Performance Accountability, Evidence, And Improvement: Reflections and Recommendations to the Next AdministrationGoal-setting, progress measurement, and using data and evidence to figure out how to do better! It sounds like motherhood and apple pie. These practices, in truth, are easier said than done. Hard decisions about what the goals should be -- informed by data, values, and politics -- need to be made, and skill must then be exercised to frame goals in ways that are resonant, relevant, motivating, and actionable. Measurement and objective evaluation can be hard, too. Yet, without this performance information, government runs a high risk of acting without knowing what its actions accomplish or having the means to learn, objectively, how to do better. Our bottom line recommendation is: accelerate wide adoption of an outcomes-emphasizing, data-informed, evidence-based management agenda across and at every level of government. The worst thing the next Administration could do is start from scratch, so to make even more progress and address known gaps, we offer the following five recommendations [documented as goals in this StratML rendition]The analysis and conclusions contained in this paper are those of the authors and should not be interpreted as reflecting the position of the National Academy of Public Administration, the Volcker Alliance, the Board of Directors of either organization, or the staff of either organization. Any errors and omissions are the responsibility of the authors.National Academy of Public AdministrationNAPA_7a3dc6e6-079d-4ca1-8578-c0acc675ce0fEstablished in 1967, the National Academy of Public Administration is an independent nonpartisan, nonprofit organization chartered by Congress to provide trusted advice on the nation's most critical and complex public management challenges. With a network of more than 800 distinguished Fellows and an experienced professional staff, the Academy is uniquely qualified and trusted across government to provide objective advice and practical solutions based on systematic research and expert analysis. The Academy seeks to improve performance at all levels of government by assisting federal, state and local governments to respond effectively to current circumstances and changing conditions.Shelley H. MetzenbaumAuthor -- former Associate Director at the U.S. Office of Management and Budget (OMB) responsible for federal performance measurement and management policy during the Obama Administration.Robert SheaAuthor -- former Associate Director at the U.S. Office of Management and Budget (OMB) responsible for federal performance measurement and management policy during the George W. Bush Administration.Volcker AllianceVA_66593baa-941a-11e6-aa62-1276742aff29The Volcker Alliance was launched in 2013 by former Federal Reserve Board Chairman Paul A. Volcker to address the challenge of effective execution of public policies and to help rebuild public trust in government. The nonpartisan Alliance works toward that broad objective by partnering with other organizations -- academic, business, governmental, and public interest -- to strengthen professional education for public service, conduct needed research on government performance, and improve the efficiency and accountability of governmental organization at the federal, state, and local levels.... government ... employ[s] a common set of practices that, when used wisely, work remarkably well: (1) setting outcomes-focused goals; (2) collecting and analyzing performance data; (3) running frequent data-rich reviews to identify what works and what needs attention; (4) complementing routinely collected data with independent, rigorous evaluations and other studies; and (5) using effective communication strategies for a wide variety of purposes aimed at a wide variety of stakeholders. _66593e20-941a-11e6-aa62-1276742aff29To accelerate wide adoption of an outcomes-emphasizing, data-informed, evidence-based management agenda across and at every level of government._66593f74-941a-11e6-aa62-1276742aff29Outcomessetting outcomes-focused goalsDatacollecting and analyzing performance dataReviewfrequent data-rich reviews to identify what works and what needs attentionEvaluationcomplementing routinely collected data with independent, rigorous evaluations and other studiesCommunicationeffective communication strategies for a wide variety of purposes aimed at a wide variety of stakeholdersBenchmarkingTransparencyFeedbackconstructive feedbackContestsChallengesIncentiveswell-structured incentivesContinuous ImprovementOutcomesPush more aggressively for adoption of the current outcomes-focused performance improvement framework across government._66594050-941a-11e6-aa62-1276742aff291Good PracticesExpand uptake of outcomes-focused, priority-based goal-setting; routine measurement and analysis; occasional evaluations and other studies; data-rich reviews; well-designed communication; and well-structured incentives across every aspect of government and with its stakeholders._6659415e-941a-11e6-aa62-1276742aff291.1Goals, Metrics & ImprovementsBetter integrate efforts across program managers, performance improvement offices, program evaluators, strategic planners, futures forecasters, budget shops, grant and contract managers, and IT offices to set goals, measure relevant indicators, and find ways to improve._6659423a-941a-11e6-aa62-1276742aff291.2Program ManagersPerformance Improvement OfficesProgram EvaluatorsStrategic PlannersFutures ForecastersBudget ShopsGrant ManagersContract ManagersIT OfficesReviewsContinue annual agency and OMB spring reviews to accelerate progress on strategic objectives._66594316-941a-11e6-aa62-1276742aff291.3EvaluationsIncrease use of rigorous, independent, and relevant evaluations and other studies to