7. How should the results of performance measurement systems be incorporated into the federal budgeting process? Some argue connecting performance results and budgeting is too difficult and skews the purpose of collecting performance information in the first place, while others believe not connecting the budget process and performance data misses an important opportunity to make more informed decisions about allocating scarce resources. Yet another perspective is that the linkage of budget and performance data should be different for different programs and agencies. t t t t t
They should be completely separate There should be some connection They should be directly connected The connection should be determined on a case by case basis by the agency Other
8. What role OMB should play in performance management? OMB has too often been involved in micro-managing agency performance assessments. This approach reduces the ability of the agency to develop assessments that may better fit the agency’s needs for improving program performance. The relationship between OMB and agencies in developing and implementing performance assessments should be changed to put more emphasis on decision-making within the agencies. Too little involvement from a central entity, however, will lead to an uncoordinated, disjointed, and confusing performance system. The objective is to create a more collaborative interaction between agencies and OMB, rather than one in which OMB rates agency performance. t t t t t
Hands-on manager (determining benchmarks and effectiveness) Collaborator working with agencies on performance measures Coordinator to help distribute and share performance information No role in agency assessments Other
9. Strengthen the role of Performance Improvement Officers (PIO) by giving the PIOs more resources and influence so that they can drive change in their agencies. PIOs are caught between two bosses (agency heads and OMB) and are not formally given additional resources or tools to help meet their mandate of managing all performance activities at agencies; this problem is particularly acute for the majority of PIOs, who are career civil servants. PIOs should be given additional resources and influence to help them in coordinating performance management activities at agencies. t t t t t 10.
Low priority Low to medium priority Medium priority Medium to high priority High priority
Additional thoughts on question #9.
11. The role of the Performance Improvement Officer as an objective, somewhat independent, observer of performance should be strengthened. Performance Improvement Officers at some agencies have assumed the role of providing objective analysis of performance, including overseeing independent evaluations of programs or assessing programs against consistent, rigorous standards. This role as an honest broker, rather than as a service provider or program advocate, should be made clearer. t t t t t
Low priority Low to medium priority Medium priority Medium to high priority High priority
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