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OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms. Dustin Brown Deputy Assistant Director for Management Office of Management and Budget, Executive Office of the President, US. James Inder

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OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms

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Oecd conference sequencing and pacing of performance budgeting reforms

OECD Conference: Sequencing and Pacing of Performance Budgeting Reforms

Dustin Brown

Deputy Assistant Director for Management

Office 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.



  • Program budget classifications

    • How are program objectives decided?

  • Presenting performance information in budget.

    • Government-Wide Efforts

    • Agency-Specific Efforts

    • Program Assessment Rating Tool

  • Organizational Steps to Improve Performance Budgeting

  • Future Opportunities

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

Programs organizations and budget structures

Programs, Organizations and Budget 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

Agency performance planning and reporting government performance results act 1993

Agency Performance Planning and 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.

Performance budget structure

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

Budget and performance integration

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

Budget and performance integration1

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

Program assessments

Program 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 onwww.ExpectMore.gov.

Program assessments1

Program Assessments

How to increase usefulness of performance plans and reports

How to Increase Usefulness of 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)

Dept of energy citizen s report summary

Dept. of Energy Citizen’s Report Summary

Dept of state citizen s report summary

Dept. of State Citizen’s Report Summary

Mock up of two page snapshot

Mock-Up of Two-Page Snapshot

Mock up of two page snapshot1

Mock-Up of Two-Page Snapshot

Presidential executive order 13450 improving government program performance november 13 2007

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)

Performance improvement officers

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

Five opportunities

Five Opportunities

  • 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.

  • Linking organization and individual performance

  • Focus on rigorous program impact evaluations

  • Developing crosscutting analysis

    • See Community Development Ex. In Background

  • Greater transparency and accountability



Illustrate performance budgeting president s emergency plan for aids relief pepfar

Illustrate Performance Budgeting:President’s Emergency Plan for AIDS Relief (PEPFAR)

Congress authorizing statute

Congress – Authorizing Statute

Congress appropriations committee

Congress - Appropriations Committee

Department of state budget fy 09

Department of State Budget FY 09

Agency congressional justification

Agency Congressional Justification

Snapshot of sample grantee report

Snapshot of Sample Grantee Report

Performance and accountability report

Performance and Accountability Report

Inside the citizen s report

Inside the Citizen’s Report

Part summary

PART Summary

Part assessment details

PART Assessment Details

Program improvement actions

Program Improvement Actions

Program performance measures

Program Performance Measures

Program performance measures1

Program Performance Measures

Program performance measures2

Program Performance Measures

Program performance measures3

Program Performance Measures

Usaspending gov


Other stakeholders

Other Stakeholders

  • ONE Campaign tracks U.S. commitments on global AIDS.

Alternative structure

Alternative Structure

Arrange by Problems/Outcomes, not Agencies/Programs

Example from Community and Economic Development

1 define the problem

1. Define the Problem

  • High Poverty Rural areas

    • 64 non-metropolitan counties have registered poverty rates higher than 30 percent for each Census from 1960 to 2000.

  • 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.

2 identify federal programs addressing problem


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)


Econ Devt Admin ($320M)


Brownfield Assessment/Cleanup ($121)


CSBG ($495M)


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


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)


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.

2. Identify Federal Programs Addressing Problem

2 a list of federal designations addressing problem

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

Oecd conference sequencing and pacing of performance budgeting reforms

3. What is the purpose of the programs?

Oecd conference sequencing and pacing of performance budgeting reforms

4. Where are the program strengths and weaknesses?

Oecd conference sequencing and pacing of performance budgeting reforms

5. How do these programs measure success?

Sample agency performance management best practices

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).

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