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GPRA Modernization Act_ High Level Timeline

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Malena Brookshire, MPA, CGFM, PMPPresented November 4th, 2014
Advances in Aligning Performance Data and Budget Information:Moving Beyond Simple Metric Tracking and Position Management
Introduction
GPRA Modernization Act OverviewThe Trend Toward Evidence-based Budget RequestsTraditional Performance ManagementIntegrated Performance ManagementApplying Integrated Performance Management
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GPRA Modernization Act: Overview
In January 2011, President Obama signed into law the Government Efficiency, Effectiveness, and Performance Improvement Act of 2010 (GPRA Modernization Act of 2010) updating the nearly 20-year-old Government Performance and Results Act of 1993 (GPRA)The Act creates a more defined performance framework by establishing a governance structure and by better connecting agency strategic plans, programs, and performance informationThe Act requires more frequent agency performance reporting and reviews intended to increase the use of performance information in program and resource decision-makingThe Act encourages the use of explicit performance data to implement programs, and encourages agencies to be more results oriented
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GPRA Modernization Act: Overview
Specific elements of the Act include:Codification of existing governance framework, creating (1) agency Chief Operating Officers and Performance Improvement Officers, (2) a government-wide Performance Improvement Council, and (3) a government-wide performance websiteRevised agency strategic planning requirementsRevised agency performance planning and quarterly reporting requirementsNew requirements to designate cross-cutting federal priority goals and agency-level priority goalsNew requirements for quarterly reviews and reporting of governmentwide and agency-level priority goals.
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GPRA Modernization Act: Overview
The Act aims to achieve four main objectives:Effectivegovernment achieveswhatit setsout toaccomplishEfficient and productivegovernment finds the mostcost-effective ways toachieve outcomesOpen and transparent governmentengages the publicFair, equitable, and honestgovernment
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Evidence-based Budgeting
Traditional approaches:Usingrigorous evaluations of programs' performance as part of the budget-setting process.Payfor success"model, where federalfunding is provided to a program only after the program shows results.
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Evidence-based Budgeting
Current bestpractices:Lessabout the use of evidence in backing up budget requests than it is about agenciesusingresources, even in tight budget times, to gather evidence aboutprogramsNew and less expensive methods for gathering evidence have been developed in recent years, and in many cases, agencies are already gathering some of the needed data for their internal performance improvementinitiatives
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Traditional Performance Management Process
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Strategic Planning
Performance Measurement
Organizations identify mission and visionOrganizations identifystrategic objectives and priorities
Organizations design performance metrics and indicators to measure progress in achieving objectives
Traditional Performance Management Process
PitfallsNarrowly focused on collecting and reporting performance dataUsing data only to justify increases/decreases in resource allocationDefine strategies then move on to measuring performanceLinear
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Integrated Performance Management Process
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Program management
Program project deliverables need to be aligned with prioritiesProjects identified should be aligned with available resources
Assess risk in relation to all performance driversNot focused solely on financial and budgetary risks
Program project deliverables need to be aligned with prioritiesReporting is available to both internal and external stakeholders
Continuous inflow of financial and budget data to ensure resource are properly allocatedResources should be spent on those priorities that matter the most
Integrated Performance Management Process
BenefitsProject deliverables can be prioritized based on strategic needMonitoring risk in relation to all performance and management drivers allows better identification of key performance driversMore immediate updates to budgets andforecastsPerformance successes and challenges are more easily identified when taking a continuous assessment of all drivers
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Applying Integrated Performance Management
Budget Analysts and Program & Management AnalystsThe SEC’s Office of Financial Management Planning, Performance, and Budget Formulation Branch (PPBF) specializes in agency-wide strategic planning; reporting, analyzing, and monitoring agency-wide performance goals; evaluating the effectiveness of SEC programs; and resource allocation through budget formulation.PPBFanalysts help the agency and the Commission establish strategic goals and outcomes used to, among other things, develop agency-wide strategic plans, make budget decisions, and set targets for program performance.PPBF analysts also collaborate with other government agencies through various inter-agency groups and organizations, and communicate performance improvements to the Chairman, Commissioners, executive management and the public.
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Applying Integrated Performance Management
Planning, Performance, and Budget Formulation Governance StructureThe SEC’s Office of Financial Management Planning, Performance, and Budget Formulation Branch (PPBF) is part of the Chief Financial Officer’s Organization, which reports to the Chief Operating OfficerPPBF analysts work closely with Budget Execution staff to share budget information
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Applying Integrated Performance Management
Performance Planning & Management and Budget Formulation at the SECThrough various program initiatives, the SEC strives to achieve its mission by meeting performance targets and properly allocating resources62 strategic initiatives, 35 performance goals, and 22 performanceindicators are identified in the FY 2014-2018 Strategic PlanFor each performance measure, analysts review actual performance level achieved, analyze performance results, and, when applicable, assist program offices with developing plans for improving performance data collectionFor each program, analysts review FTE levels and funding in relation to various output and operational metrics
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Applying Integrated PerformanceManagement: Examples
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Program management
Annual Budget Meetings with each agency organizationProjects identified at the strategic initiative level by subject matter experts during the strategic planning process
Close coordination and regular meetings help with the Office of Risk Management teamFormal process followed by agency executives to report the procedures by which performance data is collected and calculatedClose review of internal and external environment during the strategic planning process and again every two years
Quarterly strategic reviews conducted at the Chair-level of the agencyRegular monitoring of progress toward achieving strategic objectives
Quarterly review of financial inputs and spending of major programsMost current data is used when doing budget formulation forecasting
Applying Integrated Performance Management
Success Factors and Lessons LearnedBudgetformulation is the iterative process by which all these resources are identified, prioritized, requested andallocatedPolitical influences and environmentMake resource tradeoffs between competing needs
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Questions?
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GPRA Modernization Act_ High Level Timeline