Madam Speaker, I would ask the majority if they would provide us with that letter so we could review when it was written and be more educated. I thank you. Madam Speaker, Feliz Navidad, Merry…
Madam Speaker, I would ask the majority if they would provide us with that letter so we could review when it was written and be more educated.
I thank you.
Madam Speaker, Feliz Navidad, Merry Christmas, but today is Ground Hog Day. I know it is because we're getting the same bill we got last week. It looks the same. Matter of fact, it's so much the same that I recognized it from an earlier document, the President's budget. In his package on performance and management, the President had already determined to do pretty much what we're putting here.
Matter of fact, we're codifying in statute, plus throwing in $75 million of additional cost, what the President already was doing. We're not giving him anything that he doesn't already have authority for and is doing. Really what we're doing is simply allowing the President to say it's okay for me to spend $75 million more on what I already wanted to do; it's okay because I'm under this mandate of Congress. It's okay for this Congress to go sine die really talking about things they were accomplishing when this doesn't accomplish anything.
I will be voting against this because I don't want to spend $75 million doing what the President already put in his own document.
Madam Speaker, I would ask that this excerpt from the President's performance and management review to be placed in the Record.
7. DELIVERING HIGH-PERFORMANCE GOVERNMENT
For too long, Washington has not responsibly managed the
tax dollars entrusted it by the American people. Decision-
makers opened their doors and ears to those able to afford
lobbyists while it became harder and harder for everyone else
to learn what Government was doing, what it was
accomplishing, and for whom. Programs and practices were
allowed to persist out of inertia and not because they were
delivering the results expected of them, while others that
seemed to work were rarely assessed to confirm their impact
and find ways to enhance their value. Over the last two
decades, as the private sector was utilizing new management
techniques and information technologies to boost
productivity, cut costs, and deliver previously unheard of
levels of customer service, the public sector lagged
conspicuously behind.
The American people deserve better. They deserve a Federal
Government that respects their tax dollars, and uses them
effectively and efficiently. They deserve a Federal
Government that is transparent, fair, and responsive. And
they deserve a Government that is constantly looking to
streamline what works and to eliminate what does not. The
Administration is committed to revolutionizing how the
Federal Government runs on behalf of the American people. The
President appointed the Nation's first Chief Performance
Officer, and the Administration has taken steps to bring more
transparency to, for instance, how Federal information
technology (IT) dollars are spent to improve customer service
for those using citizenship services. At the same time, the
Administration has combed the Budget to find programs that
are duplicative, outdated, or just not working.
To improve the performance of the Federal Government in the
coming fiscal year and in years to come, the Administration
will pursue three mutually reinforcing performance management
strategies:
1. Use Performance Information to Lead, Learn, and Improve
Outcomes. Agency leaders set a few high-priority goals and
use constructive data-based reviews to keep their
organizations on track to deliver on these objectives.
2. Communicate Performance Coherently and Concisely for
Better Results and Transparency. The Federal Government will
candidly communicate to the public the priorities, problems,
and progress of Government programs, explaining the reasons
behind past trends, the impact of past actions, and future
plans. In addition, agencies will strengthen their capacity
to learn from experience and experiments.
3. Strengthen Problem-Solving Networks. The Federal
Government will tap into and encourage practitioner
communities, inside and outside Government, to work together
to improve outcomes and performance management practices.
Use Performance Information to Lead, Learn, and Improve Outcomes
Government operates more effectively when it focuses on
outcomes, when leaders set clear and measurable goals, and
when agencies use measurement to reinforce priorities,
motivate action, and illuminate a path to improvement. This
outcome-focused performance management approach has proved a
powerful way to achieve large performance gains in other
countries, several States, an increasing number of local
governments, and a growing number of Federal programs. For
instance, the State of Washington pushed down the re-
victimization rate of children harmed in their homes from
13.3 percent to 6.5 percent over the last seven years by
monitoring how changes in agency action affected children
previously harmed and by adjusting policies accordingly to
make improvements for the children.
New York City and, subsequently, the City of Los Angeles
saw crime rates plummet
after each adopted CompStat meetings. These are frequently
scheduled, goal-focused, data-driven meetings at which
precinct captains are expected to discuss statistics about
outcomes (e.g., crime), cost drivers (e.g., overtime),
unwanted side effects (e.g., police abuse complaints),
patterns of problems in the precinct, probable causes,
apparent effects of prior actions, and future actions
planned. Similarly, the U.S. Coast Guard's Marine and Marine
Environmental Protection programs work to reduce maritime
deaths and injuries, large oil spills, and chemical discharge
incidents by regularly analyzing their data to identify
contributory causes and by testing different prevention
options to identify and then implement those that work best.
