The document discusses performance budgeting at the sub-national level in the United States. It provides context on the fiscal relationship between federal, state, and local governments. States have significant autonomy but the federal government provides grants that comprise about a third of state spending and often have accountability requirements. The framework for performance budgeting and management at the federal level was established by the GPRA Modernization Act of 2010. Some unique challenges for performance budgeting at the sub-national level include the diversity of local governments and balancing compliance and innovation when relying on funding from multiple levels of government.
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
ASPA Presentation - Performance Budgeting at the State Level (3-2014)John Kamensky
Most State Governments Use Performance Budgeting (or Budgeting for Results). A Team of Researchers from American University Assess Progress and Provide Case Examples at a Panel at the annual national conference of the American Society for Public Administration, March 2014, in Washington, DC.
Financial Policy Making for Local GovernmentRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
ASPA Presentation - Performance Budgeting at the State Level (3-2014)John Kamensky
Most State Governments Use Performance Budgeting (or Budgeting for Results). A Team of Researchers from American University Assess Progress and Provide Case Examples at a Panel at the annual national conference of the American Society for Public Administration, March 2014, in Washington, DC.
Financial Policy Making for Local GovernmentRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Financial and Operating Plan - A Tool for Strategic Municipal Investment and ...Ravikant Joshi
This PPT delivered in a course organised by Administrative Staff College of India - Hyderabad explains Financial and Operating Plan and how to prepare it and used it as a tool for strategic municipal investment and financial planning
Indicators for Municipal Financial AnalysisRavikant Joshi
This PPT delivered to Students of Nirma University explains indicator as a tool of performance measurent and then provides various indicators useful for municipal financial analysis
Financing Operating Budget of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Evaluating Financial Condition of Local GovernmentsRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
As part of its mandate to provide nonpartisan analyses to the Congress, CBO produces baseline projections for the economy and the federal budget. Those projections are used in CBO’s cost estimates for proposed federal legislation and in CBO’s analytical reports. This presentation describes how CBO produces its baseline projections.
Presentation by Theresa Gullo, CBO’s Assistant Director for Budget Analysis, and John McClelland, CBO’s Assistant Director for Tax Analysis, at a joint seminar with the Congressional Research Service.
This PPT delivered in a Course on Fiscal Decentralization – Organised by World Bank Institute at Khartoum - Sudan from December 14-18, 2008 provides principles of revnue assignment from national governments to sub and sub-sub national governments
Financial Performance Indicators for Municipal BodiesRavikant Joshi
This PPT based on reserach report prepared for UN_HABIAT provides criteria, framework and financial performance indicators for assessing performance of municipal bodies.
Financing Capital Investment Planning (Capital Budget) of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Performance Budgeting in the USA by Scott Pattison OECD Governance
Presentation by Scott Pattison at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Aligning the centre and line ministries - Mark Bussow, United StatesOECD Governance
This presentation was made by Mark Bussow, United States, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Here are some financial reporting links to help you see the Financial status of the State of Vermont.
https://auditor.vermont.gov/about-us/strategic-plans-and-performance-reports
The State Budget Links:
https://auditor.vermont.gov/about-us/budget
Financial and Operating Plan - A Tool for Strategic Municipal Investment and ...Ravikant Joshi
This PPT delivered in a course organised by Administrative Staff College of India - Hyderabad explains Financial and Operating Plan and how to prepare it and used it as a tool for strategic municipal investment and financial planning
Indicators for Municipal Financial AnalysisRavikant Joshi
This PPT delivered to Students of Nirma University explains indicator as a tool of performance measurent and then provides various indicators useful for municipal financial analysis
Financing Operating Budget of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Evaluating Financial Condition of Local GovernmentsRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
As part of its mandate to provide nonpartisan analyses to the Congress, CBO produces baseline projections for the economy and the federal budget. Those projections are used in CBO’s cost estimates for proposed federal legislation and in CBO’s analytical reports. This presentation describes how CBO produces its baseline projections.
Presentation by Theresa Gullo, CBO’s Assistant Director for Budget Analysis, and John McClelland, CBO’s Assistant Director for Tax Analysis, at a joint seminar with the Congressional Research Service.
