Hire Diverse, Qualified Employees: Attract and hire the most qualified employees, who
reflect the diversity of our country, in the right roles across the federal government.

Engage and Support Employees: Make every federal job a good job, where all
employees are engaged, supported, heard, and empowered, with opportunities to learn,
grow, join a union, and have an effective voice in their workplaces through their union,
and thrive throughout their careers.

Shape the Future of Work: Reimagine and build a roadmap to the future of federal
work informed by the lessons from the pandemic and nationwide workforce and
workplace trends.

Improve High Impact Federal Services: Improve the service design, digital products,
and customer experience management of federal high-impact service providers by
reducing customer burden, addressing inequities, and streamlining processes.

Support Key Life Experiences: Design, build, and manage government service
delivery for key life experiences that cut across federal agencies.

Improve the Federal Acquisition System: Foster lasting improvements in the federal
acquisition system to strengthen the U.S. domestic manufacturing base, support
American workers, lead by example toward sustainable climate solutions, and create
opportunities for underserved communities.

Strengthen Federal Financial Management: Build capacity in federal financial
management, including through federal financial assistance, to catalyze American
Industrial strategy, address climate-related risks, and deliver equitable results.

GAO‑23‑106354: Government Performance Management: Actions Needed to Improve Transparency of Cross-Agency Priority Goals (Apr. 2023)

1.      The Director of the Office of Management and Budget (OMB) should ensure consistent quarterly public reporting of progress achieved toward implementing the current set of cross-agency priority (CAP) goals throughout the 2022-2026 goal period.

Implemented. OMB consistently published quarterly public reports of CAP goal progress on Performance.gov from April 2023 through April 2024.

2.      The Director of OMB should develop guidance to ensure that the progress toward implementing the most recent CAP goals is publicly reported at the end of each 4-year goal period.

Implemented. In December 2024, the Federal Agency Performance Act of 2024 was enacted. It requires OMB to report on the CAP goals at the end of the CAP goal period. According to the act, CAP goals are to include plans for the successful achievement of each goal within each single presidential term. We consider the recommendation implemented based on this new requirement.

GAO‑18‑609SP: Managing for Results: Government-wide Actions Needed to Improve Agencies’ Use of Performance Information in Decision Making (Sept. 2018)

3.      The Director of OMB should direct the leaders of the Leveraging Data as a Strategic Asset CAP goal to ensure future updates to the action plan, and the resulting federal data strategy, and provide additional details on improving the use of data, including performance information, more extensively within federal agencies. The action plan should identify performance goals; contributing agencies, organizations, programs, and other activities; those responsible for leading implementation within these contributors; planned actions; time frames; and means to assess progress.

Implemented. As of January 2021, OMB and the leaders of the Leveraging Data as a Strategic Asset CAP Goal took action to address this recommendation. For example, the July 2020 CAP goal action plan identified three underlying goals (i.e., performance goals) the federal government seeks to achieve by 2030, including one to “promote efficient and appropriate data use.” It further identified 20 different actions agencies were to take in 2020 to show progress towards those goals. The Federal Data Strategy 2020 Action Plan provided further details for each of those 20 actions, including related performance measures and targets, milestones, and responsible parties. Finally, as of January 2021, agencies’ progress towards implementing each of the actions and related targets and milestones was publicly reported on a web-based dashboard. Taken together, these details provide greater assurance that the executive branch’s plans to improve data-driven decision-making can be achieved.

GAO‑17‑775: Managing for Results: Further Progress Made in Implementing the GPRA Modernization Act, but Additional Actions Needed to Address Pressing Governance Challenges (Sept. 2017)

4.      The Director of OMB should update Performance.gov to explain that quarterly reporting on the fiscal year (FY) 2014 through 2017 CAP goals and FY 2016 and 2017 agency priority goals (APG) was suspended, and provide the location of final progress updates for these goals.

Implemented. In December 2018, OMB updated Performance.gov to provide information to the website’s visitors on where they could find performance information from previous years.

5.      The Director of OMB should consider—as OMB determines its strategy for resumed implementation of the federal program inventory—using a systematic approach, such as the information architecture framework, to help ensure that Government Performance and Results Modernization Act of 2010 (GPRAMA) requirements and our past recommendations for the inventory are addressed.

Implemented. In January 2021, Congress amended and expanded requirements for the federal program inventory as part of the William M. (Mac) Thornberry National Defense Authorization Act for Fiscal Year 2021. OMB described how it considered and incorporated our information architecture framework into two separate efforts to test and implement a federal program inventory.

6.      The Director of OMB should work with the Performance Improvement Council (PIC) to identify and share among agencies practices for expanding the use of data-driven performance reviews beyond APGs, such as for other performance goals and at lower levels within agencies, that have led to performance improvements.

Implemented. Following our September 2017 report, OMB and the PIC encouraged agencies to expand their use of data-driven reviews beyond APGs in guidance provided through Circular No. A-11 and the Goal Playbook, respectively. In April 2021, OMB staff told us that the Goal Playbook was the primary resource and guide for illustrating principles, best practices, and case study examples for agencies covering the entirety of the goal cycle. One of the Goal Playbook’s best practices is to hold data-driven reviews on a regular basis, and it provides agencies with resources about conducting them.

GAO‑17‑616: Federal Reports: OMB and Agencies Should More Fully Implement the Process to Streamline Reporting Requirements (July 2017)

7.      The Director of OMB should submit or reference agencies’ report modification proposals in the President’s annual budget as required by GPRAMA.

Implemented. In February 2018, OMB released the President’s FY 2019 budget which referenced agencies’ 2018 report modification proposals, which detail agency reports to be eliminated or modified. The reference in the FY 2019 budget includes a web-link providing access to agencies’ report modification proposals on Performance.gov.

8.      The Director of OMB should ensure email instructions and other correspondence to agencies align with GPRAMA and A-11 requirements regarding the identification and elimination of unnecessary plans and reports. Specifically, OMB’s email instructions to agencies should request that agencies annually compile a list of all plans and reports they produce for Congress, analyze the list to identify those that are outdated or duplicative, consult and document relevant interactions with congressional committees, and provide a total count of plans and reports and their list of outdated and duplicative reports to OMB.

Implemented. In August 2017, OMB provided us with the email instruction it sent to agencies when identifying reports for modification or elimination. The instructions in the email to agencies aligned with GPRAMA and A-11 guidance, and specifically requested that agencies compile a list of all plans and reports they produce for Congress, analyze the list to identify those that are outdated or duplicative, consult and document relevant interactions with congressional committees, and provide a total count of plans and reports and their list of outdated and duplicative reports to OMB.

GAO‑16‑693: Performance.gov: Long-Term Strategy Needed to Improve Website Usability (Aug. 2016)

9.      The Director of OMB, in consultation with the PIC and the General Services Administration (GSA), should analyze and, where appropriate, implement usability test results to improve Performance.gov.

Implemented. In February 2018, OMB and GSA launched an updated version of Performance.gov, with plans to continue making enhancements to the site over time. In a March 2018 report, GSA staff described the results of their efforts to interview and test new Performance.gov prototypes with different user groups. Since then, OMB and GSA staff have updated Performance.gov to address this user feedback. In December 2019, OMB and GSA added new features that allow users to access interactive dashboards with enhanced data visualizations, and download the underlying data.