Outcome-focused performance management can transform the
way government works, but its success is by no means assured.
The ultimate test of an effective performance management
system is whether it is used, not the number of goals and
measures produced. Federal performance management efforts
have not fared well on this test. The Government Performance
and Results Act of 1993 (GPRA) and the Performance Assessment
Rating Tool (PART) reviews increased the production of
measurements in many agencies, resulting in the availability
of better measures than previously existed; however, these
initial successes have not lead to increased use. With a few
exceptions, Congress does not use the performance goals and
measures agencies produce to conduct oversight, agencies do
not use them to evaluate effectiveness or drive
improvements, and they have not provided meaningful
information for the public.
Studies of past Federal performance management efforts have
identified several problematic practices. For example, senior
leaders at Federal agencies have historically focused far
more attention on new policy development than on managing to
improve outcomes. Mechanisms used to motivate change created
serious unwanted side effects or linked to the wrong
objectives. Central office reviews mandated measurements
inappropriate to the situation, and performance reports
seldom answered the questions of key audiences. Moreover, the
annual reporting requirement of GPRA and the five-year
program PART review cycle did not provide agencies the fast
feedback needed to assess if delivery efforts were on track
or to diagnose why they were or were not. Neither GPRA nor
PART precluded more frequent measurement to inform agency
action, but only a few agencies opted to supplement their
annual measurement cycle with the kinds of data and analysis
that fueled the private sector performance revolution.
The Administration is initiating several new performance
management actions and is tasking a new generation of
performance leaders to implement successful performance
management practices.
To encourage senior leaders to deliver results against the
most important priorities, the Administration launched the
High-Priority Performance Goal initiative in June 2009,
asking agency heads to identify and commit to a limited
number of priority goals, generally three to eight, with high
value to the public. The goals must have ambitious, but
realistic, targets to achieve within 18 to 24 months without
need for new resources or legislation, and well-defined,
outcomes-based measures of progress. These goals are included
in this Budget. Some notable examples are:
Assist 3 million homeowners who are at risk of losing their
homes due to foreclosure (Secretaries Donovan and Geithner);
Reduce the population of homeless veterans to 59,000 in
June, 2012 (Secretaries Donovan and Shinseki); and
Double renewable energy generating capacity (excluding
conventional hydropower) by 2012 (Secretary Chu).
In the coming year, the Administration will ask agency
leaders to carry out a similar priority-setting exercise with
top managers of their bureaus to set bureau-level goals and
align those goals, as appropriate, with agency-wide priority
goals. These efforts are not distinct from the goal-setting
and measurement expectations set forth in the GPRA, but
rather reflect an intention to translate GPRA from a
reporting exercise to a performance-improving practice across
the Federal Government. By making agencies' top leaders
responsible for specific goals that they themselves have
named as most important, the Administration is dramatically
improving accountability and the chances that Government will
deliver results on what matters most.
Agency leaders will put in place rigorous, constructive
quarterly feedback and review sessions to help agencies reach
their targets, building on lessons from successful public
sector performance management models in other governments and
in some Federal agencies. In addition, the Office of
Management and Budget (OMB) will initiate quarterly
performance updates to help senior Federal Government leaders
stay focused on driving to results.
OMB will support the agencies with tools and assistance to
help them succeed. In addition, OMB will help coordinate
inter-agency efforts in select situations where collaboration
is critical to success.
Communicate Performance Coherently and Concisely for Better Results and
Transparency
Transparent, coherent performance information contributes
to more effective, efficient, fair, and responsive
government. Transparency not only promotes public
understanding about the actions that government is working to
accomplish, but also supports learning across government
agencies, stimulates idea flow, enlists assistance, and
motivates performance gain. In addition, transparency can
strengthen public confidence in government, especially when
government does more than simply herald its successes but
also provides candid assessments of problems encountered,
their likely causes, and actions being taken to address
problems.
The Administration is initiating several new performance
communication actions. First, the Administration will
identify and eliminate performance measurements and documents
that are not useful. Second, what remains will be used. Goals
contained in plans and budgets will communicate concisely and
coherently what government is trying to accomplish. Agency,
cross-agency, and program measures, including those developed
under GPRA and PART that proved useful to agencies, the
public, and OMB, will candidly convey how well the Government
is accomplishing the goals. Combined performance plans and
reports will explain why goals were chosen, the size and
characteristics of problems Government is tackling, factors
affecting outcomes that Government hopes to influence,
lessons learned from experience, and future actions planned.