This PPT delivered in a Course on Fiscal Decentralization – Organised by World Bank Institute at Khartoum - Sudan from December 14-18, 2008 provides principles of revnue assignment from national governments to sub and sub-sub national governments
Financial Performance Indicators for Municipal BodiesRavikant Joshi
This PPT based on reserach report prepared for UN_HABIAT provides criteria, framework and financial performance indicators for assessing performance of municipal bodies.
Financing Capital Investment Planning (Capital Budget) of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Performance Budgeting in the USA by Scott Pattison OECD Governance
Presentation by Scott Pattison at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Aligning the centre and line ministries - Mark Bussow, United StatesOECD Governance
This presentation was made by Mark Bussow, United States, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Here are some financial reporting links to help you see the Financial status of the State of Vermont.
https://auditor.vermont.gov/about-us/strategic-plans-and-performance-reports
The State Budget Links:
https://auditor.vermont.gov/about-us/budget
Performance budgeting in the OECD: Highlights from the OECD 2011/2012 PB surv...OECD Governance
This presentation was made by Lisa Von Trapp, OECD, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
Implementing Strategic Reviews by Mark BussowOECD Governance
Presentation by Mark Bussow at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Lucas Metropolitan Housing Authority-Chief Financial Officer.PDKimberly Sallie
Lucas Metro Housing Authority, is looking for outstanding candidates for their next Chief Financial Officer. If interested, please send resume to Diane at Diane@gansgans.com.
The Congressional Budget Act of 1974 requires CBO to prepare cost estimates for legislation at certain points in the legislative process. CBO is also required to provide the Congress with annual reports on projected spending, revenues, and deficits under current law. This presentation highlights how CBO uses information from other agencies to prepare those cost estimates and baseline projections.
Presentation by Mark Hadley, CBO's Chief Operating Officer and General Counsel, at the 2nd NABO-OECD Annual Conference of Asian Parliamentary Budget Officials.
Convention multilatérale pour la mise en œuvre des mesures relatives aux conv...OECDtax
Cet instrument transposera les résultats du Projet sur l'érosion de la base d'imposition et le transfert de bénéfices (BEPS) dans plus de 2 000 conventions fiscales à l'échelle mondiale.
Multilateral instrument for BEPS tax treaty measures - Overview OECDtax
The Multilateral Convention to Implement Tax Treaty Related Measures to Prevent BEPS will implement minimum standards to counter treaty abuse and to improve dispute resolution mechanisms while providing flexibility to accommodate specific tax treaty policies. It will also allow governments to strengthen their tax treaties with other tax treaty measures developed in the OECD/G20 BEPS Project.
Version January 2023.
Learn more about the BEPS MLI: https://oe.cd/mli
Presentation: Economic impact assessment of the Two-Pillar Solution (January ...OECDtax
The OECD provided an update on its ongoing work to assess the economic impact of the Two-Pillar Solution to Address the Tax Challenges Arising from the Digitalisation of the Economy, including new estimates of the revenue impacts of implementing Pillar One and Pillar Two. These estimates are based on updated data and incorporate many recently agreed design features of Pillar One and Pillar Two, many of which have not been accounted for in other studies.
As the COVID-19 crisis continues to affect people's lives and force governments to take action, the international tax agenda remains highly relevant. Work has continued throughout the crisis on the pressing issue of reaching a multilateral, consensus-based solution to the tax challenges arising from the digitalisation of the economy, and in other areas of the OECD's tax agenda. With a number of recent and upcoming developments in the OECD's international tax agenda, experts from the OECD Centre for Tax Policy and Administration gave an update on our work.
Topics included:
- Update on G20
- Tax and digitalisation update on Pillar One and Pillar Two
- Tax policy
- COVID-19 response – tax treaties and transfer pricing
- BEPS implementation and tax transparency
- Tax and crime
Visit our website: http://oe.cd/taxtalks
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...beulahfernandes8
Role in Financial System
NBFCs are critical in bridging the financial inclusion gap.
They provide specialized financial services that cater to segments often neglected by traditional banks.
Economic Impact
NBFCs contribute significantly to India's GDP.
They support sectors like micro, small, and medium enterprises (MSMEs), housing finance, and personal loans.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Session Six: Performance Budgeting For Sub National Entities, China, Meeting 2019
1. SPECIAL SESSION ON CHINA
PERFORMANCE BUDGETING FOR SUB-NATIONAL ENTITIES
David Rowe
Deputy Assistant Director for Budget
U.S. Office of Management and Budget
2. Overview
• High-level overview of the fiscal relationship in the
United States.
