Performance Budgeting: OMB's Performance Rating Tool Presents	 
Opportunities and Challenges For Evaluating Program Performance  
(11-MAR-04, GAO-04-550T).					 
                                                                 
The Office of Management and Budget's (OMB) Performance 	 
Assessment Rating Tool (PART) is meant to provide a consistent	 
approach to evaluating federal programs during budget		 
formulation. The subcommittee asked GAO to discuss its overall	 
findings and recommendations concerning PART, based on a recent  
report, Performance Budgeting: Observations on the Use of OMB's  
Program Assessment Rating Tool for the Fiscal Year 2004 Budget	 
(GAO-04-174).							 
-------------------------Indexing Terms------------------------- 
REPORTNUM:   GAO-04-550T					        
    ACCNO:   A09482						        
  TITLE:     Performance Budgeting: OMB's Performance Rating Tool     
Presents Opportunities and Challenges For Evaluating Program	 
Performance							 
     DATE:   03/11/2004 
  SUBJECT:   Performance measures				 
	     Program evaluation 				 
	     Planning programming budgeting			 
	     Evaluation methods 				 
	     OMB Program Assessment Rating Tool 		 

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GAO-04-550T

United States General Accounting Office

GAO Testimony

Before the Subcommittee on Environment, Technology, and Standards,
Committee on Science, House of Representatives

For Release on Delivery

Expected at 10:00 a.m. EST PERFORMANCE

Thursday, March 11, 2004

BUDGETING

    OMB's Performance Rating Tool Presents Opportunities and Challenges For
                         Evaluating Program Performance

Statement of Paul L. Posner
Managing Director, Federal Budget Issues
Strategic Issues

GAO-04-550T

Highlights of GAO-04-550T, a testimony before the Subcommittee on
Environment, Technology, and Standards, Committee on Science, House of
Representatives

The Office of Management and Budget's (OMB) Performance Assessment Rating
Tool (PART) is meant to provide a consistent approach to evaluating
federal programs during budget formulation. The subcommittee asked GAO to
discuss its overall findings and recommendations concerning PART, based on
a recent report, Performance Budgeting: Observations on the Use of OMB's
Program Assessment Rating Tool for the Fiscal Year 2004 Budget
(GAO-04-174).

In the recent report on PART, GAO recommended that the Director of OMB (1)
address the capacity demands of PART, (2) strengthen PART guidance, (3)
address evaluation information scope and availability issues, (4) focus
program selection on critical operations and crosscutting comparisons, (5)
expand the dialogue with Congress, and (6) articulate and implement a
complementary relationship between PART and GPRA.

OMB generally agreed with GAO's findings, conclusions, and recommendations
and said it is already taking actions to address many of the
recommendations.

GAO also suggested that Congress consider the need for a structured
approach to articulating its perspective and oversight agenda on
performance goals and priorities for key programs.

www.gao.gov/cgi-bin/getrpt?GAO-04-550T.

To view the full product, including the scope and methodology, click on
the link above. For more information, contact Paul L. Posner at (202)
512-9573 or [email protected].

March 11, 2004

PERFORMANCE BUDGETING

OMB's Program Assessment Rating Tool Presents Opportunities and Challenges for
Evaluating Program Performance

PART helped structure OMB's use of performance information for internal
program and budget analysis and stimulated agency interest in budget and
performance integration. Moreover, it illustrated the potential to build
on GPRA's foundation to more actively promote the use of performance
information in budget decisions. OMB deserves credit for inviting scrutiny
of its federal program performance reviews and sharing them on its Web
site.

The goal of PART is to evaluate programs systematically, consistently, and
transparently. OMB went to great lengths to encourage consistent
application of PART in the evaluation of government programs, including
pilot testing the instrument, issuing detailed guidance, and conducting
consistency reviews. Although there is undoubtedly room for continued
improvement, any tool is inherently limited in providing a single
performance answer or judgment on complex federal programs with multiple
goals.

Performance measurement challenges in evaluating complex federal programs
make it difficult to meaningfully interpret a single bottom-line rating.
The individual section ratings for each PART review provided a better
understanding of areas needing improvement than the overall rating alone.
Moreover, any tool that is sophisticated enough to take into account the
complexity of the U.S. government will always require some interpretation
and judgment. Therefore it is not surprising that OMB staff were not fully
consistent in interpreting complex questions about agency goals and
results.

