President's Management Agenda: Modernizing Government for the 21st CenturyThe President's Management Agenda lays out a long-term vision for modernizing the Federal Government in key areas that will improve the ability of agencies to deliver mission outcomes, provide excellent service, and effectively steward taxpayer dollars on behalf of the American people. To drive these management priorities, the Administration leverages Cross-Agency Priority (CAP) Goals to coordinate and publicly track implementation across Federal agencies.The President's Management Agenda sets forth a long-term vision for effective government on behalf of the American people focused on the following: * Mission --The American people count on the Federal Government every day, from national security to infrastructure to food and water safety. Public servants must be accountable for mission-driven results but must also have the necessary tools and resources to deliver. * Service --Federal customers range from small businesses seeking loans, to families receiving disaster support, to veterans owed proper benefits and medical care. They deserve a customer experience that compares to -- or exceeds -- that of leading private sector organizations, yet most Federal services lag behind the private sector. * Stewardship -- Effective stewardship of taxpayer funds is a crucial responsibility of Government, from preventing fraud to maximizing impact. Taxpayer dollars must go to effective programs that produce results efficiently.President of the United StatesPOTUS_0d7c944a-1661-11e7-9683-0176647280a4... agencies deliver mission outcomes, provide excellent service, and effectively steward taxpayer dollars on behalf of the American people._b2b44302-54ce-11e8-aa0e-15495bf45d45To set forth a long-term vision for effective government on behalf of the American people_b2b44582-54ce-11e8-aa0e-15495bf45d45ProductivitySecurityAccessibilityUtilityAccountabilityServiceUsabilityReliabilityTrustResultsTransparencyInnovationTransformationPredictabilityResponsibilityResearchInnovationPartnershipITModernize IT to Increase Productivity and Security_b2b446ae-54ce-11e8-aa0e-15495bf45d45CAP1Steve CenskyGoal Leader -- Deputy Secretary, United States Department of AgricultureChris LiddellGoal Leader -- Office of American Innovation, Executive Office of the PresidentSuzette KentGoal Leader -- Federal Chief Information Officer, Office of Management and BudgetThe Executive Branch will build and maintain more modern, secure, and resilient information technology (IT) to enhance mission delivery and productivity -- driving value by increasing efficiencies of Government IT spending while potentially reducing costs, increasing efficiencies, and enhancing citizen engagement and satisfaction with the services we provide... There are opportunities to:COTSexpand the use of modern commercial technologies that are effective, economical, and secure_b2b44776-54ce-11e8-aa0e-15495bf45d451.1[To_be_identified][To be determined]Cybersecurityreduce the impact of cybersecurity risks by safeguarding IT systems, sensitive data, and networks_b2b44848-54ce-11e8-aa0e-15495bf45d451.2[To_be_identified][To be determined]Solutions & Practicesleverage common solutions and innovative practices to improve efficiency, increase security, and ultimately meet citizens' needs_b2b4491a-54ce-11e8-aa0e-15495bf45d451.3[To_be_identified][To be determined]DataLeverage Data as a Strategic Asset_b2b449e2-54ce-11e8-aa0e-15495bf45d45CAP2Pradeep BelurGoal Leader -- Chief of Staff, Small Business AdministrationKaren Dunn KelleyGoal Leader -- Under Secretary of Economic Affairs and Acting Deputy Secretary, Department of CommerceJack WilmerGoal Leader -- Senior Advisor for Cybersecurity and IT Modernization, Office of Science and Technology PolicySuzette KentGoal Leader -- Federal Chief Information Officer, Office of Management and BudgetNancy PotokGoal Leader -- Chief Statistician of the United States, Office of Management and BudgetLeverage data as a strategic asset to grow the economy, increase the effectiveness of the Federal Government, facilitate oversight, and promote transparency... There are opportunities to:Strategydevelop a long-term, enterprise-wide Federal Data Strategy to better govern and