• Performance budgeting framework at the Federal level.
• Some unique challenges at the sub-national level.
3. Fiscal Relationship Across Levels of Government
• Historically, US States have had a significant degree of fiscal
autonomy.
• 10th Amendment to the US Constitution: The powers not delegated to the
United States by the Constitution, nor prohibited by it to the States, are
reserved to the States respectively, or to the people.
• States have autonomy in how they organize themselves, and
in the structure their local governments.
• The Federal government provides and pays for:
• Explicitly defined national needs, like national defense and social
insurance.
• Formula and competitive grants to State and local governments.
• Federal Grant Programs:
• Comprise about a third of total State spending.
• Has steadily grown in the past few decades.
• Often have performance/accountability requirements tied to them.
4. Revenues by Source and State/Local Expenditures
Federal, State, and Local Government Revenues by Source, 2016
[Millions of Dollars]
Federal State Local
government government government
amount amount amount [1]
Revenue [2] 3,267,961 1,478,129 1,196,321
Taxes 3,267,961 922,856 676,593
Property 15,945 487,293
Sales and gross receipts 95,026 441,124 117,722
General sales 291,473 85,439
Selective sales/excise 95,026 149,652 32,284
Individual income 1,546,075 343,621 32,677
Corporate income 299,571 46,202 8,057
Motor vehicle license 25,566 1,935
Social insurance/retirement 1,115,065
Other taxes 212,224 50,397 28,908
Other revenue 534,115 503,747
Charges and misc. general revenue
328,894 472,893
Utility revenue 13,070 14,559
Liquor store revenue 8,089 1,422
Insurance trust revenue 205,221 14,873
[1] Duplicative intergovernmental transactions are excluded.
[2] Utility and liquor store revenues are excluded.
Federal Government Source:
OMB, Budget of the US Government FY 2020, Historical Tables, Table 2.1
State and Local Source:
Suggested Citation: State & Local Government Finance Data Query System.
http://slfdqs.taxpolicycenter.org/pages.cfm. The Urban Institute-Brookings Institution Tax Policy Center.
Data from U.S. Census Bureau, Annual Survey of State and Local Government Finances, Government
Finances, Volume 4, and Census of Governments (2016). Date of Access: (07-Aug-2019).
5. Grants to State and Local Governments: Funding
History
0
100
200
300
400
500
600
1940 1950 1960 1970 1980 1990 2000 2010 2017
BillionsofDollars*
Fiscal Year
*Constant FY 2009 Dollars
6. US Federal Performance Framework:
The Only Constant of Management Reform is…Change
1966 President Johnson’s “Planning, Programming, and Budgeting
System”
1968 President Nixon’s “Management by Objective”
1977 President Carter introduced “Zero-based Budgeting”
1981 Reagan’s Management “Reform 88”
1993 Reinventing Government Initiative and Government.
Performance and Results Act (GPRA)
2002 President’s Management Agenda Scorecard and Program
Assessment Rating Tool
2010 GPRA Modernization Act
7. GPRA Modernization Act of 2010
• The GPRA Modernization Act of 2010 established the current Federal
Performance Framework.
• The framework provides the foundation of routines and processes by
which various management functions and decision-support
capabilities can integrate into to improve agency performance and
program service delivery.
• The approach to delivering more effective and efficient Government
rests on the following proven management practices:
• Engaging leaders;
• Focusing on clear goals and data-driven performance reviews that
incorporate a broad range of qualitative and quantitative inputs and
evidence;
• Expanding Impact through strategic planning and strategic reviews;
• Strengthening agency management capabilities, capacity, collaboration
and integration, and;
• Communicating performance results and information effectively.
7
8. Hardwiring a Focus on Results and Implementation
GPRA Modernization Act of 2010:
1. Created transparent roles and responsibilities:
• Role for OMB, Agency Head, newly designated COO (usually Deputy), Performance
Improvement Officer, Goal Leaders
2. Aligned planning processes with election cycles:
• Revised strategic plans due within one year of new term beginning, rather than
every 3 years
3. Established the Performance Improvement Council:
• A formal body chaired by OMB and defined in law…PIOs from the 24 large federal
agencies – supports cross-agency collaboration and best practice sharing.