10.   The Director of OMB, in consultation with the PIC and GSA, should develop a strategic plan for the future of Performance.gov. Among other things, this plan should include: (A) the goals, objectives, and resources needed to consistently meet Digitalgov.gov and GPRAMA requirements; (B) a customer outreach plan that considers how (1) OMB informs users of changes in Performance.gov, (2) OMB uses social media as a method of communication, and (3) users access Performance.gov so that OMB could, as appropriate, deploy mobile applications to communicate effectively; and (C) a strategy to manage and archive the content and data on Performance.gov in accordance with National Archives and Records Administration guidance.

Implemented. In March 2019, OMB staff shared a strategy that outlines three objectives for the website for Performance.gov and that identifies the resources needed to support the website and achieve the objectives. The strategy also outlines OMB’s plans to use social media platforms and more user-friendly web page designs to provide users with regular updates on content available through Performance.gov. It further describes how OMB will use analytics and user testing to collect insights into how users access and navigate through the website. Lastly, the strategy describes plans for archiving content.

GAO‑16‑510: Managing for Results: Agencies Need to Fully Identify and Report Major Management Challenges and Actions to Resolve them in their Agency Performance Plans (June 2016)

11.   The Director of OMB should revise relevant guidance to align with GPRAMA and require agencies to describe their major management challenges and identify performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving each of the challenges in their annual performance plans. The guidance should also address how to report in the event that the agency determines it does not have major management challenges.

Implemented. In revised A-11 guidance issued in July 2016, OMB clarified what information and in which document major management challenges should be reported. In addition, the guidance addresses how and where agencies are to report in the event that they do not have major management challenges.

GAO‑16‑509: Managing for Results: OMB Improved Implementation of Cross-Agency Priority Goals, But Could Be More Transparent About Measuring Progress (May 2016)

12.   The Director of OMB should, working with the PIC, report on Performance.gov the actions that CAP goal teams are taking, or plan to take, to develop performance measures and quarterly targets.

Implemented. In March 2018, OMB released the President’s Management Agenda, which identified the administration’s set of CAP goals, required under GPRAMA. In March 2019, OMB staff told us that, in response to our recommendation, OMB and the PIC worked with CAP goal teams to develop new performance measures and quarterly targets for their goals. OMB and the PIC also worked with agencies in certain crosscutting areas (including Federal Assistance to Small Business, Innovation, and Improving the Customer Experience) to improve reporting on their goals and measures, and leveraged the GSA’s IT systems to create dashboards with key performance indicators on the Performance.gov pages for CAP goals as needed.

GAO‑15‑788: Managing for Results: Greater Transparency Needed in Public Reporting on the Quality of Performance Information for Selected Agencies’ Priority Goals (Sept. 2015)

13.   The Director of OMB, working with the PIC Executive Director, should identify practices participating agencies can use to improve their public reporting in their performance plans and reports of how they are ensuring the quality of performance information used to measure progress toward APGs.

Implemented. In February 2016, the PIC Executive Director directed Performance Improvement Officers and their deputies to complete a self-assessment of their agencies’ data quality policies and procedures to ensure these were consistent with OMB guidance. PIC staff summarized the agencies’ self-assessments at the March 2016 meeting, identifying aspects of data quality in which agencies had generally rated their performance highest, and other aspects of data quality in which agencies had rated their performance lowest.

14.   The Director of OMB, working with the PIC Executive Director, should identify additional changes that need to be made in OMB’s guidance to agencies related to ensuring the quality of performance information for APGs on Performance.gov.

Implemented. In July 2018, OMB staff shared with us a reporting template for Performance.gov for the FY 2018 and 2019 APGs. This template allows agencies to provide information on data accuracy and reliability for individual APGs and agencies may provide hyperlinks to more detailed data quality discussions published in their annual performance plans and reports.

GAO‑15‑83: Government Efficiency and Effectiveness: Inconsistent Definitions and Information Limit the Usefulness of Federal Program Inventories (Oct. 2014)

15.   The Director of OMB should include tax expenditures in the federal program inventory effort by designating tax expenditure as a program type in relevant guidance.

Implemented. In January 2025, OMB included tax expenditures as a type of program in the federal program inventory. The federal program inventory identified 174 tax expenditures based on data from the Department of the Treasury. By including tax expenditures in the inventory, OMB increased the transparency of tax expenditures, including the amount of federal spending or forgone revenue estimated for each tax expenditure.

GAO‑14‑639: Managing for Results: Enhanced Goal Leader Accountability and Collaboration Could Further Improve Agency Performance (July 2014)

16.   The Director of OMB should work with agencies to appoint a deputy goal leader to support each APG leader.

Implemented. On April 6, 2015, the Director of OMB issued a memorandum to the heads of executive departments and agencies, encouraging agencies to identify a senior career leader to support APG implementation through the goal period.

17.   The Director of OMB should work with agencies to ensure that APG leader and deputy goal leader performance plans demonstrate a clear connection with APGs.

Implemented. In March 2019, OMB staff told us that they addressed this recommendation by adding a section to OMB’s Circular No. A-11, which, among other things, described the administration’s approach to performance management. The new section in the 2018 update of the Circular stated: “Individual performance plans of goal and deputy goal leaders should be aligned with the results and outcome-oriented organizational performance goals required by the GPRAMA or other agency or Administration performance and management initiatives.” Such alignment will help improve goal and deputy goal leader accountability for goal progress.

18.   The Director of OMB should work with the PIC to further involve APG leaders and their deputies in sharing information on common challenges and practices related to APG management.

Implemented. In October 2015, the PIC and OMB launched the Leaders Delivery Network, a leadership and cross-agency networking program designed for APG leaders across the government. Participants in this network could take part in peer groups organized around shared challenges and topics.

GAO‑14‑526: Managing for Results: OMB Should Strengthen Reviews of Cross-Agency Goals (June 2014)

19.   The Director of OMB should include the following in the quarterly reviews of CAP goal progress, as required by GPRAMA: a consistent set of information on progress made during the most recent quarter, overall trends, and the likelihood of meeting the planned level of performance; goals at risk of not achieving the planned level of performance; and the strategies being employed to improve performance.

Implemented. In early 2015, OMB and the PIC released an updated template for CAP goal quarterly progress updates, and updated guidance. The template and guidance directed CAP goal teams to report consistently on their key indicators, including the target, the frequency of reporting, the latest data, and the overall performance trend. The template and guidance also directed goal teams to report on risks, barriers, or challenges to the achievement of goals and milestones; areas where targets have been missed or progress has been slower than expected; major actions being taken to achieve a goal; and opportunities for performance improvement.

20.   The Director of OMB should work with the PIC to establish and document procedures and criteria to assess CAP goal implementation efforts and the status of goal execution.

Implemented. In January 2015, OMB and the PIC released updated guidance that outlined the role of OMB leadership, the PIC, and others in assessing CAP goal progress. The guidance specified that CAP goal teams must submit quarterly updates to OMB, and these updates would also be reviewed by the PIC to verify that they are in clear language, include all public-facing milestones and indicators, and meet all GPRAMA reporting requirements for CAP goals (31 U.S.C. § 1122(c)).