improve the effectiveness and cost-effectiveness of government programs and practices._66594410-941a-11e6-aa62-1276742aff291.4Encourage more rapid testing, assessing, and adjusting using appropriately rigorous evaluation methods to allow practices to evolve as experience is gained and to adapt to different circumstances.CultureBuild a continuous learning and improvement culture in federal grant programs, with the federal government helping state and local governments, non-profit organizations, and other partners and stakeholders discover and adopt increasingly effective, cost-effective, and fair practices, supported by ready access to easily understood data, multi-stakeholder collaborations, and well-structured incentives._6659450a-941a-11e6-aa62-1276742aff291.5Federal Grant ProgramsState GovernmentsLocal GovernmentsNon-Profit OrganizationsNetworkEstablish a performance management knowledge exchange network that enables the federal government, state and local governments, non-profit organizations, and other partners and stakeholders to adopt the most effective outcomes-focused performance and evidence-based management practices to address shared problems and pursue opportunities._665945c8-941a-11e6-aa62-1276742aff291.6Federal AgenciesState GovernmentsLocal GovernmentsNon-Profit OrganizationsCommunicationDiversify the communication of performance information_6659469a-941a-11e6-aa62-1276742aff292Performance.govImprove the accessibility, transparency, and usefulness of Performance.gov._66594762-941a-11e6-aa62-1276742aff292.1TrendsMake it easier to discern performance trends, especially in the context of social indicators (currently posted in the Analytic Perspectives of the President's Budget) and other agency goals._66594820-941a-11e6-aa62-1276742aff292.1.1Data Formats & FindabilityPost data in structured formats and make it easier to find relevant data and evaluations, as well as promising practices worth testing in other locations that, if successful, warrant promoting for broader adoption._665948f2-941a-11e6-aa62-1276742aff292.1.2SortingEnable sorting across goals by program type to facilitate cross-agency learning and collaboration._665949ba-941a-11e6-aa62-1276742aff292.2Results, Accountability & InnovationTest, assess, and adjust to find better ways to communicate results and strengthen accountability, inform decision-making, stimulate discovery, and encourage innovation._66594a82-941a-11e6-aa62-1276742aff292.3Crowd-Sourcing & FeedbackTest the use of on-line crowd-sourcing and feedback via Performance.gov and other platforms to get constructive feedback on goals, measures, evidence, and strategies._66594b5e-941a-11e6-aa62-1276742aff292.3.1CollaborationTest the use of Performance.gov and complementary online platforms to identify and support collaboration with others working to advance the same goals and learn from others' experience._66594c26-941a-11e6-aa62-1276742aff292.3.2Performance InformationProtect the integrity of federal performance information by re-posting information from past performance management and reporting initiatives, including that on ExpectMore.gov (which showed PART scores for 1000 programs) and for earlier rounds of priority goals previously posted on Performance.gov. _66594cf8-941a-11e6-aa62-1276742aff292.4CapacityStrengthen capacity_66594de8-941a-11e6-aa62-1276742aff293AppointmentsAppoint agency deputies/Chief Operating Officers and other political appointees with a strong capacity and commitment to use data and other evidence to improve performance._66594eec-941a-11e6-aa62-1276742aff293.1Agency DeputiesAgency Chief Operating OfficersResourcesGive Performance Improvement Officers adequate resources to support Deputies/Chief Operating Officers and increase resources to enable the PIC to provide more support to agencies ..._66594fe6-941a-11e6-aa62-1276742aff293.2Performance Improvement OfficersDeputy Performance Improvement Officerswhere Performance Improvement Officers have other duties, ensure there is a strong Deputy Performance Improvement Officer and team devoted to analyzing data and other evidence and structuring reviews and other conversations that drive continual improvement._665950cc-941a-11e6-aa62-1276742aff293.2.1Deputy Performance Improvement OfficersData Analytics & EvaluationEnsure every department has a robust evaluation and data analytics capacity that works with agency leadership and program offices to implement a strategic, rigorous retrospective and prospective evaluation program._6659519e-941a-11e6-aa62-1276742aff293.3ReviewsEnsure that evaluation and analytics teams work with the PIO team to conduct successful quarterly performance and annual strategic reviews and to conduct ad hoc "deep dives" to find root causes of performance shortfalls or choose among competing problems and opportunities._6659527a-941a-11e6-aa62-1276742aff293.3.1Evaluation TeamsAnalytics TeamsPIO TeamsStudiesStrengthen capacity to conduct studies that inform priority-setting and program design, including futures analysis, scenario testing, role-playing, and epidemiology-like incident analyses._6659536a-941a-11e6-aa62-1276742aff293.3.2Ideation & FeedbackRegularly get feedback and develop and test ideas to improve outcomes, cost-effectiveness, fairness, and understanding from those on agency front lines and working in delivery partners._66595450-941a-11e6-aa62-1276742aff293.4Data Systems & ReportingEspecially in light of the transparency requirements under the DATA Act, work with IT, contract, and grant offices to structure data systems and reporting requirements that will enable analytics more useful to a wider variety of people, including the central office, the field, delivery partners, and researchers._6659552c-941a-11e6-aa62-1276742aff293.5IT OfficesContract OfficesGrant