4. Requires progress reviews of Priority Goals at least once a quarter:
• reviews must be conducted by top agency leaders
• involve goal leaders and other contributors, and
• be used to identify at-risk goals and strategies to improve performance
5. Requires annual assessments of strategic objectives in Agency Strategic
Plans:
• Annual strategic review that assesses the effectiveness of programs and
implementation strategies towards achieving strategic goals and outcomes.
8
9. • Quarterly Performance Reporting on Central Site (Performance.Gov)
Goals Timing Performance
Reviews
Number
1. Federal Cross-
Agency Priority
(CAP) Goals
Every 4 years
(Current span 2018-
2022)
Quarterly reviews
by OMB
Director/PIC
14
2. Agency Priority
Goals (APGs)
Every 2 years
(Current span 2018-
2019)
Quarterly reviews
by agency COO/PIO
86
3. Strategic Goals
and Objectives
Every 4 years
(Current span 2018-
2022)
Annual strategic
reviews
by agencies and
OMB
~ 300
Policy Framework for the GPRA Modernization Act
9
10. How Effective is the Performance Framework?
A rigorous performance framework, and requirements to
integrate budgeting and performance, do not necessarily
mean budget decisions are driven by that framework.
• What information are policymakers using to make budget
decisions?
• What information is the legislative branch using to make budget
decisions?
• What other factors are driving budget decisions (size/role of
government, policy preferences, optics, incremental changes,
negotiation tactics, etc.)?
• Is their buy-in from leadership?
• How are the requirements met (compliance vs. driving the
conversation)?
11. How Effective is the Performance Framework? ‘cont
• It is important to look not just at the process that has
been created, and examine how or whether it is
changing decision-making and behavior.
• It is difficult to mandate buy-in or changes in behavior.
• Account for the perspective of a diverse set of
stakeholders.
12. Performance Budgeting: Challenges at the Local Level
• Diversity in size and scope of sub-national governments
makes implementation challenging.
• Mix of Federal, State and Local funding makes
performance management difficult.
• Compliance requirements from upper levels can crowd out
innovation.
• Easier to innovate/experiment with local dollars.
• Striking the right balance between data-based and
value-based decision-making.
12
18. Senior agency leaders typically focused on policy,
communications, budget, legislation —not delivery
of results
To achieve the Administration’s goals,
we need leaders to focus on driving results through
improved implementation
18
1. Why Agency Priority Goals (APGs)?
19. Agency Priority Goal Policy Overview
Engage Agency
Heads
Identify Goal
Leaders
Action Plans Quarterly
Data-Driven
Performance
Reviews
Public Updates on
website
19
-Senior Goal
Leader
-Deputy Goal
Leader
-Quarterly
Targets
-Quarterly
Milestones
-Agency Reviews
-OMB Reviews
based on
Quarterly
Progress Update
& Data
-Progress on
Priority Goals
Reported on
website
-2 to 8 set by
agency heads
-Ambitious
-Meaningful
-Measurable
-Within Current
Budget, Legislative
authorities
-Identify
problems
-Strategy
-Measures
-Milestones
-Contributing
Programs
-Management
Review
Processes
20. 2. Why Cross-Agency Priority (CAP) Goals?
Ingredients Outcomes
Right Goal Faster Decisions
Senior Level Attention Better Decisions
Engaged Goal Team Barriers Removed
Clear Focus Increased Coordination
Defined Delivery
Chain
Increased Accountability
More Visibility
• Tool to address the longstanding challenge of tackling
horizontal problems across vertical organizational silos.
• We have existing inter-agency processes for budget,
legislation, and policy decisions, but lack mechanisms for
coordinating implementation activities across multiple
agencies
20
21. What are CAP Goals?
• Presidential priorities which are long-term in nature. Set one year after a new term begins.
We currently are in our second round of CAP goals with a 4-year time horizon.
• The Administration leverages CAP Goals to coordinate and publicly track implementation of
the President’s Management Agenda across Federal agencies.
How we implement and hold people accountable.
• Establish Co-Goal Leaders and Deputy Goal Leaders from both EOP and Agencies
• Develop action plans with metrics, quarterly milestones, governance structures and
contributing programs
• Goal Leaders responsible for reviewing progress regularly with contributing programs.
reviews progress quarterly with monthly deep dives; public updates reported each quarter
performance.gov to increase accountability
Established additional capacity for cross-agency work.
