Management

Budget and Performance Integration

May 30, 2003

Completion of PART ratings for all federal programs (measured by number of programs or dollars) Performance measures are more focused and useful to policy makers. All measures meet the high standards of the PART. Senior agency managers regularly use performance measure information to inform management decisions The full cost of achieving performance goals is accurately (+/- 10%) reported in the budget and performance documents and the marginal cost of changing performance goals can be accurately estimated (+/- 10%) Budget submissions to OMB and justifications to Congress explain how PART ratings informed budget decisions for each program assessed Agencies use PART evaluations to direct program improvements and PART ratings are used consistently to justify funding requests, management action and legislative proposals

Goals for July 1, 2004
Owner: Marcus Peacock

Overall:	5%			70%			Note: : Bullets indicate % of agencies (and/or attainments) that Initiative Owner believes will have achieved the bolded goal by July 2004

60% of all federal programs will have been "PARTed"

70% of federal agencies will have reduced their number of GPRA measures (goals, objectives, indicators, etc.) by 25% or more, as compared to FY 2000
20% of programs will have at least one efficiency measure

In 25% of agencies, senior managers will meet at least quarterly to examine reports that integrate financial and performance information and use it to make decisions
In 15% of agencies, performance appraisal plans for 60% of agency positions will link to agency mission, goals and outcomes, effectively differentiate between various levels of performance, and provide consequences based on performance

75% of all agencies

30% of justifications for program resources for each agency will have referenced the PART

In 50% of agencies, 20% of programs that were rated Ineffective, Adequate, and Moderately Effective in the previous year will have moved up to the next rating level
In 50% of agencies, less than 30% of the programs assessed will have received a Results Not Demonstrated rating

STRETCH GOALS:

If we can secure enactment of legislation requiring program ratings, use of the PART would be institutionalized.
If we can identify at least 5 examples of where legislation/appropriations were changed primarily due to PART information, we will be able to demonstrate that the PART-generated information was useful to policy-makers.
If an independent organization plays a routine role in the PART process, it will help institutionalize and improve credibility of the process.
If the President institutionalizes the PART through an Executive Order, it will cement performance management throughout the federal government.

Key Milestones - What the Initiative Owner will do:

Completion of PART ratings for all federal programs (measured by number of programs or dollars)
Q3/2003	Conduct training for agencies and OMB on successful completion of PART including how to select performance measures
Q4/2003	Complete all scheduled PARTs, including appeals
Q3/2004	Complete substantially all PARTs for FY 2006 Budget
Performance measures are more focused and useful to policy makers. All measures meet the high standards of the PART.
Q3/2003	Work with agencies to redraft more concise draft strategic plans and annual plans. Identify best/worst measures to determine which should be retained/deleted. With agencies, monitor reductions through each quarter
Senior agency managers regularly use performance measure information to inform management decisions
Q4/2003	Share information on different models of how agencies regularly use performance information to inform management decisions
The full cost of achieving performance goals is accurately (+/- 10%) reported in the budget and performance documents and the marginal cost of changing performance goals can be accurately estimated (+/- 10%)
Q3/2003	Work with agencies to link budget and performance information (a "performance budget") for their budget submissions to OMB and Congress for FY 2005
Budget submissions to OMB and justifications to Congress explain how PART ratings informed budget decisions for each program assessed
Q3/2003	Provide agencies with examples of how PARTs can be cited in testimony and work with agencies to ensure that at least 20% of their testimony and correspondence with Congress on FY 2004 Budget cites the PART
Q4/2003	OMB issues Circular A-11 guidance regarding use of the PART in justifying budget submissions
Q1/2004	Make PART ratings prominent in OMB Director's Review
Agencies use PART evaluations to direct program improvements and PART ratings are used consistently to justify funding requests, management action and legislative proposals
Q3/2003	Modify PART database to include corrective actions, etc. to facilitate tracking of program improvements. Help agencies implement PART recommendations by ensuring that each agencies has a list that they track and by sharing best practices
Q1/2004	Issue guidance and share models so that each agency can show which recommendations were implemented and how that improved performance
Q3/2004	Assemble a list with at least four examples per agency of tangible performance improvements made in programs stemming from PART process

What it means to be green

Senior agency managers meet at least quarterly to examine reports that integrate financial and performance information that covers all major responsibilities of the Department. This information is used to make decisions regarding the management of agency programs.
Strategic plans contain a limited number of outcome-oriented goals and objectives. Annual budget and performance documents incorporate all measures identified in the PART and focus on the information used in the senior management report described in the first criterion.
Performance appraisal plans for 60% of agency positions link to agency mission, goals and outcomes, effectively differentiate between various levels of performance, and provide consequences based on performance.
The full cost of achieving performance goals is accurately (+/- 10%) reported in budget and performance documents and the marginal cost of changing performance goals can be accurately estimated (+/- 10%).
All agency programs have at least one efficiency measure.
The agency uses PART evaluations to direct program improvements and PART ratings are used consistently to justify funding requests, management actions, and legislative proposals. Less than 10% of agency programs receive a Results Not Demonstrated rating for more than two years in a row.

What it means to be yellow

Senior agency managers meet at least quarterly to examine reports that integrate financial and performance information that covers some of the major responsibilities of the Department. The report is used to make decisions regarding the management of Agency programs.
Strategic plans contain a limited number of outcome-oriented goals and objectives. Annual budget and performance documents incorporate all measures identified in the PART process.
Performance appraisal plans for SES and managers link to agency mission, goals and outcomes, effectively differentiate between various levels of performance, and provide consequences based on performance.
The full cost of achieving performance goals is accurately (+/- 10%) reported in budget and performance documents.
At least 50% of agency programs rated by the PART have at least one efficiency measure.
PART ratings are used to justify funding requests, management actions, and legislative proposals. No more than 50% of agency programs receive a Results Not Demonstrated rating for more than two years in a row.

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