1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy...
Transcript of 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy...
![Page 1: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/1.jpg)
1
OECD Conference:
Sequencing and Pacing of
Performance Budgeting Reforms
Dustin BrownDeputy Assistant Director for
ManagementOffice of Management and Budget,
Executive Office of the President, US
James Inder
Director, Financial Support and Training Office, Bureau of
Resource Management, US State Department, United States.
![Page 2: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/2.jpg)
2
OverviewOverview
1. Program budget classifications– How are program objectives decided?
2. Presenting performance information in budget.
– Government-Wide Efforts – Agency-Specific Efforts– Program Assessment Rating Tool
3. Organizational Steps to Improve Performance Budgeting
4. Future Opportunities
![Page 3: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/3.jpg)
3
Program Objectives Defined By:Program Objectives Defined By:
• Legislative Branch - Congress– Authorization Statute (periodic)– Appropriations Committee (annual)
• Executive Branch – the Administration– Office of Management and Budget– Agencies
• Grantees and Program Partners
• Other Stakeholders, Public
![Page 4: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/4.jpg)
4
Programs, Organizations and Programs, Organizations and Budget StructuresBudget Structures
• Typically budgets are program centric
• Agencies, Congress and OMB are used to it.
• Creating budgets by Strategic Goal, Long-Term Objectives or Problems will require a cultural and policy shift
• Horizontal problems with solutions by vertical programs would need this shift
![Page 5: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/5.jpg)
5
Agency Performance Planning Agency Performance Planning and Reportingand Reporting
(Government Performance Results Act, 1993)
• Strategic Plans– General goals and objectives, including outcome- related goals and objectives,
for the major agency functions for a period of not less than five years – A description of how the goals and objectives are to be achieved
• Annual Performance Plans – Establish performance indicators to be used in measuring or assessing the
relevant outputs, service levels, and outcomes of each program activity – Should be consistent with the agency's strategic plan – Performance Budgets result from integration of budget information and agency
annual performance plans.
• Annual Performance Reports– Review the success of achieving the performance goals of the fiscal year – Evaluate the performance plan for the current fiscal year relative to the
performance achieved toward the performance goals in the fiscal year covered by the report .
![Page 6: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/6.jpg)
6
Performance Budget Structure
• Agency Strategic Goals (with budget trends)
• Strategic Outcome Goals
• Program Outcome Goals
• Program Output Goals
• Program Efficiency Measures
• Program Marginal Cost Estimates
![Page 7: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/7.jpg)
7
Budget and Performance Integration• Agencies’ budget justifications are required to
include full cost of achieving program performance• Performance’s costs are interpreted as budgetary
resources• Changing to real costs would require a cultural
change• Program’s costs can be tracked trough cost
accounting or activity base costing• Budgetary resources can be linked to
expenditures via financial statements
![Page 8: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/8.jpg)
8
Budget and Performance Integration
• Agencies have developed models for determining program’s marginal cost
• Current emphasis is in the use of marginal/unit cost as part of program’s target setting
• Through the use of marginal, unit and full cost, budget and performance become better integrated
• Program assessments are used to inform agency, OMB, and Congressional decisions on resource allocations.
• Programs’ performance is only one of the factors for making budget decisions
• Government-wide budget contains little performance information
![Page 9: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/9.jpg)
9
![Page 10: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/10.jpg)
10
![Page 11: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/11.jpg)
11
Program AssessmentsProgram Assessments
• Evaluate programs in a systematic, consistent, and transparent manner.
• Focus on program improvements that can include specific actions related to management, legislative or regulatory improvements, and funding.
• Over the past six years, agencies and OMB have completed 1,017 program assessments including 234 reassessments.
• In 2002, the government could not show what results were being achieved by their programs and spending.
• After six years of completing program assessments, the federal government now has 6,516 performance measures including 1,367 efficiency measures.
• This is the first time in history that we have assembled government performance measures in one database and reported them transparently on www.ExpectMore.gov.
![Page 12: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/12.jpg)
12
![Page 13: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/13.jpg)
13
Program AssessmentsProgram Assessments
50%
38%
29%
24%22%
19%17%
5%
5%
4%
4%3%
3%3%
15%
20%26%
28%28%
29%29%
24%
26%26% 29%
30% 31% 32%
6% 11% 15% 15% 17% 18% 19%
2002 (234) 2003 (407) 2004 (607) 2005 (793) 2006 (977) 2007 (1011) 2008 (1017)0
20%
40%
60%
80%
100%
Effective Moderately Effective Adequate
Ineffective Results Not Demonstrated
![Page 14: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/14.jpg)
14
How to Increase Usefulness of How to Increase Usefulness of Performance Plans and Reports?Performance Plans and Reports?
