs by agency COOs beginning June 30, 2011
•
Improves Usefulness of Performance/Program Information through Reporting Modernization
– All program and performance information on central website by October 1, 2012 with quarterly
updates on Priority Goals starting November 15, 2012 and annual updates on all goals
– Establishes new annual report from OMB Director to Congress on GPRA goals not met beginning
in fall 2012
– Requires identification of low-priority program activities and proposals to reduce burdensome
Congressional reporting beginning with FY 2013 Budget
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Cross-Agency Priority Goals for release with the 2013 Budget:
1. Exports. Double U.S. exports by the end of 2014.
2. Entrepreneurship and Small Business. Increase federal services to entrepreneurs
and small businesses with an emphasis on (1) startups and growing firms and (2)
underserved markets.
3. Broadband. As part of expanding all broadband capabilities, ensure 4G broadband
coverage for 98% of Americans by 2016.
4. Energy Efficiency. Reduce Energy Intensity (energy demand/$ real GDP) 50% by
2035 (2005 as base year).
5. Improve Career Readiness of Veterans. By September 30, 2013, increase the
percent of eligible service members who will be served by career readiness and
preparedness programs from 50 percent to 90 percent in order to improve their
competitiveness in the job market.
6. Science, Technology, Engineering, and Math Education. Increase the number of
well-prepared graduates with STEM degrees by one-third over the next 10 years,
resulting in an additional 1 million graduates with degrees in STEM subjects.
7. Job Training. Ensure our country has one of the most skilled workforces in the world
by preparing 2 million workers with skills training by 2015 and improving the
coordination and delivery of job training services.
8. Increase federal information system cybersecurity. By 2014, achieve 95% utilization
of critical administration cybersecurity capabilities on federal information systems.
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Cross-Agency Priority Goals - Management
1. Sustainability. By 2020, the Federal Government will reduce its direct greenhouse
gas emissions by 28 percent and will reduce its indirect greenhouse gas emissions by
13 percent by 2020 (from 2008 baseline). (P.gov content to come).
2. Real Property. The Federal Government will manage real property effectively to
generate $3 billion in cost savings by the end of 2012.
3. Improper Payments. The Federal Government will reduce the government-wide
improper payment rate by at least two percentage points by FY 2014.
4. Data Center Consolidation. Improve IT service delivery, reduce waste and save 3B in
taxpayer dollars by closing at least 1200 data centers by FY15.
5. Closing Skills Gaps. By September 30, 2013, close the skills gaps by 50% for 3 to 5
critical Federal Government occupations or competencies, and close additional
agency-specific high risk occupation and competency gaps.
6. Acquisition. Reduce the costs of acquiring common products and services through
strategic sourcing by agency identification and strategic sourcing of at least two new
commodities or services annually in both FY13 and FY14 expected to yield at least a
10% savings reduction agency-wide over the prices paid in the previous year, with at
least one for information technology products or services.
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Thank You
Questions?
Contact Information
Dustin S. Brown
Deputy Assistant Director for Management
Executive Office of the President
Office of Management and Budget
[email protected]
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