The lack of program performance information at the agency level also
creates challenges in effectively measuring program performance. PART
provides an opportunity to consider strategically targeting the
assessments on groups of related programs contributing to common outcomes
to more efficiently use scarce analytic resources and focus decision
makers' attention on the most pressing performance issues cutting across
individual programs and agencies.

The relationship between PART and the broader GPRA strategic planning
process is still evolving and highlights the critical importance of
defining the unit of analysis for program evaluation. Although PART can
stimulate discussion on program-specific performance measurement issues,
it is not a substitute for GPRA's strategic, longer-term focus on thematic
goals, and department-and governmentwide crosscutting comparisons.

PART clearly serves OMB's needs, but questions remain about whether it
serves the various needs of other key stakeholders. If PART results are to
be considered in the congressional debate, it will be important for OMB to
(1) involve congressional stakeholders early in providing input on the
focus of the assessments; (2) clarify any significant limitations in the
assessments and underlying performance information; and (3) initiate
discussions with key congressional committees about how they can best
leverage PART information in congressional authorization, appropriations,
and oversight processes.

Mr. Chairman and Members of the Subcommittee:

I am pleased to be here today to discuss performance budgeting and the
Office of Management and Budget's (OMB) Program Assessment Rating Tool
(PART). Since the 1950s, the federal government has attempted several
governmentwide initiatives designed to better align spending decisions
with expected performance-what is commonly referred to as "performance
budgeting." The consensus is that prior efforts-including the Hoover
Commission, the Planning-Programming-Budgeting-System, Management by
Objectives, and Zero-Based Budgeting-did not succeed in significantly
shifting the focus of the federal budget process from its long-standing
concentration on the items of government spending to the results of its
programs. However, the persistent attempts reflect a longstanding interest
in linking resources to results.

In the 1990s, Congress and the executive branch laid out a statutory and
management framework that provides the foundation for strengthening
government performance and accountability, with the Government Performance
and Results Act of 19931 (GPRA) as its centerpiece. GPRA is designed to
inform congressional and executive decision making by providing objective
information on the relative effectiveness and efficiency of federal
programs and spending. A key purpose of the act is to create closer and
clearer links between the process of allocating scarce resources and the
expected results to be achieved with those resources. We have learned that
this type of integration is critical from prior initiatives that failed in
part because they did not prove to be relevant to budget decision makers
in the executive branch or Congress.2 GPRA requires both a connection to
the structures used in congressional budget presentations and consultation
between the executive and legislative branches on agency strategic plans;
this gives Congress an oversight stake in GPRA's success.3

This administration has made the integration of performance and budget
information one of five governmentwide management priorities under the

1 Pub. L. No. 103-62 (1993).

2 U.S. General Accounting Office, Performance Budgeting: Past Initiatives
Offer Insights for GPRA Implementation, GAO/AIMD-97-46 (Washington, D.C.:
Mar. 27, 1997).

3 See Pub. L. No. 103-62 S: 2 (1993), 5 U.S.C. S: 306 (2003), and 31
U.S.C. S:S: 1115-1116 (2003).

President's Management Agenda (PMA).4 Central to this initiative is PART.
OMB developed PART as a diagnostic tool meant to provide a consistent
approach to evaluating federal programs and applied it in formulating the
President's fiscal years 2004 and 2005 budget requests. PART covers four
broad topics for all "programs"5 selected for review: (1) program purpose
and design, (2) strategic planning, (3) program management, and (4)
program results (i.e., whether a program is meeting its long-term and
annual goals) as well as additional questions that are specific to one of
seven mechanisms or approaches used to deliver the program.6

GPRA expanded the supply of performance information generated by federal
agencies, although as the PART assessments demonstrate, more must be done
to develop credible performance information. However, improving the supply
of performance information is in and of itself insufficient to sustain
performance management and achieve real improvements in management and
program results. Rather, it needs to be accompanied by a demand for that
information by decision makers and managers alike. PART may mark a new
chapter in performance-based budgeting by more successfully stimulating
demand for this information- that is, using the performance information
generated through GPRA's planning and reporting processes to more directly
feed into executive branch budgetary decisions.