• Realized lack of capacity was major risk to long-term success.
• $15 million fund to support cross-agency activities for CAP Goals; 2) White House
Leadership Development Program which details 10-15 top performers (GS-15, SES
candidates) to support CAP goals for one-year rotations.
CAP Goal Overview
21
22. Learning
• Lessons learned - what happened and why
• Research and improved understanding
• Exploration and innovation
Improvement Actions
• Changes to strategy and tactics
• Operational improvements, administrative reforms
• Budget and legislative proposals
22
3. Why Strategic Reviews?
After the passage of the GPRA Modernization Act, which aligned agency strategic plans to Administration transitions, OMB
established annual Strategic Reviews. These reviews are an annual assessment which synthesizes broad sources of evidence to
inform budget, legislative, and management decisions, and are primary management policy for budget/performance integration.
• The Strategic Reviews are also how OMB Implements ERM, recognizing the importance of agencies to better manage risks to goal
achievement.
23. 3. Why Strategic Reviews?
Strategic Reviews are:
• Annual assessments that synthesize available performance information and
evidence to inform budget, legislative, and management decision.
• Conducted by agencies for each “Strategic Objective” in an agency Strategic
Plan, with OMB review.
Strategic Reviews:
• Help meet the needs of leadership in identifying opportunities for reform
proposals, executive actions, communications opportunities, etc.
• Synthesize a broad evidence and information base (indicators, evaluations, risk
management, partner contributions, external factors, research, etc.) and
prioritize findings for decision-making.
• Make meaningful distinctions in performance, such as identifying areas of
noteworthy progress and significant challenges.
• Incentivize organizations to develop a culture focused on learning and
improving performance.
• Enable OMB and agencies meet GPRAMA’s “Unmet Goals” provision and the
escalating reporting requirements for the Director of OMB to submit
recommendations to Congress on actions to improve performance (Section
1116f).
OMB Role:
• Discuss appropriate review framework and methodology
• Review agency findings and supporting information with focus on systematic
identification of need for strategic revisions and risk mitigation
• Ensure alignment between Administration policy and resource requests in
President’s Budget; provide early guidance on budget development where
appropriate
23
24. 3. Strategic Review Process & Timeline
24
Agency
Methodology
Developed
Agency
Conducts
Review
OMB
Engagement
Agency
Submission
Publication
• Annual
Performance
Report includes
findings and
Performance
Plan proposes
improvement
actions
• President’s
Budget reflects
key proposals
• Agencies
provide OMB a
“summary of
findings” from
their review for
deliberation
• OMB provides
feedback and
priorities for
policy and
budget
development
• Agencies
assess each
objective
• Agency leaders
determine
proposed
changes to
operations or
budget and
legislative
proposals
• Agencies
develop a
method to
assess progress
• OMB reviews
method
• Agency budget
and
performance
submissions
incorporate
findings and
OMB feedback
Winter Spring May Sept. Feb.
The “strategic review”
26. 26
FY 2020 Budget by Strategic Objective*
Dollars in millions Actual Enacted Requested Outyear
Strategic Objective FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Discover
1.1: Understand the Sun, Earth, solar
system, and universe.
6,211.5 6,291.9 6,303.7 6,319.0 6,319.0 5,846.5 5,815.0
1.2: Understand responses of physical and
biological systems to spaceflight.
375.4 360.8 352.7 368.7 360.7 345.1 332.6
Explore
2.1: Lay the foundation for America to
maintain a constant human presence in
low Earth orbit enabled by a commercial
market.
2,027.9 2,155.0 2,104.4 2,146.7 2,194.4 2,144.3 2,122.6
2.2: Conduct exploration in deep space,
including to the surface of the Moon.
4,790.0 4,698.8 5,021.7 5,295.5 5,481.4 6,639.0 7,042.3
Develop
3.1: Develop and transfer revolutionary
technologies to enable exploration
capabilities for NASA and the Nation.
760.0 760.0 1.014.3 976.1 995.4 964.4 943.1
3.2: Transform aviation through
revolutionary technology research,
development, and transfer.
690.0 685.0 666.9 673.6 680.3 587.1 587.0
3.3: Inspire and engage the public in
aeronautics, space, and science.