leverage the Federal Government’s data_b2b44abe-54ce-11e8-aa0e-15495bf45d452.1[To_be_identified][To be determined]Accessibility & Utilityenable government data to be accessible and useful for the American public, businesses, and researchers_b2b44b90-54ce-11e8-aa0e-15495bf45d452.2American PublicBusinessesResearchers[To_be_identified][To be determined]Decision-Making & Accountabilityimprove the use of data for decision-making and accountability for the Federal Government, including for policy-making, innovation, oversight, and learning._b2b44c58-54ce-11e8-aa0e-15495bf45d452.3[To_be_identified][To be determined]WorkforceDevelop a Workforce for the 21st Century_b2b44d3e-54ce-11e8-aa0e-15495bf45d45CAP3Federal WorkforceDr. Jeff T.H. PonGoal Leader -- Director, Office of Personnel ManagementJay GibsonGoal Leader -- Chief Management Officer, Department of DefensePeter WarrenGoal Leader -- Associate Director for Performance and Personnel Management, Office of Management and BudgetEffective and efficient mission achievement and improved service to America through enhanced alignment and strategic management of the Federal workforce.Human Capitaldrive and encourage strategic human capital management_b2b44e10-54ce-11e8-aa0e-15495bf45d453.1To achieve a state where Federal agencies and managers can hire the best employees, remove the worst employees, and engage employees at all levels of the organization, the Government must put a framework in place that drives and encourages strategic human capital management.[To_be_identified][To be determined]ServicesImprove Customer Experience with Federal Services_b2b44eec-54ce-11e8-aa0e-15495bf45d45CAP4Thomas BowmanGoal Leader -- Deputy Secretary, Department of Veterans AffairsMatt CuttsGoal Leader -- Acting Administrator, U.S. Digital ServiceDustin BrownGoal Leader -- Deputy Assistant Director for Management, Office of Management and BudgetA modern, streamlined and responsive customer experience means: raising government-wide customer experience to the average of the private sector service industry, as measured by external organizations; developing indicators for high-impact Federal programs to monitor progress towards excellent customer experience and mature digital services; providing the structure and resources to ensure customer experience is a focal point for agency leadership; and examples of programs where improved customer service will impact millions of Americans include Federal Student Aid, Airport Security Screening, National Parks, Veterans Health Care, Passport Services, Emergency and Disaster Relief, and Medicare... This goal will:Usability & Reliabilitytransform the customer experience by improving the usability and reliability of our Federal Government's most critical digital services_b2b44ffa-54ce-11e8-aa0e-15495bf45d454.1[To_be_identified][To be determined]Customer Satisfactioncreate measurable improvements in customer satisfaction by using the principles and practices proven by leading private sector organizations_b2b450d6-54ce-11e8-aa0e-15495bf45d454.2[To_be_identified][To be determined]Trustincrease trust in the Federal Government by improving the experience citizens and businesses have with Federal services whether online, in-person, or via phone_b2b451c6-54ce-11e8-aa0e-15495bf45d454.3[To_be_identified][To be determined]Technologyleverage technology to break down barriers and increase communication between Federal agencies and the citizens they serve._b2b452e8-54ce-11e8-aa0e-15495bf45d454.4[To_be_identified][To be determined]Shared ServicesShare Quality Services_b2b453f6-54ce-11e8-aa0e-15495bf45d45CAP5Emily MurphyGoal Leader -- Administrator, General Services AdministrationLesley FieldGoal Leader -- Deputy Administrator for Federal Procurement Policy and Shared Services Policy Officer, Office of Management and BudgetSuzette KentGoal Leader -- Federal Chief Information Officer, Office of Management and BudgetThis goal will: deliver technology and process improvements that will improve citizen services, such as faster hiring so more border security officers can be hired and in place faster and expedited payments to small businesses so the economy can continue to grow and thrive; and simpler grants application processes so more grant resources