My statement today focuses on seven points:

o  	PART helped structure OMB's use of performance information for its
internal program and budget analysis, made the use of this information
more transparent, and stimulated agency interest in budget and performance
integration. Moreover, it illustrated the potential to build on GPRA's
foundation to more actively promote the use of performance

4 In addition to budget and performance integration, the other four
priorities under the PMA are strategic management of human capital,
expanded electronic government, improved financial performance, and
competitive sourcing.

5 There is no standard definition for the term "program." For purposes of
PART, OMB described the unit of analysis (program) as (1) an activity or
set of activities clearly recognized as a program by the public, OMB, or
Congress; (2) having a discrete level of funding clearly associated with
it; and (3) corresponding to the level at which budget decisions are made.

6 The seven major categories are competitive grants, block/formula grants,
capital assets and service acquisition programs, credit programs,
regulatory-based programs, direct federal programs, and research and
development programs.

information in budget decisions.

o  	The goal of PART is to evaluate programs systematically, consistently,
and transparently. OMB went to great lengths to encourage consistent
application of PART in the evaluation of government programs, including
pilot testing the instrument, issuing detailed guidance, and conducting
consistency reviews. Although there is undoubtedly room for continued
improvement, any tool is inherently limited in providing a single
performance answer or judgment on complex federal programs with multiple
goals.

o  	Performance measurement challenges in evaluating complex federal
programs make it difficult to meaningfully interpret a bottom-line rating.
The individual section ratings for each PART review provided a better
understanding of areas needing improvement than the overall rating alone.

o  	As is to be expected with any new reform, PART is a work in progress
and we have noted in our work where OMB might make improvements. Any tool
that is sophisticated enough to take into account the complexity of the
U.S. government will require some exercise of judgment. Therefore it is
not surprising that we found some inconsistencies in OMB staff
interpreting and applying PART.

o  	PART provides an opportunity to more efficiently use scarce analytic
resources, to focus decision makers' attention on the most pressing policy
issues, and to consider comparisons and trade-offs among related programs
by more strategically targeting PART assessments based on such factors as
the relative priorities, costs, and risks associated with related clusters
of programs and activities. The first year PART assessments underscored
the long-standing gaps in performance and evaluation information
throughout the federal government. By reaching agreement on areas in which
evaluations are most essential, decision makers can help ensure that
limited resources are applied wisely.

o  	The relationship between PART and its process and the broader GPRA
strategic planning process is still evolving. Although PART can stimulate
discussion on program-specific performance measurement issues, it is not a
substitute for GPRA's strategic, longer-term focus on thematic goals and
department- and governmentwide crosscutting comparisons. PART and GPRA
serve different but complementary needs, so a strategy for integrating the
two could help strengthen both.

o  	Federal programs are designed and implemented in dynamic environments
where competing program priorities and stakeholders' needs must be

balanced continually and new needs must be addressed. While PART clearly
serves the needs of OMB in budget formulation, questions remain about
whether it serves the various needs of other key stakeholders. If the
President or OMB wants PART and its results to be considered in the
congressional debate, it will be important for OMB to (1) involve
congressional stakeholders early in providing input on the focus of the
assessments; (2) clarify any significant limitations in the assessments as
well as the underlying performance information; and (3) initiate
discussions with key congressional committees about how they can best take
advantage of and leverage PART information in congressional authorization,
appropriations, and oversight processes. Moreover, Congress needs to
consider ways it can articulate its oversight priorities and performance
agenda.

My statement is based on our recently published report on OMB's PART7 in
which we reviewed the first year of the PART process-fiscal year 2004-and
changes in the PART process initiated for fiscal year 2005. We have not
reviewed or analyzed the PART results for the fiscal year 2005 budget
request. For this testimony, this subcommittee asked us to discuss our
overall findings and recommendations concerning PART to help frame today's
hearing. We conducted our work in accordance with generally accepted
government auditing standards.

  Strengths and Weaknesses of PART in Its First Year of Implementation

Through its development and use of PART, OMB has more explicitly infused
performance information into the budget formulation process; increased the
attention paid to performance information and program evaluations; and
ultimately, we hope, increased the value of this information to decision
makers and other stakeholders. By linking performance information to the
budget process, OMB has provided agencies with a powerful incentive for
improving both the quality and availability of performance information.
The level of effort and involvement by senior OMB officials and staff
clearly signals the importance of this strategy in meeting the priorities
outlined in the PMA. OMB should be credited with opening up for
scrutiny-and potential criticism-its review of key areas of federal
program performance and then making its assessments available to a
potentially wider audience through its Web site.