• The right information for the right audience
• Three tiers of performance information:– Strategic Plans, Annual Performance
Plans/Report (300-400 pages)– Citizen’s Report (25 pages)– Snapshot (2 pages)
![Page 15: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/15.jpg)
15
Dept. of Energy Citizen’s Report Summary
![Page 16: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/16.jpg)
16
Dept. of State Citizen’s Report Summary
![Page 17: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/17.jpg)
17
Mock-Up of Two-Page SnapshotMock-Up of Two-Page Snapshot
![Page 18: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/18.jpg)
18
Mock-Up of Two-Page SnapshotMock-Up of Two-Page Snapshot
![Page 19: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/19.jpg)
19
Presidential Executive Order 13450Improving Government Program Performance
November 13, 2007
• The EO makes it the official policy of the Federal Government to spend taxpayer dollars more effectively and efficiently each year.
• Established Performance Improvement Officers (PIOs) in each agency
• Established Performance Improvement Council (PIC)
![Page 20: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/20.jpg)
20
Performance Improvement Officers
• Continually Improve Program Goals
• Help Develop Program Improvement Plans
• Regularly Assess Program Performance
• Help Hold Managers Accountable for Results
• Effectively Communicate Agency Plans and Reports
• Increase Transparency
![Page 21: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/21.jpg)
21
Five Opportunities1. Active performance management
– Linking outcomes with operations (i.e. outcomes with outputs and strategies)
– Linking cost (not just budget) to performance, including marginal cost analysis.
2. Linking organization and individual performance
3. Focus on rigorous program impact evaluations
4. Developing crosscutting analysis
– See Community Development Ex. In Background
5. Greater transparency and accountability
![Page 22: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/22.jpg)
22
Background
![Page 23: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/23.jpg)
23
Illustrate Performance Budgeting:Illustrate Performance Budgeting:President’s Emergency Plan for AIDS Relief President’s Emergency Plan for AIDS Relief
(PEPFAR)(PEPFAR)
![Page 24: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/24.jpg)
24
Congress – Authorizing StatuteCongress – Authorizing Statute
![Page 25: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/25.jpg)
25
Congress - Appropriations CommitteeCongress - Appropriations Committee
![Page 26: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/26.jpg)
26
Department of State Budget FY 09Department of State Budget FY 09
![Page 27: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/27.jpg)
27
Agency Congressional JustificationAgency Congressional Justification
![Page 28: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/28.jpg)
28
Snapshot of Sample Grantee ReportSnapshot of Sample Grantee Report
![Page 29: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/29.jpg)
29
Performance and Accountability ReportPerformance and Accountability Report
![Page 30: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/30.jpg)
30
Inside the Citizen’s ReportInside the Citizen’s Report
![Page 31: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/31.jpg)
31
PART SummaryPART Summary
![Page 32: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/32.jpg)
32
PART Assessment DetailsPART Assessment Details
![Page 33: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/33.jpg)
33
Program Improvement ActionsProgram Improvement Actions
![Page 34: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/34.jpg)
34
Program Performance MeasuresProgram Performance Measures
![Page 35: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/35.jpg)
35
Program Performance MeasuresProgram Performance Measures
![Page 36: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/36.jpg)
36
Program Performance MeasuresProgram Performance Measures
![Page 37: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/37.jpg)
37
Program Performance MeasuresProgram Performance Measures
![Page 38: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/38.jpg)
38
USAspending.govUSAspending.gov
![Page 39: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/39.jpg)
39
Other StakeholdersOther Stakeholders• ONE Campaign tracks U.S. commitments
on global AIDS.
![Page 40: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/40.jpg)
40
Alternative StructureAlternative Structure
Arrange by Problems/Outcomes, not Agencies/Programs
Example from Community and Economic Development
![Page 41: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/41.jpg)
41
1. Define the Problem
1) High Poverty Rural areas 64 non-metropolitan counties have registered
poverty rates higher than 30 percent for each Census from 1960 to 2000.
2) High Poverty Urban Areas (vs. Metro Avg.) 2,886 high poverty neighborhoods in US cities with
8.4 million people living in them:• Homeownership rates are 33 percent lower.• Male employment rates are 19 percent lower.• Share without a high school degree is 24 percent higher.• Share of families headed by single females is 25 percent
higher.
![Page 42: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/42.jpg)
42
2. Identify Federal Programs Addressing Problem
• USDA– Community Facilities Direct Loan ($300M
loans)– Community Facilities Guaranteed Loan
($210M loan)– Community Facilities Grants ($17M)– Rural Business Enterprise Grants ($40M)– Intermediary Relending Program ($16M)– Rural EZs/ECs ($13M)
• Commerce– Econ Devt Admin ($320M)
• EPA– Brownfield Assessment/Cleanup ($121)
• HHS– CSBG ($495M)
• HUD– CDBG ($4,330M)– EZs ($15M)– CD Loans ($7M)– Brownfields ($7M)– Rural Housing and ED ($25M)– National CD Initiative ($30M)– Indian CD Block Grant ($72M)– HOME Investment ($2,084M)– Native American Housing BG ($647M)– Self-Help Homeownership ($65M)– FHA Asset Control Program
• Interior– Land and Water Conservation Fund ($94M)
• Regional Economic Development Agencies– Appalachian Regional Commission ($66M)– Denali Commission ($6M)– Delta Regional Authority ($2M)
• Small Business Administration– 504 Loans ($4,500M in loans)– New Market Venture Capital ($3M in loans)
• Treasury– CDFI ($43M)– Bank Enterprise Award ($5M)
• Neighborhood Reinvestment Corp ($115M)
• Tax Incentives (5-year revenue loss)– New Markets Tax Credit ($3,500 M)– EZ/Renewal Communities ($6,800 M)– Brownfield Tax Expensing ($1,000 M)– Work Opportunity Tax Credit ($270M)– Welfare to Work Tax Credit ($90M)
TOTAL: 12 agencies; 35 programs $16 billion (approps+loans+tax)
Note: funding data is from 2005.