21.   The Director of OMB should develop guidance similar to what exists for APG and strategic objective reviews, outlining the purposes of CAP goal progress reviews, expectations for how the reviews should be carried out, and the roles and responsibilities of CAP goal leaders, agency officials, and OMB and PIC staff in the review process.

Implemented. In July 2014, OMB released updated guidance on the management of CAP goals, which defined the roles of CAP goal leaders, included information on the purpose of these CAP goal reviews, and referred CAP goal leaders to more detailed guidance and leading practices for conducting successful performance reviews.

22.   The Director of OMB should direct CAP goal leaders to identify all key contributors to the achievement of their goals.

Implemented. In January 2015, OMB and the PIC released updated guidance that specifically directed CAP goal teams to report all agencies, organizations, programs, activities, regulations, tax expenditures, policies, and other activities that contribute to the goal.

23.   The Director of OMB should direct CAP goal leaders to identify annual planned levels of performance and quarterly targets for each CAP goal.

Implemented. In early 2015, OMB and the PIC released an updated template for CAP goal quarterly progress updates that directed CAP goal teams to list targets for the key indicators that they are using to track progress.

24.   The Director of OMB should direct CAP goal leaders to develop plans to identify, collect, and report data necessary to demonstrate progress being made toward each CAP goal or develop an alternative approach for tracking and reporting on progress quarterly.

Implemented. In July 2014, staff from OMB shared a reporting template that the PIC developed for CAP goals, which directed goal teams to include information on performance indicators that are under development. Additional PIC guidance directed CAP goal teams to select or develop measures of progress for their goals that are relevant, well defined, timely, reliable, and capable of being influenced by the actions of contributing organizations.

25.   The Director of OMB should direct CAP goal leaders to report the time frames for the completion of milestones, the status of milestones, and how milestones are aligned with strategies or initiatives that support the achievement of the goal.

Implemented. Almost all of the CAP goal action plans released on June 26, 2014, included milestone due dates and information on the status of milestones. Many also included lists of milestones aligned with specific sub-goals.

GAO‑14‑268: Reexamining Regulations: Agencies Often Made Regulatory Changes, but Could Strengthen Linkages to Performance Goals (Apr. 2014)

26.   The Director of OMB should direct the Administrator of the Office of Information and Regulatory Affairs to ensure that the contributions made by regulations toward the achievement of APGs are properly considered and improve how retrospective regulatory reviews can be used to help inform assessments of progress toward these APGs by directing in guidance that agencies take such actions as: (1) identifying whether a regulation contributes to an APG expected to be reviewed by management as one of the criteria for prioritizing retrospective analyses and for the timing of these analyses; and (2) once an agency prioritizes a retrospective analysis based, in part, on its support of an APG, improving the usefulness of that analysis by examining regulations that collectively contribute to the goal in the scope of the review as appropriate.

Implemented. In April 2017, OMB issued guidance to agencies that, among other things, emphasized the importance of performance measures related to evaluating and improving the net benefits of their respective regulatory programs. OMB included explicit references to Section 6 of Executive Order 13563, which directed agencies’ efforts to conduct retrospective regulatory reviews. Specifically, the updated guidance encouraged agencies to establish and report “meaningful performance indicators and goals for the purpose of evaluating and improving the net benefits of their respective regulatory programs.” The guidance further stated that agencies’ efforts to improve such net benefits may be conducted as part of developing agency strategic and performance plans and priority goals. In July 2017, OMB confirmed that the updated guidance was issued, in part, to address our April 2014 recommendation.

GAO‑13‑518: Managing For Results: Executive Branch Should More Fully Implement the GPRA Modernization Act to Address Pressing Governance Challenges (June 2013)

27.   The Director of OMB should revise relevant OMB guidance to direct agencies to identify relevant tax expenditures among the list of federal contributors for each appropriate agency goal.

Implemented. In its July 2013 update to guidance, OMB directed agencies to identify tax expenditures, as appropriate, among the list of federal contributors to each agency strategic objective. According to the guidance, the agency’s set of strategic objectives should be comprehensive of all agency activity.

The Director of OMB should

28.   review whether all relevant tax expenditures that contribute to a CAP goal have been identified, and as necessary, include any additional tax expenditures in the list of federal contributors for each goal; and

29.   assess the contributions relevant tax expenditures are making toward the achievement of each CAP goal.

Implemented. In September 2015, OMB staff told us that OMB had analyzed the 15 CAP goals established in March 2014, and determined that there were no tax expenditures that were critical to support achievement of those goals. In May 2016, we corroborated OMB’s findings as part of our work reviewing implementation of a sample of seven CAP goals.

30.   The Director of OMB should work with the PIC to develop a detailed approach to examine these difficulties across agencies, including identifying and sharing any promising practices from agencies that have overcome difficulties in measuring the performance of these program types (contracts, direct services, grants, regulations, research and development, and tax expenditures). This approach should include goals, planned actions, and deliverables along with specific time frames for their completion, as well as the identification of the parties responsible for each action and deliverable.

Implemented. Since 2013, OMB has taken various actions related to this recommendation. For example, the CAP goals established in March 2018 covered a variety of program and activity types, including contracts, customer experience (direct services), grants, and research and development. In its plans for implementing those goals, OMB identified related performance goals, performance measures, planned actions, deliverables, and time frames. OMB also designated various leaders responsible for implementing each of those goals. In addition, in April 2017, OMB guidance to implement an executive order established a similar federal framework for measuring and reporting performance information related to regulations.

GAO‑13‑517: Managing for Results: Leading Practices Should Guide the Continued Development of Performance.gov (June 2013)

31.   The Director of OMB—working with the PIC and GSA—should clarify the ways that intended audiences could use the information on the Performance.gov website to accomplish specific tasks and specify the design changes that would be required to facilitate that use.

Implemented. In February 2018, OMB and GSA launched an updated version of Performance.gov. A “Get Started” page outlined specific tasks that visitors could accomplish on the site, including how to access agency performance information, learn more about the President’s Management Agenda and cross-agency goals, and download data from agency performance reports.

32.   The Director of OMB—working with the PIC and GSA—should seek to more systematically collect information on the needs of a broader audience, including through the use of customer satisfaction surveys and other approaches recommended by HowTo.gov.

Implemented. In the fall of 2017, OMB and the PIC asked staff from GSA to identify the needs of Performance.gov audiences. As part of this study, and consistent with approaches recommended by HowTo.gov, GSA staff interviewed and tested new Performance.gov prototypes with different user groups to identify ways to improve user engagement. GSA staff used the results of the interviews to better understand the information different audiences were seeking, and how Performance.gov could more effectively meet those needs. They also used the interviews and user testing to identify specific ways to improve navigation, visual communication, and the accessibility of performance data in future iterations of the site.

GAO‑13‑356: Managing for Results: Agencies Have Elevated Performance Management Leadership Roles, but Additional Training Is Needed (Apr. 2013)

33.   The Director of OMB should work with the PIC to conduct formal feedback on the performance of the PIC from member agencies on an ongoing basis.