7 U.S. General Accounting Office, Performance Budgeting: Observations on
the Use of OMB's Program Assessment Rating Tool for the Fiscal Year 2004
Budget, GAO-04-174 (Washington, D.C.: Jan. 30, 2004).

As OMB and others recognize, performance is not the only factor in funding
decisions. Determining priorities-including funding priorities-is a
function of competing values and interests. Accordingly, we found that
while PART scores were generally positively related to proposed funding
changes in discretionary programs, the scores did not automatically
determine funding changes. That is, for some programs rated "effective" or
"moderately effective" OMB recommended funding decreases, while for
several programs judged to be "ineffective" OMB recommended additional
funding in the President's budget request with which to implement changes.
In fact, the more important role of PART was not its use in making
resource decisions, but in its support for recommendations to improve
program design, assessment, and management. Our analysis of the fiscal
year 2004 PART found that 82 percent of the recommendations addressed
program assessment, design, and management issues; only 18 percent of the
recommendations had a direct link to funding matters.8

OMB's ability to use PART to identify and address future program
improvements and measure progress-a major purpose of PART- depends on its
ability to oversee the implementation of PART recommendations. As OMB has
recognized, following through on these recommendations is essential for
improving program performance and ensuring accountability. Currently, OMB
plans to assess an additional 20 percent of all federal programs annually.
As the number of recommendations from previous years' evaluations grows, a
system for monitoring their implementation will become more critical.
However, OMB does not have a centralized system to oversee the
implementation of such recommendations or evaluate their effectiveness.

The goal of PART is to evaluate programs systematically, consistently, and
transparently. OMB went to great lengths to encourage consistent
application of PART in the evaluation of government programs, including
pilot testing the instrument, issuing detailed guidance, and conducting
consistency reviews. Although there is undoubtedly room for continued
improvement, any tool is inherently limited in providing a single
performance answer or judgment on complex federal programs with multiple
goals.

OMB recognized the complexity inherent in evaluating federal programs by
differentiating its rating tool for seven mechanisms or approaches used

8 The 234 programs assessed for fiscal year 2004 contained a total of 612
recommendations.

to deliver services, ranging from block grants to research and
development. However, judgment is involved in classifying programs by
these categories since many programs fit into more than one of these
groupings. OMB guidance, for instance, acknowledges that some research and
development programs can also be evaluated as competitive grants and
capital assets.

Performance measurement challenges in evaluating complex federal programs
make it difficult to meaningfully interpret a bottom-line rating. OMB
published both a single, bottom-line rating for PART results and
individual section scores. It is these latter scores that are potentially
more useful for identifying information gaps and program weaknesses. For
example, in the fiscal year 2004 PART, one program that was rated
"adequate" overall got high scores for purpose (80 percent) and planning
(100 percent), but poor scores in being able to show results (39 percent)
and in program management (46 percent). In a case like this, the
individual section ratings provided a better understanding of areas
needing improvement than the overall rating alone. In addition,
bottom-line ratings may force raters to choose among several important but
disparate goals and encourage a determination of program effectiveness
even when performance data are unavailable, the quality of those data is
uneven, or they convey a mixed message on performance.

Any tool that is sophisticated enough to take into account the complexity
of the U.S. government will always require some interpretation and
judgment. Therefore it is not surprising that OMB staff were not fully
consistent in interpreting complex questions about agency goals and
results. Many PART questions contain subjective terms that are open to
interpretation. Examples include terminology such as "ambitious" in
describing sought-after performance measures. Because the appropriateness
of a performance measure depends on the program's purpose, and because
program purposes can vary immensely, an ambitious goal for one program
might be unrealistic for a similar but more narrowly defined program.
Without further guidance, it is unclear how OMB staff can be expected to
be consistent.