are directed to results rather than duplicative compliance actions; reduce taxpayer costs by closing the gap between the Federal Government’s performance in administrative services and industry best in class; and shift time, effort, and funding currently spent on administrative services to core missions in support of American citizens... Agencies will:Benchmarksuse benchmarks from high-performing private sector models to assess overall performance_b2b454dc-54ce-11e8-aa0e-15495bf45d455.1[To_be_identified][To be determined]Solutionsincrease use of targeted solutions_b2b455e0-54ce-11e8-aa0e-15495bf45d455.2[To_be_identified][To be determined]Satisfactionmeasure satisfaction with those solutions to make sure they meet needs_b2b456d0-54ce-11e8-aa0e-15495bf45d455.3[To_be_identified][To be determined]ValueShift From Low-Value to High-Value Work_b2b457c0-54ce-11e8-aa0e-15495bf45d45CAP6Pamela Hughes PatenaudeGoal Leader -- Deputy Secretary, Department of Housing and Urban DevelopmentPeter WarrenGoal Leader -- Associate Director for Performance and Personnel Management, Office of Management and BudgetDustin BrownGoal Leader -- Deputy Assistant Director for Management, Office of Management and BudgetThis goal will: eliminate low-value, unnecessary, and outdated policies and requirements issued by central management agencies like the Office of Management and Budget, the Office of Personnel Management, and the General Services Administration; develop a process to assess and minimize the burden of such guidance on Federal agencies; create incentives for Federal agencies to regularly review and streamline their own administrative requirements that impose burdens on their bureaus and programs; and reduce burden through tools like integrated IT and automation software... A Federal Government that shifts time, effort, and funding from burdensome requirements to high value work will:Guidanceimprove the return on investment of central-management guidance to Federal agencies_b2b458ba-54ce-11e8-aa0e-15495bf45d456.1[To_be_identified][To be determined]Compliancereduce compliance requirements for Federal agencies_b2b459be-54ce-11e8-aa0e-15495bf45d456.2[To_be_identified][To be determined]Legislative Reportingwork with Congress to eliminate outdated legislative reporting requirements for Federal agencies_b2b45aae-54ce-11e8-aa0e-15495bf45d456.3Congress[To_be_identified][To be determined]Costs & Compliancereduce unnecessary costs and compliance requirements within individual agencies_b2b45bbc-54ce-11e8-aa0e-15495bf45d456.4Federal Agencies[To_be_identified][To be determined]Category ManagementLeverage Common Contracts and Best Practices to Drive Savings and Efficiencies_b2b45cb6-54ce-11e8-aa0e-15495bf45d45CAP7John H. Gibson IIIGoal Leader -- Chief Management Officer, Department of DefenseLesley FieldGoal Leader -- Deputy Administrator for Federal Procurement Policy and Shared Services Policy Officer, Office of Management and BudgetFederal agencies will leverage common contracts, meaning that they share in contracts that get the best value for taxpayers, in order to buy common goods and services as an enterprise. This approach will eliminate redundancies, increase efficiency, and deliver more value and savings from Federal acquisition programs. By the end of FY 2020, the Government will achieve $18 billion in savings for taxpayers by applying category management principles -- or smart decision-making where agencies buy the same kinds of goods and services through best value contract solutions -- to 60% of common spend. In addition, the Government will reduce duplicative contracts by 50,000, potentially reducing administrative costs by hundreds of millions of dollars... Success means the Government will not only save taxpayer dollars but will improve mission outcomes. For example, this work will:Ammunition & Body Armorallow law enforcement personnel to ensure their safety through easy access to equipment such as ammunition and body armor_b2b45dba-54ce-11e8-aa0e-15495bf45d457.1Law Enforcement Personnel[To_be_identified][To be determined]Pharmaceuticalsallow medical professionals to save time and focus more on patients by ordering pharmaceuticals through electronic catalogues_b2b45ed2-54ce-11e8-aa0e-15495bf45d457.2Medical Professionals[To_be_identified][To be determined]ITallow agencies to more easily prioritize modernizing the Government's IT infrastructure, to include efforts such as buying standardized computers_b2b45fd6-54ce-11e8-aa0e-15495bf45d457.3[To_be_identified][To be determined]MetricsUse industry best practice metrics_b2b460e4-54ce-11e8-aa0e-15495bf45d457.4the goal will be evaluated using industry best practice metrics, including savings, spend through common contract solutions, reduction of duplicative contracts, small business utilization and training the workforce.