Improving Performance Plans

With strategic plans mandated by the Government Performance and Results Act of 1993 due in less than four months, the Congressional Institute on Monday offered a preview of ways in which lawmakers are likely to find fault with proposed plans and suggested ways for agencies to improve them.

Carl DeMaio, director of planning and training at the institute, noted that the act is a "culture change" for Washington. He warned that Congress has yet to give any agency a passing grade for its plan.

A successful plan, DeMaio said, focuses on results, rather than just the intentions of programs. It is imperative, he said, to create a mission statement that is "made meaningful by a detailed vision." Strategic plans, he added, need "definitive outcome-oriented goals, not just simply 'nice ideas.' "

DeMaio provided examples of successful goals and mission statements and others that he said need improvement.

The Federal Emergency Management Agency, DeMaio said, has a clear, well-articulated mission statement: "Reduce the loss of life and property and protect our institutions from all hazards by leading and supporting the nation in a comprehensive, risk-based emergency management program of mitigation, preparedness, response, and recovery." But the U.S. Forest Service's goals, he argued, were cloudy: "Achieve quality land management under sustainable multiple use management concepts to meet the diverse needs of the land and people."

The National Oceanic and Atmospheric Administration, said DeMaio, has clear, results-oriented goals: "Build sustainable fisheries, recover protected species, sustain healthy coastal ecosystems, [and] modernize navigation and positioning services." But the Health Care Financing Administration, he contended, has less focused, more inward-looking goals: "Build a high quality, customer-focused team, ensure programs and services respond to the health care needs of beneficiaries, promote improved health status of beneficiaries, be a leader in health care information resources management, promote fiscal integrity of HCFA programs, create excellence in the design and administration of our programs, [and] provide leadership in the continuing evolution of the health care system."

DeMaio said an effective strategic plan has several characteristics:

• It is consistent with statutory authority.
• The mission statement is made meaningful by a vision.
• Goals and objectives are definite and results-oriented.
• Strategies reflect the most efficient and effective road to achieving goals.
• The agency uses a clear set of goal-specific performance measures to track and report on its progress.
• The agency's data collection systems are reliable.
• The agency has coordinated its activities with other agencies.
• Individual programs and managers are held accountable.
• External factors that could affect performance have been identified.
• A wide range of stakeholders have given input into the plan.

While plans aren't officially due until Sept. 30, the consultations that the law requires agencies to have with Congress before submitting plans are underway. Annual performance plans, including proposed performance measures, are also due to the Office of Management and Budget this fall. The first overall federal performance plan is due in February 1998 with the President's fiscal 1999 budget.