We also found inconsistencies in how the definition of acceptable
performance measures was applied. Our review of the fiscal year 2004 PART
surfaced several instances in which OMB staff inconsistently defined
appropriate measures-outcome versus output-for programs. Agency officials
also told us that OMB staff used different standards to define measures as
outcome-oriented. Outputs are the products and services delivered by the
program whereas outcomes refer to the results of

outputs. For example, in the employment and training area, OMB accepted
short-term outcomes, such as obtaining high school diplomas or employment,
as a proxy for long-term goals for the Department of Health and Human
Services' Refugee Assistance program, which aims to help refugees attain
economic self-sufficiency as soon as possible. However, OMB did not accept
the same employment measure as a proxy for longterm goals for the
Department of Education's Vocational Rehabilitation program because it had
not set long-term targets beyond a couple of years. In other words,
although neither program contained long-term outcomes, such as
participants gaining economic self-sufficiency, OMB accepted short-term
outcomes in one instance but not the other.

The yes/no format employed throughout most of the PART questionnaire
resulted in oversimplified answers to some questions. Although OMB
believes it helped standardization, the yes/no format was particularly
troublesome for questions containing multiple criteria for a "yes" answer.
Agency officials have commented that the yes/no format can oversimplify
reality, in which progress in planning, management, or results is more
likely to resemble a continuum than an on/off switch. Our review of the
fiscal year 2004 PART found several instances in which some OMB staff gave
a "yes" answer for successfully achieving some but not all of the multiple
criteria, while others gave a "no" answer when presented with a similar
situation. For example, OMB judged the Department of the Interior's (DOI)
Water Reuse and Recycling program "no" on whether a program has a limited
number of ambitious, long-term performance goals, noting that although DOI
set a long-term goal of 500,000 acre-feet per year of reclaimed water, it
failed to establish a time frame for when it would reach the target.
However, OMB judged the Department of Agriculture's and DOI's Wildland
Fire programs "yes" on this question even though the programs' long-term
goals of improved conditions in high-priority forest acres are not
accompanied by specific time frames.

The lack of program performance information also creates challenges in
effectively assessing program performance. According to OMB, about half of
the programs assessed for fiscal year 2004 lacked "specific, ambitious
long-term performance goals that focus on outcomes" and nearly 40 percent
lacked sufficient "independent, quality evaluations." Nearly 50 percent of
programs assessed for fiscal year 2004 received ratings of "results not
demonstrated" because OMB decided that program performance information,
performance goals, or both were insufficient or

inadequate. While the validity of these assessments may be subject to
interpretation and debate, our previous work9 has raised concerns about
the capacity of federal agencies to produce evaluations of program
effectiveness as well as credible data.

In our report on PART, we note that several factors have limited the
availability of performance data and evaluations of federal programs,
including the lack of statutory mandates and funding to support data
collection and analysis. Our work has recognized that research programs
pose particular and long-standing challenges for performance assessments
and evaluations.10 For instance, in both applied and basic research,
projects take several years to complete and require more time before their
meaning for the field can be adequately understood and captured in
performance reporting systems. These challenges can and have been
addressed by federal and private research organizations. One evaluation
approach we have identified in our review of leading practices is the use
of peer review to evaluate the quality of research outcomes.11 For
example, the National Science Foundation (NSF) convenes panels of
independent experts as external advisers-a Committee of Visitors (COV)-to
peer review the technical and managerial stewardship of a specific program
or cluster of programs periodically. The COV compares research plans with
progress made, and evaluates outcomes to determine whether the research
contributes to NSF mission and goals.

PART was designed for and is used in the executive branch budget
preparation and review process. As a result, the goals and measures used
in PART must meet OMB's needs. By comparison, GPRA-the current statutory
framework for strategic planning and reporting-is a broader process
involving the development of strategic and performance goals and
objectives to be reported in strategic and annual plans and reports. OMB
said that GPRA plans were organized at too high a level to be meaningful

  The Relationship between GPRA and PART

9 U.S. General Accounting Office, Program Evaluation: Agencies Challenged
by New Demand for Information on Program Results, GAO/GGD-98-53
(Washington, D.C.: Apr. 24, 1998).

10 U.S. General Accounting Office, Transportation Research: Actions Needed
to Improve Coordination and Evaluation of Research, GAO-03-500
(Washington, D.C.: May 1, 2003).

11 U.S. General Accounting Office, Program Evaluation: An Evaluation
Culture and Collaborative Partnerships Help Build Agency Capacity,
GAO-03-454 (Washington, D.C.: May 2, 2003).

for program-level budget analysis and management review. OMB acknowledges
that GPRA was the starting point for PART, but as I will explain, it
appears that OMB's emphasis is shifting such that over time the
performance measures developed for PART and used in the budget process may
also come to drive agencies' strategic planning processes.