108.4 118.1 8.3 8.3 8.3 8.3 8.3
Enable
4.1: Engage in partnership strategies. 69.8 84.2 86.7 86.0 85.4 84.8 84.3
4.2: Enable space access and services. 2,345.8 2,108.4 1,828.6 1,854.1 1,814.5 1,746.2 1,727.2
4.3: Assure safety and mission success. 175.7 175.1 192.0 192.0 194.2 186.2 186.2
4.4: Manage human capital. 38.4 68.5 69.2 68.6 68.8 67.8 67.4
4.5: Ensure enterprise protection. 390.2 350.2 388.1 385.9 370.6 374.5 362.1
4.6: Sustain infrastructure capabilities and
operations.
2,714.1 2,452.0 2,940.7 2,812.6 2,826.1 2,618.8 2,551.1
*FY 2020 budget released in NASA’s FY 2020 Volume of Integrated Performance in March 2019. Budget does not include the $1.6 billion budget amendment
approved in May 2019 or the FY 2020 budget for the Office of Inspector General.
27. 27
Summary of Performance
Lead
Office(s)
Strategic
Objective
2019 Strategic Review
Assessment
FY 2019 PGs FY 2019 APIs
Green Yellow* Red* Green Yellow* Red*
StrategicGoal1
SMD 1.1 Satisfactory Performance 23 0 1 39 3 1
HEOMD 1.2 Noteworthy Progress 1 0 0 5 0 0
Strategic Goal 1 Total 25 48
Strategic Goal 1 Total by Rating 24 0 1 44 3 1
Strategic Goal 1 % of Total by Rating 96% 0% 4% 92% 6% 2%
StrategicGoal2
HEOMD 2.1 Noteworthy Progress 3 0 0 7 1 0
HEOMD 2.2 Focus Area for Improvement 2 2 0 3 4 1
Strategic Goal 2 Total 7 16
Strategic Goal 2 Total by Rating 5 2 0 10 5 1
Strategic Goal 2 % of Total by Rating 71% 29% 0% 63% 31% 6%
StrategicGoal3
STMD 3.1 Satisfactory Performance 4 0 0 7 0 0
ARMD 3.2 Satisfactory Performance 5 1 0 9 1 0
MSD/OCOM 3.3 Satisfactory Performance 5 0 0 10 0 0
Strategic Goal 3 Total 15 27
Strategic Goal 3 Total by Rating 14 1 0 26 1 0
Strategic Goal 3 % of Total by Rating 93% 7% 0% 96% 4% 0%
StrategicGoal4
MSD 4.1 Satisfactory Performance 3 0 0 6 0 0
HEOMD 4.2 Satisfactory Performance 7 1 0 8 1 0
Tech. Auth. 4.3 Focus Area for Improvement 2 0 0 8 0 0
MSD/OCHMO 4.4 Noteworthy Performance 2 0 0 5 0 0
PAEP/OCIO 4.5 Satisfactory Performance 1 2 0 3 2 0
MSD 4.6 Focus Area for Improvement 3 0 0 5 0 0
Strategic Goal 4 Total Measures 21 38
Strategic Goal 4 Total by Rating 18 3 0 35 3 0
Strategic Goal 4 % of Total by Rating 86% 14% 0% 92% 8% 0%
NASA Total Number by Rating 61 6 1 114 13 2
NASA Total Measures 68 Performance Goals 129 Annual Performance Indicators
NASA % of Total by Rating 90% 9% 1% 88% 10% 2%
Green = Achieved or on target, Yellow = Slightly below target or behind schedule, Red = Significantly below target or behind schedule
NASA’s 2019 Strategic Review and FY 2018 Performance Goals (PGs) and Annual Performance Indicators (APIs)
See the FY 2020 Volume of Integrated Performance for more information on all of NASA’s FY 2018 PGs and APIs.