[To_be_identified][To be determined]GrantsResults-Oriented Accountability for Grants_b2b46288-54ce-11e8-aa0e-15495bf45d45CAP8Grant RecipientsFederal AgenciesDouglas WebsterGoal Leader -- Chief Financial Officer, Department of EducationSheila ConleyGoal Leader -- Deputy Chief Financial Officer, Department of Health and Human ServicesFred NuttGoal Leader -- Senior Advisor, Office of Management and BudgetAgencies will be able to articulate clearly the goals of grant programs and the results of Federal investments. Recipients and agencies spend less time on administrative compliance and more effort is put into achieving and reporting program results... This goal will:Resultsrebalance compliance efforts with a focus on results for the American taxpayer_b2b463be-54ce-11e8-aa0e-15495bf45d458.1American Taxpayers[To_be_identified][To be determined]Data Collection & Reportingstandardize grant reporting data and improve data collection in ways that will increase efficiency, promote evaluation, reduce reporting burden, and benefit the American taxpayer_b2b464fe-54ce-11e8-aa0e-15495bf45d458.2[To_be_identified][To be determined]Metrics, Lessons & Practicesmeasure progress and share lessons learned and best practices to inform future efforts, and support innovation to achieve results._b2b46634-54ce-11e8-aa0e-15495bf45d458.3[To_be_identified][To be determined]PaymentsGet Payments Right_b2b4674c-54ce-11e8-aa0e-15495bf45d45CAP9StatesCarole BanksGoal Leader -- Deputy Chief Financial Officer, Department of the TreasuryJennifer MainGoal Leader -- Director of the Office of Financial Management and Chief Financial Officer, Centers for Medicare and Medicaid ServicesFred NuttGoal Leader -- Senior Advisor, Office of Management and BudgetThis goal will: reduce the amount of cash lost to the taxpayer through incorrect payments; clarify and streamline reporting and compliance requirements to focus on actions that make a difference; and partner with states to address improper payments in programs that they administer using Federal funds... The Federal Government will:Cashreduce the annual amount of cash lost to the taxpayer_b2b46882-54ce-11e8-aa0e-15495bf45d459.1[To_be_identified][To be determined]Burdenreduce burden on agencies to help focus their efforts strategically_b2b469d6-54ce-11e8-aa0e-15495bf45d459.2Federal Agencies[To_be_identified][To be determined]Statesincrease collaboration with states to further reduce cash lost_b2b46af8-54ce-11e8-aa0e-15495bf45d459.3States[To_be_identified][To be determined]IT SpendingImprove Outcomes Through Federal IT Spending Transparency_b2b46c1a-54ce-11e8-aa0e-15495bf45d45CAP10David ShiveGoal Leader -- Chief Information Officer, General Services AdministrationGerard BadorrekGoal Leader -- Chief Financial Officer, General Services AdministrationJason GrayGoal Leader -- Chief Information Officer, Department of EducationDouglas WebsterGoal Leader -- Chief Financial Officer, Department of EducationFred NuttGoal Leader -- Senior Advisor, Office of Management and BudgetSuzette KentGoal Leader -- Federal Chief Information Officer, Office of Management and BudgetThis goal will: improve business, financial, and acquisition outcomes; enable Federal executives to make data-driven decisions and analyze trade-offs between cost, quality, and value of IT investments; reduce agency burden for reporting IT budget, spend, and performance data by automating the use of authoritative data sources; and enable IT benchmarking across Federal Government agencies and with other public and private sector organizations... The TBM Framework will enable the Federal Government to: Operationsrun IT like a business_b2b46d78-54ce-11e8-aa0e-15495bf45d4510.1[To_be_identified][To