The fiscal year 2004 PART process came to be a parallel competing
structure to the GPRA framework as a result of OMB's desire to collect
performance data that better align with budget decision units. OMB's most
recent Circular A-11 guidance clearly requires both that each agency
submit a performance budget for fiscal year 2005 and that this should
replace the annual GPRA performance plan.12 These performance budgets are
to include information from the PART assessments, where available,
including all performance goals used in the assessment of program
performance done under the PART process. Until all programs have been
assessed using PART, the performance budget will also include performance
goals for agency programs that have not yet been assessed. OMB's movement
from GPRA to PART is further evident in the fiscal year 2005 PART guidance
stating that while existing GPRA performance goals may be a starting point
during the development of PART performance goals, the GPRA goals in agency
GPRA documents are to be revised, as needed, to reflect OMB's instructions
for developing the PART performance goals. Lastly, this same guidance
states that GPRA plans should be revised to include any new performance
measures used in PART and that unnecessary measures should be deleted from
GPRA plans. In its comments to another recently issued GAO report, OMB
stated that it will revise its guidance for both GPRA and PART to clarify
the integrated and complementary relationship between the two
initiatives.13

Although there is potential for complementary approaches to GPRA and PART,
the following examples clearly illustrate the importance of carefully
considering the implications of selecting a unit of analysis, including
its impact on the availability of performance data. They also reveal some
of the unresolved tensions between the President's budget and performance
initiative-a detailed budget perspective-and GPRA-a more strategic
planning view. Experience with PART highlighted the fact that defining a

12 OMB Circular A-11, Preparation, Submission, and Execution of the
Budget.

13 U.S. General Accounting Office, Results-Oriented Government: GPRA Has
Established a Solid Foundation for Achieving Greater Results, GAO-04-38
(Washington, D.C.: March 10, 2004).

"unit of analysis" useful for both program-level budget analysis and
agency planning purposes can be difficult. For example, disaggregating
programs for PART purposes could ignore the interdependence of programs
recognized by GPRA by artificially isolating programs from the larger
contexts in which they operate. Agency officials described one program
assessed with the fiscal year 2004 PART-Projects for Assistance in
Transition from Homelessness-that was aimed at a specific aspect of
homelessness, that is, referring persons with emergency needs to other
agencies for housing and needed services. OMB staff wanted the agency to
produce long-term outcome measures for this program to support the PART
review process. Agency officials argued that chronically homeless people
require many services and that this federal program often supports only
some of the services needed at the initial stages of intervention.
GPRA-with its focus on assessing the relative contributions of related
programs to broader goals-is better designed to consider crosscutting
strategies to achieve common goals. Federal programs cannot be assessed in
isolation. Performance also needs to be examined from an integrated,
strategic perspective.

One way of improving the links between PART and GPRA would be to develop a
more strategic approach to selecting and prioritizing areas for assessment
under the PART process. Targeting PART assessments based on such factors
as the relative priorities, costs, and risks associated with related
clusters of programs and activities addressing common strategic and
performance goals not only could help ration scarce analytic resources but
also could focus decision makers' attention on the most pressing policy
and program issues. Moreover, such an approach could facilitate the use of
PART assessments to review the relative contributions of similar programs
to common or crosscutting goals and outcomes established through the GPRA
process.

  The Importance of Congressional and Other Stakeholder Involvement

We have previously reported14 that stakeholder involvement appears
critical for getting consensus on goals and measures. In fact, GPRA
requires agencies to consult with Congress and solicit the views of other
stakeholders as they develop their strategic plans.15 Stakeholder
involvement can be particularly important for federal agencies because
they operate in a complex political environment in which legislative
mandates are often broadly stated and some stakeholders may strongly
disagree about the agency's mission and goals.

The relationship between PART and its process and the broader GPRA
strategic planning process is still evolving. As part of the executive
branch budget formulation process, PART must clearly serve the President's
interests. Some tension about the amount of stakeholder involvement in the
internal deliberations surrounding the development of PART measures and
the broader consultations more common to the GPRA strategic planning
process is inevitable. Compared to the relatively open-ended GPRA process,
any budget formulation process is likely to seem closed.

