Almost one year ago, the Administration committed to ambitious improvements in Government services and better outcomes for the American public. We established 15 new Cross-Agency Priority (CAP) Goals and every Federal Agency published a small number of Agency Priority Goals, totaling 91 across Federal the Government. Now, a year in, we are seeing notable progress and success as agencies work together and break down silos. Additionally, as a result of setting these goals and measuring progress against them, teams supporting the goals have identified new strategies to deal with roadblocks they have encountered. I wanted to share a few examples below, but you can find much more information by visiting Performance.gov where quarterly progress updates were published today.
In addition to our CAP goals, it is also encouraging to see many examples of strongly improving performance trends and a focus on continuous improvement in our Agency Priority Goals (even where specific stretch targets may not have been met). For example, the State Department and USAID have made progress on their Climate Change Agency Priority Goal, and making low-emissions, climate-resilient sustainable economic growth a priority. To do this, they are measuring how the US strengthens capacity in countries and among people to ultimately reduce national emissions trajectories. Where data is available, State/USAID have exceeded their intermediate targets on progress for this goal. For example, as of Q4, State/USAID report that 13 countries they support through the Low Emission Development Strategies (LEDS) Global Partnership have planned, proposed, strengthen, or adopted one or more strategies, plans, policies, processes, or activities to support LEDS development and implementation as a result of their participation. Moreover, through the LEDS Global Partnership 2,386 officials and practitioners have received relevant training or assistance.
Another example is GSA’s Strategic Sourcing Agency Priority Goal. The Strategic Sourcing Goal is both an agency goal of GSA, and a Cross-Agency Goal of government. The GSA effort saved $97 million, but still fell $13.4 million short of its $111 million savings goal. This challenge has propelled the GSA Goal Team to expand the reach of the effort and in turn, to develop a new policy approach that emphasizes category management expanding acquisition staff capabilities.
The Performance Improvement Council (PIC), who works closely on goal-setting and implementation for the goals discussed above, has just announced the launch of their own website - PIC.gov. PIC.gov provides an overview of the PIC staff, the council members, and all the work they do together to advance and expand the practice of performance management and improvement in the Federal Government.
Beth Cobert is the Deputy Director for Management at the Office of Management and Budget.