![Page 43: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/43.jpg)
43
2.a. List of Federal “Designations” Addressing Problem
• Renewal Community• Empowerment Zones• Enterprise Community• HUD Neighborhood Revitalization Strategy Area• EDA Distressed Area• Appalachian Regional Commission• Delta Regional Authority• Denali Commission Areas (Alaska)• CDFI Investment Area• New Market Tax Credit Low-Income Community• BEA Distressed Community• Brownfield Tax Incentive Zone• SBA HUBZones• FHA Revitalization Areas• Rural Community Facility Areas• HUD Underserved Areas
![Page 44: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/44.jpg)
44
Tools/Categories
Housing & Infrastructure Economic Development Technical Assistance/Capacity Building
Individual/ Family Assistance
Grants Community Development Block Grant (CDBG) Economic Development Administration (EDA)Community Services Block Grant (CSBG)HUD Rural Housing and Economic Development (RHED)HUD Empowerment Zones (EZ) GrantsUSDA Enterprise Community/EZ GrantsHHS Rural Community FacilitiesHOME Investment PartnershipsNeighborhood Reinvestment Corp. (NRC)EPA Brownfield CleanupHUD Self-Help Homeownership HUD Native American Housing Block GrantsHUD Indian CDBGRegional Commissions
EDACDBGCSBGHUD EZ grantsRural Business Enterprise GrantsRural EZ/ECHUD BrownfieldsHHS Community and Economic Development (CED)HUD RHEDUSDA Economic Impact GrantsRegional CommissionsSBA HUB Zone (procurement preference)HUD Indian CDBG
HUD NCDICDBGCDFIHUD RHEDRural Business Opportunity GrantsUSDA Economic Impact GrantsBank Enterprise Award (BEA)CDFI Native InitiativesCDBG set-asidesNRC Regional Commissions
CSBGCDBG HHS CEDHUD EZ GrantsCDFICDFI NativeBEA
Loans USDA Community Facilities (inc. grants)USDA Intermediary Re-lendingHUD Section 108 loans
SBA 504 loansHUD Section 108 loans
Tax Incentives
New Markets Tax Credit (NMTC)Brownfields RemediationSingle-Family Homeownership (proposed in 2006)
NMTCEZ/EC/RC (wage credits and other incentives)Opportunity Zones (proposed in 2006)
3. What is the purpose of the programs?
![Page 45: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/45.jpg)
45
Program Purpose &
DesignStrategic Planning
Prog. Mgmt Results Total
All Federal Programs 85% 70% 79% 47% 63%
Community & Economic Development
Programs 69% 63% 82% 30% 52%
4. Where are the program strengths and weaknesses?
![Page 46: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/46.jpg)
46
GOAL
Performance System/Program
High Level Tracking Indicators
Program Outcome Measures Program Outputs
Examples of Community Development Metrics
Improve quality of life in a distressed area to make the target community self-sustaining
CDBG None None (recently developed)
Number of households assisted with housing assistanceNumber of jobs created or retained
EDA none Private sector dollars leveragedNumber of jobs created or retained in distressed communities.
Percentage of investments to areas of highest distress
USDA Community Facility
none none Millions of rural residents served by community facilities financed by RHSNumber of public safety, educational, and health care facilities financed
SBA 504 Certified Devt. Loan Program
none none Estimated number of jobs created or retainedNumber of 504 loans guaranteed
5. How do these programs measure success?
![Page 47: 1 OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms Dustin Brown Deputy Assistant Director for Management Office of Management and.](https://reader034.fdocuments.net/reader034/viewer/2022051613/5514aee2550346d36e8b6074/html5/thumbnails/47.jpg)
47
Sample Agency Performance Management Best Practices
• Select limited number (20-30) of senior management measures for use in quarterly meetings (See Interior & EPA).
• Include field offices in some quarterly meetings (See HUD, EPA, SBA).
• PIOs ensure PMA Initiative Leads and other leaders (CHCOs, CAOs, CFOs, E-Gov,) meet regularly to focus on program improvement and ensure common standards across Department (See HUD, Labor, EPA).
• Align PART and APP goals (See DOE).
• Has a continuing effort to benchmark itself against other government and non-government entities on performance management processes (See NASA, SSA, DOE).
• Establish centralized evaluation unit (if one does not exist) and evaluation agenda (See State, USAID).
• Program goals are basis for senior manager appraisal goals (See EPA and OPM).
• Post regular updates of quarterly meetings including performance and improvement actions online and has links to performance results on its homepage (See OPM, EPA, DOE).