Yet, we must ask whether the broad range of congressional officials with a
stake in how programs perform will use PART assessments unless they
believe the reviews reflect a consensus about performance goals among a
community of interests, target performance issues that are important to
them as well as the administration, and are based on an evaluation process
in which they have confidence. Similarly, the measures used to demonstrate
progress toward a goal, no matter how worthwhile, cannot serve the
interests of a single stakeholder or purpose without potentially
discouraging use of this information by others.

Congress has a number of opportunities to provide its perspective on
performance issues and performance goals, such as when it establishes or
reauthorizes a new program, during the annual appropriations process, and
in its oversight of federal operations. In fact, these processes already
reflect GPRA's influence. Reviews of language in public laws and committee
reports show an increasing number of references to GPRArelated provisions.
What is missing is a mechanism to systematically

14 U.S. General Accounting Office, Agencies' Strategic Plans Under GPRA:
Key Questions to Facilitate Congressional Review (Version 1),
GAO/GGD-10.1.16 (Washington, D.C.: May 1997).

15 5 U.S.C. S: 306(d) (2003).

Concluding Observations

coordinate a congressional perspective and promote a dialogue between
Congress and the President in the PART review process.

In our report, we have suggested steps for both OMB and the Congress to
take to strengthen the dialogue between executive officials and
congressional stakeholders. We have recommended that OMB reach out to key
congressional committees early in the PART selection process to gain
insight about which program areas and performance issues congressional
officials believe warrant PART review. Engaging Congress early in the
process may help target reviews with an eye toward those areas most likely
to be on the agenda of Congress, thereby better ensuring the use of
performance assessments in resource allocation processes throughout
government. We have also suggested that Congress consider the need to
develop a more systematic vehicle for communicating its top performance
concerns and priorities; develop a more structured oversight agenda to
prompt a more coordinated congressional perspective on crosscutting
performance issues; and use this agenda to inform its authorization,
appropriations, and oversight processes.

The PART process is the latest initiative in a long-standing series of
reforms undertaken to improve the link between performance information and
budget decisions. Although each of the initiatives of the past appears to
have met with an early demise, in fact, subsequent reforms were
strengthened by building on the legacy left by their predecessors. Prior
reforms often failed because they were not relevant to resource allocation
and other decision-making processes, thereby eroding the incentives for
federal agencies to improve their planning, data, and evaluations.

Unlike many of those past initiatives, GPRA has been sustained since its
passage 10 years ago, and evidence exists that it has become more relevant
than its predecessors. PART offers the potential to build on the
infrastructure of performance plans and information ushered in by GPRA and
the law's intent to promote the use of these plans in resource allocation
decision making. GPRA improved the supply of plans and information, while
PART can prompt greater demand for this information by decision makers.
Enhancing interest and use may bring about greater incentives for agencies
to devote scarce resources to improving their information and evaluations
of federal programs as well.

Increasing the use and usefulness of performance data is not only
important to sustain performance management reforms, but to improve the
processes of decision making and governance. Many in the United

States believe there is a need to establish a comprehensive portfolio of
key national performance indicators. This will raise complex issues
ranging from agreement on performance areas and indicators to getting and
sharing reliable information for public planning, decision making, and
accountability. In this regard, the entire agenda of management reform at
the federal level has been focused on shifting the attention of decision
makers and agency management from process to results. Although PART is
based on changing the orientation of budgeting, other initiatives
championed by Congress and embodied in the PMA are also devoted to
improving the accountability for performance goals in agency human capital
management, financial management, competitive sourcing, and other key
management areas.

In particular, we have reported that human capital-or people-is at the
center of any serious change management initiative. Thus, strategic human
capital management is at the heart of government transformation.
Highperforming organizations strengthen the alignment of their GPRA
strategic and performance goals with their daily operations. In that
regard, performance management systems can be a vital tool for aligning an
organization's operations with individual day-to-day activities, but they
are currently largely unused. As we move forward to strengthen government
performance and accountability, effective performance management systems
can be a strategic tool to drive internal change and achieve desired
results.