be determined]Innovation & Transformationdrive innovation and business transformation_b2b46e9a-54ce-11e8-aa0e-15495bf45d4510.2[To_be_identified][To be determined]Servicesimprove services to citizens_b2b46fc6-54ce-11e8-aa0e-15495bf45d4510.3[To_be_identified][To be determined]Costadd cost transparency_b2b47110-54ce-11e8-aa0e-15495bf45d4510.4[To_be_identified][To be determined]Accountabilityincrease accountability to taxpayers_b2b4723c-54ce-11e8-aa0e-15495bf45d4510.5[To_be_identified][To be determined]AcquisitionsImprove Management of Major Acquisitions_b2b47368-54ce-11e8-aa0e-15495bf45d45CAP11Federal AgenciesAgencies and their contractors will successfully meet taxpayer expectations and performance goals on key transformational projects across the Government -- from upgrading hospitals to better meet veterans needs to integrating technology into conducting a modern and efficient census to achieving IT modernization needs for a 21st century Government.Federal ContractorsBarry BerkowitzGoal Leader -- Senior Procurement Executive Department of Commerce, Department of CommerceMathew BlumGoal Leader -- Associate Administrator Office of Federal Procurement Policy, Office of Management and BudgetEvery CFO Act agency will successfully achieve at least two transformational program goals over the coming year through well-managed major acquisitions supporting a transformative critical or high-risk mission priority..._b2b474bc-54ce-11e8-aa0e-15495bf45d45[To_be_identified][To be determined]InfrastructureModernize Infrastructure Permitting_b2b475e8-54ce-11e8-aa0e-15495bf45d45CAP12Mary NeumayrGoal Leaders -- Chief of Staff, Council on Environmental QualityAngela ColamariaGoal Leaders -- Acting Executive Director, Federal Permitting Improvement Steering CouncilDustin BrownGoal Leaders -- Deputy Assistant Director for Management, Office of Management & BudgetImproving the Federal environmental review and authorization process will enable infrastructure project sponsors to start construction sooner, create jobs earlier, and fix our Nation’s infrastructure faster while also ensuring that a project’s potential impacts on environmental and community resources are considered and managed throughout the planning process. Infrastructure investment strengthens our economic platform, makes America more competitive, creates millions of jobs, increases wages for American workers, and reduces the costs of goods and services for American families and consumers... This goal will:Environmental Reviewsreduce time and cost to complete environmental reviews and authorizations for new major infrastructure projects_b2b47714-54ce-11e8-aa0e-15495bf45d4512.1[To_be_identified][To be determined]Predictability & Transparencyincrease predictability and transparency for project investors and stakeholders_b2b47872-54ce-11e8-aa0e-15495bf45d4512.2[To_be_identified][To be determined]Timetables, Processes & Practicesimplement clear timetables, consistent processes to make decisions, and best practices_b2b479b2-54ce-11e8-aa0e-15495bf45d4512.3Federal Agencies[To_be_identified][To be determined]Dashboardtrack individual projects_b2b47ae8-54ce-11e8-aa0e-15495bf45d4512.4A public dashboard tracks individual projects at www.permits.performance.gov[To_be_identified][To be determined]Security ClearanceReform Security Clearance, Suitability, and Credentialing _b2b47c50-54ce-11e8-aa0e-15495bf45d45CAP13Federal WorkforceWhat Success Looks Like -- A Federal workforce that reliably protects Federal Government people, property, systems, and information through an enhanced risk management framework, which features: * Improved early detection, enabled by an informed, aware, and responsible Federal workforce; * Quality decisions, enabled by improved investigative and adjudicative capabilities; * Optimized government-wide capabilities through enterprise approaches; and * Strong partnership with Federal Insider Threat programs to identify, deter, and mitigate problems before they negatively impact the workforce or national security.Daniel CoatsGoal Leader -- Director of National Intelligence, Office of the Director of National IntelligenceJoseph KernanGoal Leader -- Under Secretary of Defense for Intelligence, Department of DefenseDr. Jeff