Implemented. In March 2014, PIC staff reported that they had started collecting formal feedback from attendees of most PIC-sponsored events. They provided documentation showing examples of surveys used to collect feedback and information compiled from survey results.

34.   The Director of OMB should work with the PIC to update its strategic plan and review the PIC’s goals, measures, and strategies for achieving performance, and revise them if appropriate.

Implemented. In March 2019, OMB staff explained that they used the annual updating process for OMB Circular No. A-11, which describes the administration’s approach to performance management, among other things, to consider and update as necessary the PIC’s goals and priorities. According to staff, the Circular’s annual updates outline and dictate the PIC’s priorities for each year and help outline the information and resources OMB and the PIC will need to develop to support their implementation. We confirmed the 2019 update of the Circular includes new information and guidance on managing CAP goals, APGs, and agency strategic plans.

GAO‑13‑228: Managing for Results: Data-Driven Performance Reviews Show Promise But Agencies Should Explore How to Involve Other Relevant Agencies (Feb. 2013)

35.   The Director of OMB should work with the PIC and other relevant groups to identify and share promising practices to help agencies extend their quarterly performance reviews to include, as relevant, representatives from outside organizations that contribute to achieving their agency performance goals.

Implemented. In March 2024, OMB published a list of leading practices to help agencies extend participation in their data-driven review meetings to include representatives of outside organizations. For example, OMB suggested that agencies consider extending participation in their data-driven reviews when an external organization offers complementary expertise and resources. The practices that OMB highlighted could help agencies more successfully engage external partners in their data-driven reviews, and more efficiently and effectively achieve their goals.

GAO‑13‑174: Managing for Results: Agencies Should More Fully Develop Priority Goals under the GPRA Modernization Act (Apr. 2013)

36.   The Director of OMB should revise relevant guidance documents to provide a definition of what constitutes “data of significant value.”

Implemented. In its July 2013 update to guidance, OMB defined “data of significant value” as those that are sufficiently accurate, timely, and relevant to affect a decision, behavior, or outcome by those who have authority to take action.

37.   The Director of OMB should direct agencies to develop and publish on Performance.gov interim quarterly performance targets for their APG performance measures when the “data of significant value” definition applies.

Implemented. In its July 2013 update to guidance, OMB directed agencies to publish targets and results related to their priority goals each quarter.

38.   The Director of OMB should direct agencies to provide and publish on Performance.gov completion dates, both in the near term and longer term, for their milestones.

Implemented. In its July 2013 update to guidance, OMB directed agencies to include, in their quarterly performance updates on priority goals, key milestones with planned completion dates for the remainder of the goal period.

39.   The Director of OMB should direct agencies to describe in their performance plans how the agency’s performance goals—including APGs—contribute to any of the CAP goals.

Implemented. In its July 2013 update to guidance, OMB directed agencies to include a list of the CAP goals to which the agency contributes and explain the agency’s contribution to them in their strategic plans, performance plans, and performance reports. In addition, in those documents the agencies are to direct the public to information about the CAP goals on Performance.gov.

40.   When such revisions are made, the Director of OMB should work with the PIC to test and implement these provisions.

Implemented. In July 2013, OMB made revisions to its guidance (Circular No. A-11) as we recommended. OMB, the PIC, and agencies subsequently took actions that met the intent of this recommendation. In July 2024, OMB described processes in place to incorporate lessons learned from the PIC and agencies, and test and implement changes to its guidance. For example, one part of the process is a “Call for Change Recommendations.” That call allows PIC members to propose changes to existing guidance for revision in the forthcoming annual update.

41.   The Director of OMB should ensure that agencies adhere to OMB’s guidance for website updates by providing complete information about the organizations, program activities, regulations, tax expenditures, policies, and other activities—both within and external to the agency—that contribute to each APG.

Implemented. We analyzed the final quarterly updates for the 2014-2015 APGs, published in December 2015, and we found that agencies made progress in identifying external organizations and programs for their APGs.

42.   The Director of OMB should ensure that agencies adhere to OMB’s guidance for website updates by providing a description of how input from congressional consultations was incorporated into each APG.

Implemented. In July 2024, OMB told us that the template it developed for agencies to report information about their priority goals on Performance.gov included instructions to “describe how the agency incorporated any views or suggestions through consultations held with Congress or other parties, communities, and entities affected by or interested in the agency priority goal effort.” In August 2024, we analyzed the most recent round of priority goals (which cover 2024 and 2025). Our analysis confirmed that the quarterly updates publicly posted on Performance.gov—which are completed versions of the template OMB described—contained this section and reported information about congressional consultations.

GAO‑12‑620R: Managing for Results: GAO’s Work Related to the Interim Crosscutting Priority Goals under the GPRA Modernization Act (May 2012)

43.   The Director of OMB, in considering additional programs with the potential to contribute to the crosscutting goals, should review the additional departments, agencies, and programs that we have identified, and consider including them in the federal government’s performance plan, as appropriate.

Implemented. In December 2012, and again in May 2013, OMB updated information on Performance.gov on the CAP goals. In these updates, OMB added some of the departments, agencies, and programs that we recommended in our report.

GAO-25-107652: Federal Customer Experience: OMB Can Better Assess the Improvement Efforts of High Impact Service Providers (July 2025)

1.      The Director of the Office of Management and Budget (OMB) should, in consultation with federal agencies, establish goals for federal customer experience and service delivery activities. These should include quantitative targets and timeframes for the expected level of improvements, and related performance measures.

Not implemented. In July 2025, OMB did not comment on this recommendation. We will continue to monitor progress.

GAO‑24‑107656: Federal Programs: OMB Needs a Structure to Govern and a Plan to Develop a Comprehensive Inventory (Sept. 2024)

2.      The Director of OMB should fully develop a data governance structure for the federal program inventory consistent with the six activities identified by our past work.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In its comments on our report, OMB told us it was taking steps to more fully develop a data governance structure for the inventory. However, as of July 2025, OMB had no updates on its actions to implement this recommendation. We will continue to monitor progress.

3.      The Director of OMB should publicly articulate OMB’s plans for fully implementing the federal program inventory, and continue to involve key stakeholders, and leverage the systematic approach identified in our past work in the planning efforts. The plans should identify the actions, resources, and time frames needed to fully implement an inventory of all federal programs.

Not implemented. As of July 2025, OMB had not taken any action to implement this recommendation. OMB informed us that it had no updates on this recommendation. We will continue to monitor progress.

GAO‑23‑106354: Government Performance Management: Actions Needed to Improve Transparency of Cross-Agency Priority Goals (Apr. 2023)

4.      The Director of OMB should develop guidance and procedures to ensure that cross-agency priority (CAP) goals are updated or revised and made publicly available concurrently with the submission of the budget of the United States Government, made in the first full fiscal year following any year in which the term of the President commences.

Not implemented. In June 2024, OMB stated that while it generally agreed with our findings, it did not plan to take further action on the recommendation. We consider this recommendation to be valid for the reasons stated in our report. In December 2024, the Federal Agency Performance Act of 2024 (FAPA) was enacted which updated the time frame for CAP goal development and public availability. According to these requirements, the next set of CAP goals are to be made publicly available no later than February 2026. In September 2025, OMB indicated that it had actions underway to address this recommendation. We will continue to monitor progress.