Going forward, agencies will take greater ownership in
communicating performance plans and results to key audiences
to inform their decisions. Making performance data useful to
all audiences--congressional, public, and agency leaders--
improves both program performance and reporting accuracy.
To that end, the Administration will redesign public access
to Federal performance information.
The Administration will create a Federal performance portal
that provides a clear, concise picture of Federal goals and
measures by theme, by agency, by program, and by program
type. It will be designed to increase transparency and
coherence for the public, motivate improvements, support
collaboration, and enhance the ability of the Federal
Government and its service delivery partners to learn from
others' experiences and from research experiments. The
performance portal will also provide easy links to
mission-support management dashboards, such as the IT
dashboard (http://it.usaspending.gov/) launched in the
summer of 2009, and similar dashboards planned for other
common Government functions including procurement,
improper payments, and hiring.
While performance information is critical to improving
Government effectiveness and efficiency, it can answer only
so many questions. More sophisticated evaluation methods are
required to answer fundamental questions about the social,
economic, or environmental impact of programs and practices,
isolating the effect of Government action from other possible
influencing factors. OMB recently launched an Evaluation
Initiative to promote rigorous impact evaluations, build
agency evaluation capacity, and improve transparency of
evaluation findings. These evaluations are a powerful
complement to agency performance improvement efforts and
often benefit from the availability of performance data. OMB
will make information about all Federal evaluations focused
on the impacts of programs and program practices available
online through the performance portal. The Evaluation
Initiative is explained in more detail in Chapter 8,
``Program Evaluation,'' in this volume.
Strengthen Problem-Solving Networks
The third strategy the Administration will pursue to
improve performance management involves the extensive use of
existing and new practitioner networks. Federal agencies do
not work in isolation to improve outcomes. Every Federal
agency and employee depends on and is supported by others--
other Federal offices, other levels of government, for-profit
and not-for-profit organizations, and individuals with
expertise or a passion about specific problems. New
information technologies are transforming our ability to tap
vast reservoirs of capacity beyond the office. At the same
time, low-technology networks such as professional
associations and communities of practice are also able to
solve problems, spur innovation, and diffuse knowledge. The
Administration will create cross-agency teams to tackle
shared problems and reach out to existing networks, both
inside and outside Government, to find and develop smarter
performance management methods and to assist others in their
application. It will tap their intelligence, ingenuity, and
commitment, as well as their dissemination and delivery
capacity.
The Performance Improvement Council (PIC), made up of
Performance Improvement Officers from every Federal agency,
will function as the hub of the performance management
network. OMB will work with the PIC to create and advance a
new set of Federal performance management principles, refine
a Government-wide performance management implementation plan,
and identify and tackle specific problems as they arise. The
PIC will also serve as a home for Federal communities of
practice, some new and some old. Some communities of practice
will be organized by problems, some by program type such as
regulatory programs, and some by methods such as quality
management. These communities will develop tools and provide
expert advice and assistance to their Federal colleagues. In
addition, the PIC will address the governance challenge of
advancing progress on high-priority problems that
require action by multiple agencies. The Administration will
also turn to existing external networks--including State and
local government associations, schools of public policy and
management, think tanks, and professional associations--to
enlist their assistance on specific problems and in spreading
effective performance management practices.
Mr. Cuellar did a good job last week in the first of these two appearances on the same bill. He said it was something he really wanted to pass. He said it was his bill. I don't think the fact that it is amended would make it less his bill, but it isn't his bill really. It's written by the administration, codified by the Senate, and sent over to us in the 11th hour when, in fact, it could, in the next Congress, actually go through a review process to see if we could actually mandate something more than what the President's doing, if we should mandate what the President is already doing, or, quite frankly, if we should tie the hands of the next President by simply codifying the elective actions of this President.
Now, there was a letter that came purportedly, and I am sure it did, from somebody in the Bush administration. And I will be interested to see when it was written because this President has systematically chosen to make changes in how the last President did performance. I am not going to say that President Bush was the best or that what President Obama is doing is different; but there are differences, and these differences are the elective right of the President to try to do these.
So with all due respect, Madam Speaker, I will still be voting ``no'' on this second Groundhog Day on this bill. I will still believe that if we had had a chance in the next Congress we could have done better and would have done better.
With that, I reserve the balance of my time.