The question now is how to enhance the credibility and use of the PART
process as a tool to focus decisions on performance. In our report, we
make seven recommendations to OMB and a suggestion to Congress to better
support the kind of collaborative approach to performance budgeting that
very well may be essential in a separation of powers system like ours. Our
suggestions cover several key issues that need to be addressed to
strengthen and help sustain the PART process. We recommend that the OMB
Director take the following actions:

o  	Centrally monitor agency implementation and progress on PART
recommendations and report such progress in OMB's budget submission to
Congress. Governmentwide councils may be effective vehicles for assisting
OMB in these efforts.

o  	Continue to improve the PART guidance by (1) expanding the discussion
of how the unit of analysis is to be determined to include trade-offs made
when defining a unit of analysis, implications of how the unit of analysis
is

defined, or both; (2) clarifying when output versus outcome measures are
acceptable; and (3) better defining an "independent, quality evaluation."

o  	Clarify OMB's expectations to agencies regarding the allocation of
scarce evaluation resources among programs, the timing of such
evaluations, as well as the evaluation strategies it wants for PART, and
consider using internal agency evaluations as evidence on a case-by-case
basis-whether conducted by agencies, contractors, or other parties.

o  	Reconsider plans for 100 percent coverage of federal programs and,
instead, target for review a significant percentage of major and
meaningful government programs based on such factors as the relative
priorities, costs, and risks associated with related clusters of programs
and activities.

o  	Maximize the opportunity to review similar programs or activities in
the same year to facilitate comparisons and trade-offs.

o  	Attempt to generate, early in the PART process, an ongoing, meaningful
dialogue with congressional appropriations, authorization, and oversight
committees about what they consider to be the most important performance
issues and program areas that warrant review.

o  	Seek to achieve the greatest benefit from both GPRA and PART by
articulating and implementing an integrated, complementary relationship
between the two.

In its comments on our report, OMB outlined actions it is taking to
address several of these recommendations, including refining the process
for monitoring agencies' progress in implementing the PART
recommendations, seeking opportunities for dialogue with Congress on
agencies' performance, and continuing to improve executive branch
implementation of GPRA plans and reports.

Our recommendations to OMB are partly directed at fortifying and enhancing
the credibility of PART itself and the underlying data used to make the
judgments. Decision makers across government are more likely to rely on
PART data and assessments if the underlying information and the rating
process are perceived as being credible, systematic, and consistent.
Enhanced OMB guidance and improved strategies for obtaining and evaluating
program performance data are vital elements.

The PART process can be made more sustainable if the use of analytic
resources at OMB and the agencies is rationalized by reconsidering the
goal of 100 percent coverage of all federal programs. Instead, we suggest
a

more strategic approach to target assessments on related clusters of
programs and activities. A more targeted approach stands a better chance
of capturing the interest of decision makers throughout the process by
focusing their attention on the most pressing policy and program issues
and on how related programs and tools affect broader crosscutting outcomes
and goals. Unfortunately, the governmentwide performance plan required by
GPRA has never been engaged to drive budgeting in this way.

Improving the integration of inherently separate but interrelated
strategic planning and performance budgeting processes can help support a
more strategic focus for PART assessments. GPRA's strategic planning goals
could be used to anchor the selection and review of programs by providing
a foundation to assess the relative contribution of related programs and
tools to broader performance goals and outcomes.

Finally, refining the PART questionnaire and review process and improving
the quality of data are important, but the question of whose interests
drive the process is perhaps paramount in our system. Ultimately, the
impact of PART on decision making will be a function not only of the
President's decisions, but of congressional decisions as well.

Much is at stake in the development of a collaborative performance
budgeting process. Not only might the PART reviews ultimately come to be
disregarded absent congressional involvement, but more important, Congress
will lose an opportunity to use the PART process to improve its own
decision-making and oversight processes.

This is an opportune time for the executive branch and Congress to
carefully consider how agencies and committees can best take advantage of
and leverage the new information and perspectives coming from the reform
agenda under way in the executive branch. Ultimately, the specific
approach or process is not important. We face a long-term fiscal
imbalance, which will require us to reexamine our existing policies and
programs. It is all too easy to accept "the base" as given and to subject
only new proposals to scrutiny and analysis. The norm should be to
reconsider the relevance or "fit" of any federal program, policy, or
activity in today's world and for the future.

Mr. Chairman, this concludes my prepared statement. I would be pleased to
answer any questions you or the other Members of the Subcommittee may have
at this time.

For future contacts regarding this testimony, please contact Paul L.
Posner, Managing Director, Federal Budget Issues, at (202) 512-9573.
Individuals making key contributions to this testimony included Denise M.
Fantone, Kristeen McLain and Tiffany Tanner.

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