The Director of OMB should designate CAP goals responsive to ongoing government-wide challenges addressing:

5.      IT management.

6.      Federal real property management.

Not implemented. In June 2024, OMB stated that while it generally agreed with our findings, it did not plan to take further action on the recommendation. We consider this recommendation to be valid for the reasons stated in our report. In December 2024, FAPA was enacted which updated the time frame for CAP goal development and public availability. According to these requirements, the next set of CAP goals are to be made publicly available no later than February 2026. In September 2025, OMB indicated that it had actions underway to address these recommendations. We will continue to monitor progress.

GAO‑18‑609SP: Managing for Results: Government-wide Actions Needed to Improve Agencies’ Use of Performance Information in Decision Making (Sept. 2018)

7.      The Director of OMB, in coordination with the Performance Improvement Council (PIC), should prioritize efforts to identify and share among agencies proven practices for increasing, and challenges that hamper, the use of performance information in decision-making more extensively within agencies. At a minimum, this effort should involve the agencies that our survey suggests may offer such insights.

Not implemented. As of July 2025, OMB and the PIC have taken some actions to address this recommendation. For example, in 2018 and 2019, the PIC hosted a series of workshops focused on relevant topics, such as how agency staff can develop performance measures and analyze data, and how data-driven reviews are used across the federal government. However, they have not engaged the agencies highlighted by our survey results to identify proven practices that would increase, or challenges that are hampering, data-driven decision-making within agencies. In September 2025, OMB informed us that in March 2025 it and the PIC had developed and shared with agencies leading practices for increasing the use of performance information in decision-making. We plan to request a copy of this resource to assess the extent to which it addresses this recommendation, and will update the status accordingly.

GAO‑17‑775: Managing for Results: Further Progress Made in Implementing the GPRA Modernization Act, but Additional Actions Needed to Address Pressing Governance Challenges (Sept. 2017)

8.      The Director of OMB should revise and publicly issue OMB guidance—through an update to its Circular No. A-11, a memorandum, or other means—to provide time frames and associated milestones for implementing the federal program inventory.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In April 2024, OMB issued guidance to agencies with time frames and associated milestones for two near-term actions due later in 2024. Those actions were intended to enhance the consistency of information for the federal financial assistance programs, such as grants, loans, and insurance programs, included in the inventory OMB published in February 2024. In January 2025, OMB updated and expanded the inventory to include two more program types—tax expenditures and interest on the public debt—and some additional program information. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to publicly issue guidance with time frames and milestones for including all federal programs and required information in the inventory. We will continue to monitor progress.

GAO‑16‑693: Performance.gov: Long-Term Strategy Needed to Improve Website Usability (Aug. 2016)

9.      The Director of OMB, in consultation with the PIC and General Services Administration (GSA), should ensure the information presented on Performance.gov consistently complies with GPRA Modernization Act of 2010 public reporting requirements for the website’s content.

Not implemented. As of July 2025, OMB, the PIC, and GSA had taken some steps to address this recommendation. In February 2018 and March 2022, OMB and GSA launched updated versions of Performance.gov. According to information provided by OMB in July 2022, it continued to take action to address this recommendation, but did not provide further details. However, our work has continued to identify ways in which Performance.gov is not meeting content requirements. For example, in April 2023, we found that OMB had not designated CAP goals for IT and real property management, as required. OMB is to report information about CAP goals on Performance.gov. In September 2025, OMB indicated that it had planned actions to address this recommendation, but did not share any further information. We will continue to monitor progress.

GAO‑16‑622: Tax Expenditures: Opportunities Exist to Use Budgeting and Agency Performance Processes to Increase Oversight (July 2016)

10.   The Director of OMB, in collaboration with the Secretary of the Treasury, should work with agencies to identify which tax expenditures contribute to their agency goals, as appropriate—that is, they should identify which specific tax expenditures contribute to specific strategic objectives and agency priority goals (APG).

Not implemented. As of July 2025, OMB had not begun to work with agencies to identify which tax expenditures contribute to the agencies’ specific strategic objectives and APGs. OMB stated that, although it agreed with the recommendation, it was not pursuing the effort due to competing priorities, as well as capacity and resource constraints. As of July 2025, OMB did not plan to address this recommendation. We continue to believe that OMB, in collaboration with the Department of the Treasury, needs to assist agencies in identifying tax expenditures that relate to agency goals so that the agencies have a more complete understanding of how a broader range of federal investments contributes to their goals. In January 2025, OMB included tax expenditures along with other types of programs, such as grants, loans, and direct assistance to individuals, in its federal program inventory. The inventory could serve as a resource to help OMB, Treasury, and agencies more efficiently and effectively identify relevant tax expenditures. Without additional OMB assistance, agencies may continue to have difficulty identifying whether or which of the dozens of tax expenditures—representing an estimated $1.6 trillion in forgone revenues in fiscal year 2024 (last revised estimates available)—contribute to their goals.

GAO‑15‑83: Government Efficiency and Effectiveness: Inconsistent Definitions and Information Limit the Usefulness of Federal Program Inventories (Oct. 2014)

11.   The Director of OMB should revise relevant guidance to direct agencies to collaborate with each other in defining and identifying programs that contribute to common outcomes.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In April 2024, OMB issued guidance to agencies with time frames and associated milestones for taking actions intended to enhance the consistency of information for the federal financial assistance programs, such as grants, loans, and insurance programs, included in the inventory OMB published in February 2024. In January 2025, OMB updated and expanded the inventory to include, in part, two more program types—tax expenditures and interest on the public debt. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to publicly issue guidance to agencies for including all federal programs in the inventory, and ensuring consistency among them.

12.   The Director of OMB should revise relevant guidance to provide a time frame for what constitutes “persistent over time” that agencies can use as a decision rule for whether to include short-term efforts as programs.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In April 2024, OMB issued guidance to agencies with time frames and associated milestones for two near-term actions due later in 2024. Those actions were intended to enhance the consistency of information for the federal financial assistance programs, such as grants, loans, and insurance programs, included in the inventory OMB published in February 2024. In January 2025, OMB updated and expanded the inventory to include two more program types—tax expenditures and interest on the public debt—and some additional program information. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to publicly issue guidance to agencies for including all federal programs in the inventory, which covers timeframes associated with defining ongoing or past activities as a program for inclusion in the inventory.

13.   The Director of OMB should define plans for when additional agencies will be required to develop program inventories.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In February 2024, OMB launched an inventory website that identified 2,388 federal programs. However, the inventory was limited to federal financial assistance programs, such as grants, loans, and insurance programs. In January 2025, OMB updated and expanded the inventory to include two more program types—tax expenditures and interest on the public debt. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to publicly identify plans for when it will include all federal programs in the inventory.