T.H. PonGoal Leader -- Director, Office of Personnel ManagementMargaret WeichertGoal Leader -- Deputy Director of Management, Office of Management and BudgetThe Federal Government will advance this goal through four work streams:Responsibility & TrustInstill a sense of shared responsibility by enabling a trusted workforce through consistent reporting requirements, awareness, and strengthened partnerships with other mission areas and industry_b2b47d90-54ce-11e8-aa0e-15495bf45d4513.1Trusted workforce. [To_be_identified][To be determined]Policy & ProcessTransform the Government's approach at a fundamental level, revamping the policy framework and process to a more effective and efficient model that leverages the latest innovative technologies_b2b47ed0-54ce-11e8-aa0e-15495bf45d4513.2Modern clearance process.[To_be_identified][To be determined]ITRebuild the end-to-end information technology to accelerate the implementation of new policies and processes and to improve the cyber security posture of the enterprise_b2b48042-54ce-11e8-aa0e-15495bf45d4513.3Secure, modern, and mission-capable information technology. [To_be_identified][To be determined]Metrics, Research & InnovationUse outcome-based metrics, research and innovation, and an institutionalized Executive branch-wide model to continuously evaluate and improve policies and processes_b2b4818c-54ce-11e8-aa0e-15495bf45d4513.4Continuous performance improvement.[To_be_identified][To be determined]Technology TransferImprove Transfer of Federally-Funded Technologies from Lab-to-Market_b2b482d6-54ce-11e8-aa0e-15495bf45d45CAP14Federal AgenciesAgencies will develop and implement stakeholder-informed action plans which may include improved Federal practices and policies, regulatory reform, and legislative proposals; increase interactions with private sector experts; identify, share, and adopt best practices for technology transfer; and increase the transfer of federally funded innovations from lab to market.Private Sector ExpertsDepartment of CommerceLead AgencyOffice of Science and Technology PolicyLead AgencyThis goal will:Burdens & Investmentimprove the transition of federally funded innovations from the laboratory to the marketplace by reducing the administrative and regulatory burdens for technology transfer and increasing private sector investment in later-stage R&D_b2b48452-54ce-11e8-aa0e-15495bf45d4514.1[To_be_identified][To be determined]Partnerships & Mechanismsdevelop and implement more effective partnering models and technology transfer mechanisms for Federal agencies_b2b485a6-54ce-11e8-aa0e-15495bf45d4514.2[To_be_identified][To be determined]ROI & Impactsenhance the effectiveness of technology transfer by improving the methods for evaluating the ROI and economic and national security impacts of federally funded R&D, and using that information to focus efforts on approaches proven to work_b2b486f0-54ce-11e8-aa0e-15495bf45d4514.3[To_be_identified][To be determined]2018-05-11https://www.performance.gov/PMA/OwenAmburOwen.Ambur@verizon.net Submit error. 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This form provides an easy way to convert strategic plans into performance plans and reports by documenting stakeholder roles and performance indicators for each objective. Click the XML button at the bottom of the form and then save the file on your hard drive in plain XML format. Click the XML+XSL button to save it in a more attractive presentation format but you will also need to download and place the stylesheet in the same directory. When you have saved the file, you can either reimport it into this form for further editing or use any other XML editor. When you're ready to share it with others, post it on the Web. If you'd like to have it indexed in the StratML collection, send the URL to Owen Ambur.

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Plan Information

    Plan or Report Type: Strategic_Plan Strategic_Plan Performance_Plan Performance_Plan Performance_Report Performance_Report
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Organization Information

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Submitter Information

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Form last updated: Oct. 28, 2015