28. SR Process
Chief Financial Officer/PA&E 28
DHS Annual Performance Report (APR)
DPIO in consultation with the PIO
and Chief Operating Officer
HQ SMEs
Theme – Border
Operations
Mission Program
– Border Security
Operations
CBP
Integrated
Operations
CBP
SME
Assessment Lead -
SES Level
OMB Review and Finalization
Assessment
Team
Assessment
Lead
Headquarters
Review Team
Senior
Leadership
Who
OMB
Leads team
– produce
deliverables
Review
results and
brief
leadership
Review
results
What
Conduct
Assessment
Finalize
results
SME SME SME
Mission Program
– Maritime Law
Enforcement
USCG
SME SME
29. Progress Ratings in FY19
With Mission Program (PPA) Funding
Chief Financial Officer/PA&E 29Funding is FY18 Enacted Budget from the FYHSP System –
does not include the Disaster Relief Fund dollars
30. Progress Rating Trends by Theme
Chief Financial Officer/PA&E 30
Historical Review Ratings
Theme FY15 FY16 FY17 FY18 FY19
Border Operations
Transnational Organized Crime
Immigration Enforcement
Transportation Security
Critical Infrastructure
Federal Network Security
Leaders, National Security Events, and Financial Systems
Man-Made or Natural Incident Preparedness
Man-Made or Natural Incident Response
Man-Made or Natural Incident Investments
Trade and Travel
Immigration Benefits
Waterways and Maritime Resources
Intelligence and Information Sharing
Noteworthy Progress
Satisfactory progress
Focus Area
Not Applicable
31. Goal 2. Objective 3: Reduce the impact of mental and substance use
disorders through prevention, early intervention, treatment, and recovery
support
31Draft Pre-decisional Not for Distribution
Key Performance Indicators FY 18 Outcomes
Increase the number of substance abuse treatment admissions
with Medication-Assisted Treatment planned as part of Opioid
Use Disorder Treatment
Target: 200,000
Result: Pending
Reduce the age-adjusted annual rate of overdose deaths
involving prescription opioids per 100,000 population among
states funded through Prescription Drug Overdose Prevention
for States program
Target: 11.8
Result: Pending
Increase the availability of electronic clinical decision support
tools related to safe pain management and opioid prescribing
Target: 1 new tool
Result: 1 new tool
(Met)
By 2020, evaluate the efficacy of new or refined interventions
to treat opioid use disorders
Target: 1 study
Result: 1 study (Met)
Increase the percentage of youth ages 12-17 who experienced
major depressive episodes with severe impairment in the past
year receiving treatment for depression
Target: 48%
Result: Pending
Increase the percentage of adults with Serious Mental Illness
receiving mental health services
Target: 67%
Result: Pending
FY 18 Progress Categorization
Progressing
Key Risks and Challenges
• RP: Program Implementation - medium risk
and medium priority.
• IG: Preventing and Treating Opioid Misuse
• IG: Protecting the Health and Safety of
Vulnerable Populations
Next Steps
• OA: Oversee efforts to increase substance use provider capacity, by providing an
enhanced Medicaid match rate for select states.
• LP: Proposal to prevent abusive prescribing by establishing HHS reciprocity with the
Drug Enforcement Administration to terminate provider prescribing authority.
• OA,FP: Increase funding for Assertive Community Treatment services.
• OA,FP: Increase funding for Behavioral Health Treatment Court Collaborative grants.
Key Evidence
• Developed five part strategy to tackle the
epidemic of opioid abuse.
• State Targeted Response to the Opioid Crisis
Grant Program grants increased access to
prevention, treatment, and recovery activities
to reduce overdose-related deaths.
• Addressed substance abuse through Rural
Communities Opioid Response, National
Health Service Corps, Behavioral Health
Workforce, and Health Centers Programs.
• Evaluation of criminal and juvenile justice
programs reported mental health issues
declined by 20% in the first six months of the
program; alcohol and other drug use declined
by 60%; and employment rates increased
from 36% to 45%.
• Awarded seven new grants for Assertive
Community Treatment services to reduce
hospitalization, homelessness, and
involvement in the criminal justice system for
individuals with serious mental illness while
improving health and social outcomes.
34. References
Enacted Legislation
• Pub. L. No. 103-62: The
Government Performance
and Results Act (GPRA).
• Pub. L. No. 111-352: The
GPRA Modernization Act of
2010.
• Pub. L. No. 114-264: The
Program Management and
Improvement Accountability
Act (PMIAA).
• Pub. L. No. 115-435: The
Foundations for Evidence-
Based Policymaking Act of
2018.
Policy Guidance / Resources
• OMB Circular No. A-11,
Part 6: The Federal
Performance Framework
for Improving Program
and Service Delivery.
• OMB Circular No. A-123:
Management’s
Responsibility for
Enterprise Risk
Management and
Internal Control.
34