14.   The Director of OMB should revise relevant guidance to direct agencies to consult with relevant congressional committees and stakeholders on their program definition approach and identified programs when developing or updating their inventories.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In February 2024, OMB launched an inventory website that identified 2,388 federal programs. OMB staff told us in July 2024 that they sought and received feedback on the inventory website from selected congressional committees and stakeholders. In addition, the federal program inventory website included a feedback function. In response to feedback, in January 2025, OMB updated and expanded the inventory to include two more program types—tax expenditures and interest on the public debt. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to publicly issue guidance for regular consultations with relevant congressional committees and stakeholders when defining programs, and more fully developing and updating the inventory.

15.   The Director of OMB should revise relevant guidance to direct agencies to identify in their inventories the performance goal(s) to which each program contributes.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In February 2024, OMB launched an initial inventory website that identified 2,388 federal programs. In January 2025, OMB updated and expanded the inventory to include information on program results. However, the inventory does not yet identify performance goals to which each program contributes, nor has OMB revised guidance to direct agencies to do so. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to ensure the inventory identifies the performance goal(s) to which each program contributes.

16.   The Director of OMB should ensure, during OMB reviews of inventories, that agencies consistently identify, as applicable, the strategic goals, strategic objectives, APGs, and CAP goals each program supports.

Not implemented. As of July 2025, OMB had taken limited action in response to this recommendation. In February 2024, OMB launched an initial inventory website that identified 2,388 federal programs. In January 2025, OMB updated and expanded the inventory to include information on program results. However, the inventory does not identify the various goals to which each program contributes. As of July 2025, OMB had no updates on this recommendation. To fully address this recommendation, OMB needs to ensure the inventory identifies the various goals to which each program contributes.

17.   The Director of OMB should, in coordination with the Secretary of the Treasury, develop a tax expenditure inventory that identifies each tax expenditure and provides a description of how the tax expenditure is defined, its purpose, and related performance and budget information.

Partially addressed. As of July 2025, OMB had taken actions that partially address this recommendation. In January 2025, OMB included tax expenditures in the federal program inventory and provided some of the related information that we recommended in October 2014. The federal program inventory identified 174 tax expenditures based on data from Treasury. For each tax expenditure, OMB provided purpose and budget information. However, OMB did not identify how each tax expenditure was defined or provide related performance information. By providing program definition and performance information, OMB could help increase the transparency of tax expenditures and the outcomes to which they contribute. As of July 2025, OMB had no updates on this recommendation.

GAO‑13‑517: Managing for Results: Leading Practices Should Guide the Continued Development of Performance.gov (June 2013)

18.   The Director of OMB—working with the PIC and GSA—should seek to ensure that all performance, search, and customer satisfaction metrics, consistent with leading practices outlined in HowTo.gov, are tracked for the website, and, where appropriate, create goals for those metrics to help identify and prioritize potential improvements to Performance.gov.

Not implemented. As of July 2025, OMB and GSA had taken some actions toward addressing this recommendation. According to information that OMB staff provided in April 2021, OMB and GSA are tracking 15 out of 24 metrics for Performance.gov that are recommended for federal websites, and they are working to collect information related to the remaining nine metrics. In addition, in March 2021 they began using a tool to collect and analyze the information collected. OMB told us in April 2021 that the features and information available through this tool should allow it to establish performance goals for the website. In July 2022, OMB told us that it was continuing to take action to address this recommendation, but did not provide any further information. By establishing goals, OMB and GSA would have tools to understand whether the website is performing as expected, and what actions may be needed to achieve desired results. In September 2025, OMB informed us that it had taken actions to address this recommendation, but did not share additional information beyond the past actions summarized above. We will continue to monitor progress.

GAO‑16‑510: Managing for Results: Agencies Need to Fully Identify and Report Major Management Challenges and Actions to Resolve them in their Agency Performance Plans (June 2016)

1.      The Administrator of the U.S. Agency for International Development (USAID) should describe USAID’s major management challenges and identify performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each of its major management challenges as part of USAID’s Agency Performance Plan (APP).

Implemented. USAID’s fiscal year (FY) 2016 Annual Performance Report (APR) described the agency’s major management challenges and identified performance goals, performance metrics, planned actions, milestones, and an agency official responsible for resolving each major management challenge.

2.      The Secretary of Agriculture should describe the U.S. Department of Agriculture’s (USDA) major management challenges and include performance goals, performance measures, milestones and an agency official responsible for resolving each of its major management challenges as part of USDA’s APP.

Implemented. In its FY 2019 Agency Financial Report (AFR), USDA included a section that described their planned actions for resolving major management challenges. We found the agency included planned actions for each challenge, and included performance goals, performance measures, and milestones relevant to the size and complexity of the challenge, as well as identifying an agency official responsible for addressing the challenge.

3.      The Secretary of Commerce should describe the Department of Commerce’s major management challenges and include performance goals, performance measures, milestones and an agency official responsible for resolving each of its major management challenges as part of the Commerce’s APP.

Implemented. In August 2018 Commerce updated its FY 2017 and FY 2019 APP and APR to include a description of Commerce’s major management challenges, as well as related performance goals and measures, performance milestones and an agency official responsible for resolving each of its major management challenges.

4.      The Secretary of Defense should include planned actions for each of the Department of Defense’s (DOD) major management challenges and ensure that required information about its major management challenges, currently in DOD’s Agency Strategic Plan for FYs 2015-2018, be included in its APP so that progress toward resolving each of its major management challenges is transparent and reported annually.

Implemented. In its FY 2020 APP, DOD addressed the recommendation by identifying major management challenges for meeting the agency’s performance goals and included planned actions. DOD continued to include performance goals, measures, and an agency official (office) responsible.

5.      The Secretary of Education should include performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving each of the Department of Education’s major management challenges as part of Education’s APP.

Implemented. In its FY 2018 APP, Education described the agency’s major management challenges and identified performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each major management challenge.

6.      The Secretary of Energy should describe the Department of Energy’s (DOE) major management challenges and include performance goals, performance measures, milestones and an agency official responsible for resolving each of its major management challenges as part of DOE’s APP.

Implemented. DOE addressed this recommendation in various sources. It included management priorities and associated key challenges and departmental initiatives (planned actions) to address its major management challenges in the FY 2016 AFR. Further, the DOE FY 2016 APR and FY 2018 APP identified performance goals, performance measures, milestones and an agency official responsible for resolving each of the management challenges.

7.      The Secretary of Homeland Security should include performance goals, performance measures, and milestones for each of the Department of Homeland Security’s (DHS) major management challenges as part of DHS’s APP.

Not implemented. DHS agreed with our recommendation, but stated it believed it had met the intent of GPRA Modernization Act of 2010 (GPRAMA) requirements for major management challenges, that not all challenges were conducive to a performance goal, and that it would take no further action. In June 2017, we closed the recommendation as not implemented.

8.      The Attorney General should describe the Department of Justice’s (DOJ) major management challenges and include performance goals, performance measures, milestones, planned actions and an agency official responsible for resolving each of its major management challenges as part of the DOJ APP.

Implemented. In its FY 2019 AFR issued in November 2019, DOJ included planned actions for each of its major management challenges, relevant to the size and complexity of the challenge, as well as identifying an agency official responsible for addressing the challenge. DOJ also issued its FY 2019/2021 APP which included additional performance information related to some of the challenges.