OfficesCentral OfficesField OfficesDelivery PartnersResearchersNetworksBuild or support continuous learning networks across the delivery chain that share and analyze data to find and apply lessons learned and that collaborate on iterative testing and assessment to find better practices._6659561c-941a-11e6-aa62-1276742aff293.6Knowledge, Practices & LearningExpand knowledge of proven performance and evidence-based management practices by offering agency officials and others in the delivery chain relevant courses and other learning materials._6659570c-941a-11e6-aa62-1276742aff293.7AccountabilityDevelop, test, and adopt effective accountability mechanisms_665958a6-941a-11e6-aa62-1276742aff294Motivational MechanismsContinually test, assess, adjust, and adopt increasingly effective motivational mechanisms such as peer benchmarking, transparency, constructive feedback, contests, challenges, and well-structured incentives that encourage continuous improvement._665959dc-941a-11e6-aa62-1276742aff294.1AppointeesAppoint leaders to the Office of Management and Budget committed to driving the development, adoption, and implementation of cross-agency priority goals; and identify a lead person in each of the White House policy councils and the White House Chief of Staff's office to work on agency and cross-agency priority goals._66595acc-941a-11e6-aa62-1276742aff294.2Goal LeadersTest designating each OMB Resource Management Office Program Associate Director as a goal leader responsible for managing progress on a mission-focused cross-agency priority goal._66595bbc-941a-11e6-aa62-1276742aff294.2.1OMB Resource Management Office Program Associate DirectorsCongressCollaborate with Congress (i.e., authorizers, appropriators, and overseers) more closely at every stage of the performance management process to facilitate more debate about the performance of programs and successful adoption of the performance management framework._66595cca-941a-11e6-aa62-1276742aff294.3CongressBratton Accountability PrincipleEmbrace and promote the Bratton accountability principle, while making sure to measure and manage not only the primary objectives, but also unwanted side effects. _66595dba-941a-11e6-aa62-1276742aff294.4SimplicityKeep it Simple to Support Use, Communication, and Improvement of Performance_66595eaa-941a-11e6-aa62-1276742aff295Implement these ideas with easily understood tools, not as a framework checklist. In this spirit, we offer these questions that might be shared with all new appointees and career officials, urging them to use these questions as they approach their work to accelerate adoption of the six practices and, ultimately, improve government’s performance. Eight Questions to Drive Performance Improvement: ProblemsDetermine what problem to solve._66595fb8-941a-11e6-aa62-1276742aff295.11. What problem are we trying to solve? * Why? * How important is this problem or opportunity compared to others we could pursue?Strategies & TacticsDetermine what strategies and tactics to use._665960b2-941a-11e6-aa62-1276742aff295.22. What strategies and tactics should we use and why? * What have we or others done in the past and how well did it work: what is the relevant past performance, past evaluations, peer performance (benchmarks)? * What are the key drivers/causal factors we can influence? * What cultural constraints do we need to consider?ProgressDetermine how progress will be evaluated._665961ac-941a-11e6-aa62-1276742aff295.33. How will we know if we are making progress and making it fast enough? * What are we measuring regularly and is it meaningful, measurable, and moveable? Are we using that information and how is it helping us make better decisions? Are there other measures we should be collecting and any we could drop? * Who is analyzing the data, who gets the analysis, and what are we learning? Is it complete and accurate enough to be reliable? Can we identify the strongest performers and the weakest ones so we can learn from the former and help the latter?Additional InformationDetermine what additional information should be gathered to inform priorities and program design._665962ce-941a-11e6-aa62-1276742aff295.44. What other information do we have that should inform our priorities and program design and what should we start to gather? * What additional data or studies are needed? * What does our data and evaluation plan look like and does it need updating? * What does it cost to implement our programs and achieve our goals? If we don't know, how can we better estimate the cost? Are there new approaches we can test to try to reduce costs without compromising impact?EngagementEngage the right people in discussions about the data and other evidence to find ways to improve._665963dc-941a-11e6-aa62-1276742aff295.55. Do we have the right people in the discussions about the data and other evidence to find ways to improve?Data & EvaluationsHelp field offices and our delivery partners use data and evaluations to find ways to improve._665964e0-941a-11e6-aa62-1276742aff295.6Field OfficesDelivery Partners6. How are we helping the field and our delivery partners use data and evaluations to find ways to improve?TrainingDetermine training priorities._66596634-941a-11e6-aa62-1276742aff295.77. What training is needed and for whom? Where should our priorities be?Motivation & AccountabilityMotivate people to find ways to improve and hold them accountable for doing so._6659676a-941a-11e6-aa62-1276742aff295.88. How do we motivate people to want to look for and find ways to improve and hold them accountable for doing that, not fearful or just compliant with planning, evaluation, and reporting requirements?2016-10-17https://www.volckeralliance.org/sites/default/files/attachments/MetzenbaumSheaWhitePaper_final.pdfOwenAmburOwen.Ambur@verizon.net