9.      The Secretary of Labor should describe the Department of Labor’s major management challenges and include performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving each of its major management challenges as part of Labor’s APP.

Implemented. In its FY 2019 AFR, Labor described the agency’s major management challenges and identified performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each major management challenge.

10.   The Administrator of the Small Business Administration (SBA) should describe SBA’s major management challenges and include performance goals, performance measures, milestones, and an agency official responsible for resolving major management challenges as part of SBA’s APP.

Implemented. SBA’s FY 2018 Congressional Budget Justification/FY 2016 APR described the agency’s major management challenges and identified performance goals, performance metrics, planned actions, milestones, and an agency official responsible for resolving each major management challenge.

11.   The Secretary of State should include performance goals, performance measures, milestones, and an agency official responsible for resolving each of its major management challenges as part of the Department of State’s APP.

Implemented. State’s FY 2016 APR identified performance goals, performance metrics, milestones, and an agency official responsible for resolving each major management challenge.

12.   The Secretary of Transportation should describe the Department of Transportation’s (DOT) major management challenges and include performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving major management challenges as part of DOT’s APP.

Implemented. DOT’s FY 2018 APR and FY 2020 APP identified the agency’s major management challenges, and included performance goals, performance measures, planned actions, milestones, and an agency official responsible for each management challenge.

13.   The Secretary of the Treasury should include performance goals, performance measures, milestones, and an agency official responsible for resolving major management challenges as part of the Department of the Treasury’s APP.

Implemented. In its FY 2019 AFR, we found Treasury included planned actions for each of its major management challenges, relevant to the size and complexity of the challenge, as well as identifying an agency official responsible for addressing the challenge.

14.   The Administrator of the Environmental Protection Agency should include performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving each of its major management challenges as part of the Environmental Protection Agency’s APP.

Implemented. In its FY 2019 APP, the Environmental Protection Agency reported performance information consistent with GPRAMA requirements for each of the major management challenges identified by the agency.

15.   The Administrator of the General Services Administration (GSA) should describe GSA’s major management challenges and include performance goals, performance measures, milestones, and an agency official responsible for resolving each of its major management challenges as part of GSA’s APP.

Implemented. In its FY 2019 APP, GSA described the agency’s major management challenges and identified performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving the challenges.

16.   The Secretary of Health and Human Services (HHS) should include performance goals, milestones and an agency official responsible for resolving each of HHS’s major management challenges as part of HHS’s APP.

Implemented. In May 2019, we reviewed HHS’s FY 2020 APP and APR. In these documents, HHS identified four “Major Management Priorities” that represent the agency’s major management challenges. For each challenge, HHS provided information on its progress with each initiative, including performance goals, performance indicators, and milestones. Each initiative also named an official responsible for resolving the challenge.

17.   The Secretary of the Interior should describe the Department of the Interior’s major management challenges and include performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each of its major management challenges as part of Interior’s APP.

Implemented. Interior’s FY 2018/2019 APP and FY 2017 APR stated major management challenges and included a cross-reference to the corresponding goal or objective with relevant performance goals, measures, milestones, and planned actions. The report also listed agency officials responsible for resolving the challenge.

18.   The Chairman of the U.S. Nuclear Regulatory Commission should affirmatively state that the agency does not have major management challenges when applicable in the U.S. Nuclear Regulatory Commission’s APP.

Implemented. In its FY 2018 APP, the U.S. Nuclear Regulatory Commission stated that it did not have major management challenges.

19.   The Director of the Office of Personnel Management (OPM) should identify performance goals, performance measures, and milestones for each of OPM’s major management challenges as part of OPM’s APP.

Implemented. In its FY 2018 Congressional Budget Justification, OPM identified its major management challenges and included performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each challenge, as required under GPRAMA.

20.   The Secretary of Veterans Affairs should include performance goals and milestones for each of its major management challenges as part of the Department of Veterans Affairs’ (VA) APP.

Implemented. In July 2016, VA issued guidance to organizations within VA for responding to major management challenges identified by its Inspector General. Accordingly, and in line with our recommendation, VA’s FY 2016 AFR included performance goals and milestones for each of its major management challenges.

21.   The Administrator of the National Aeronautics and Space Administration (NASA) should include performance goals, performance measures, milestones and an agency official responsible for resolving major management challenges as part of NASA’s APP.

Implemented. In its FY 2018 APP, NASA implemented this recommendation by identifying its major management challenges and cross-referencing them to relevant strategic goals. Those strategic goals included performance goals, performance measures, milestones, planned actions, and an agency official responsible for resolving the challenge.

22.   The Director of the National Science Foundation (NSF) should describe NSF’s major management challenges and identify performance goals, performance measures, milestones, and an agency official responsible for resolving each of its major management challenges as part of NSF’s APP.

Implemented. In its FY 2019 Budget Request to Congress, NSF identified its major management challenges and included performance goals, performance measures, planned actions, milestones, and an agency official responsible for resolving each of the management challenges.

GAO‑15‑788: Managing for Results: Greater Transparency Needed in Public Reporting on the Quality of Performance Information for Selected Agencies’ Priority Goals (Sept. 2015)

23.   The Secretary of Agriculture should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how they are ensuring the quality of performance information used to measure progress towards their APGs.

Implemented. In July 2022, we met with USDA officials and provided feedback on proposed updates to the data quality discussions on Performance.gov for USDA’s three FY 2022-2023 APGs. These three APGs are (1) monitoring antimicrobial resistance in animal health pathogens through the National Animal Health Laboratory Network; (2) enhancing customer experience and improving trust; and (3) ensuring all Americans have access to high-speed, affordable broadband. In September 2022, Performance.gov provided updated data quality information for USDA’s three FY 2022-2023 APGs. Consistent with our recommendation, these updates demonstrated how USDA addressed each of the five data quality requirements for its three APGs.

24.   The Secretary of Defense should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how the agency is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In April 2021, a DOD official reported that they had provided the required data quality information to OMB to be posted on Performance.gov before the change in administrations. DOD’s APG updates for the fourth quarter of FY 2020 explained how DOD addressed each of the five data quality requirements for its three APGs for FYs 2020 and 2021. This information is posted within the archives of President Trump’s Administration’s performance and management agenda on Performance.gov.

25.   The Secretary of Homeland Security should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how the agency is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. DHS added an overall description on Performance.gov of how the agency ensures reliable performance information is reported to external audiences. DHS also provided a hyperlink from Performance.gov to a data quality appendix in its performance plan and report covering FYs 2015 through 2017 which provided more specific information for its priority goals.

26.   The Secretary of Interior should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how they are ensuring the quality of performance information used to measure progress towards their APGs.

Implemented. In June and July 2022 progress updates to Performance.gov, Interior provided updated data quality information for the agency’s three APGs for FYs 2022 and 2023. These included priority goals to (1) improve tribal land into trust processing; (2) facilitate safe and environmentally responsible offshore wind energy development; and (3) enhance water conservation and supply. Interior’s data quality information demonstrated how the agency addressed each of the five data quality requirements for these three APGs.

27.   The Administrator of NASA should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how the agency is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. For its FYs 2016 and 2017 APGs, NASA added data quality descriptions to Performance.gov.

28.   The Secretary of Labor should more fully address GPRAMA requirements and OMB guidance by working with OMB to describe on Performance.gov how the agency is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. Labor added data quality descriptions to Performance.gov for four of its five APGs for FYs 2018 and 2019 that explained how Labor ensures the accuracy and reliability of the performance information used to measure progress toward each APG. For Labor’s remaining APG to begin implementation of a shared services model for administrative functions, the agency identified data sources on Performance.gov. Its performance report for FY 2018 provided additional data quality discussion addressing the remaining four requirements.

29.   The Secretary of Agriculture should more fully address GPRAMA requirements and OMB guidance by describing in the agency’s APPs and APRs how it is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In September 2022, USDA updated data quality information for three APGs for FYs 2022 and 2023 and posted it on Performance.gov, addressing each of the five data quality requirements. In March 2023, USDA published its FY 2024 APP and FY 2022 APR and FY 2023 Performance Plan. USDA’s annual performance plan and report directed the public to Performance.gov for the required data quality explanation for each APG.

30.   The Secretary of Defense should more fully address GPRAMA requirements and OMB guidance by describing in the agency’s APPs and APRs how it is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In April 2021, a DOD official reported that DOD had provided the required data quality information to OMB to be posted on Performance.gov before the change in administrations. DOD’s APG updates for the fourth quarter of FY 2020 were posted on Performance.gov and explained how DOD is addressing each of the five data quality requirements for its three APGs for FYs 2020 and 2021. This information is posted within the archives of President Trump’s first Administration’s performance and management agenda on Performance.gov. Also, DOD’s performance plan for FY 2021 and APRs for FYs 2019 and 2020, described DOD’s APGs and referred readers to Performance.gov for updates, which included the required data quality information.

31.   The Administrator of NASA should more fully address GPRAMA requirements and OMB guidance by describing in the agency’s APPs and APRs how it is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In its FY 2015 APR/FY 2017 APP NASA added a data quality explanation that described how NASA tracked progress toward each of its four APGs for FYs 2016 and 2017.

32.   The Secretary of Interior should more fully address GPRAMA requirements and OMB guidance by describing in the agency’s annual performance plans and reports how it is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In June and July 2022, Interior updated data quality for its three APGs for FYs 2022 and 2023 and it was posted on Performance.gov, addressing each of the five data quality requirements. In May 2023, Interior posted on its website its APP for FYs 2022 and 2023 and its APR for FY 2021, directing the public to Performance.gov for more specific information about the APGs, including the data quality explanation.

33.   The Secretary of Labor should more fully address GPRAMA requirements and OMB guidance by describing in the agency’s APPs and APRs how it is ensuring the quality of performance information used to measure progress toward its APGs.

Implemented. In FY 2018 APR Labor referred readers interested in its APGs to Performance.gov. Labor added on Performance.gov data quality descriptions for four of its five APGs for FYs 2018 and 2019. For Labor’s remaining APG to begin implementation of a shared services model for administrative functions, the agency identified data sources on Performance.gov and its FY 2018 APR provided additional data quality discussion for specific measures related to this APG, which addressed the remaining requirements.

GAO‑15‑579: Managing for Results: Agencies Report Positive Effects of Data-Driven Reviews on Performance but Some Should Strengthen Practices (July 2015)

The Secretary of Agriculture should work with the Chief Operating Officer (COO) and Performance Improvement Officer (PIO) to modify the department’s review processes to ensure that review meetings

34.   are held at least quarterly;

35.   are led by the agency head or COO;

36.   involve APG leaders; and

37.   involve, as appropriate, agency officials with functional management responsibilities.

Implemented. In October 2015, USDA updated its review processes to be in-person quarterly review meetings. The first of these meetings was held on October 28, 2015. Review meetings were led by the COO and PIO, and included APG leaders as well as officials with functional management responsibilities.

38.   The Secretary of Defense should work with the COO and PIO to modify the department’s review processes to ensure that review meetings are led by the agency head or COO.

Implemented. In January 2022, a memorandum from the Deputy Secretary of Defense revised the charter for the Defense Business Council. The council, composed of senior leaders from across DOD, had primary responsibility for conducting quarterly progress reviews of APGs as part of its meetings. In addition, in August 2022, DOD published its Strategic Management Plan for FYs 2022-2026. According to the plan, quarterly progress reviews have been presided by the Deputy Secretary of Defense, who also serves as COO. Through those meetings, top leadership could hold responsible parties accountable for the results achieved and make decisions about actions to improve performance when needed.

39.   The Secretary of Defense should work with the COO and PIO to modify the department’s review processes to ensure that review meetings are used to review progress on all APGs at least once a quarter, discuss at-risk goals and improvement strategies, and assess whether specific program activities, policies, or other activities are contributing to goals as planned.

Implemented. In May and June 2020, DOD officials described to us revisions they made to meetings the agency uses to review progress toward its priority goals. Those changes ensured that the review meetings were consistent with relevant requirements, guidance, and leading practices. For example, DOD officials provided documentation confirming that officials regularly reviewed progress in in-person meetings held each quarter, and that these meetings were used to discuss the status of contributing activities, potential risks, and improvement strategies. Together, these actions better position DOD to hold officials accountable for progress toward identified goals and milestones, and to take timely and better-informed action to address identified challenges.

40.   The Secretary of Defense should work with the COO and PIO to modify the department’s review processes to ensure that review meetings are used by participants to identify, agree upon, document, and track follow-up actions.

Implemented. In May and June 2020, DOD officials described to us revisions they made to meetings the agency uses to review progress toward its priority goals. Those changes ensured that the review meetings covered follow-up actions. For example, DOD officials provided documentation confirming that officials used the review meetings to identify, agree upon, document, and track necessary follow-up actions. These actions helped to ensure DOD’s focus on continuous improvements in its performance and operations.

41.   The Secretary of HHS should work with the COO and PIO to modify the department’s review process to ensure that progress on each APG is reviewed in an in-person review meeting at least quarterly.

Implemented. HHS updated procedures for reviewing its APGs during the FY 2016-2017 cycle. HHS held the first of these quarterly in-person review meetings on March 28, 2016. They involved the COO, PIO, individual priority goal leaders, and senior HHS leadership.

42.   The Secretary of Homeland Security should work with the COO and PIO to reestablish regular, in-person, data-driven review meetings conducted in a manner consistent with the requirements of GPRAMA, OMB guidance, and leading practices outlined in this report.

Implemented. In October 2015, the DHS Undersecretary for Management distributed a memorandum reestablishing quarterly performance review meetings for APGs. The first in-person quarterly review meeting, led by DHS’s Undersecretary for Management, was held on December 18, 2015, to review final progress on FYs 2014-2015 APGs, and discuss implementation of the new FY 2016-2017 APGs. The meeting involved APG goal leaders, as well as other officials with functional management responsibilities. DHS also developed a process for tracking follow-up actions stemming from these meetings.

43.   The Secretary of State should work with the COO and PIO to modify the department’s review processes to ensure and involve, as appropriate, agency officials with functional management responsibilities.

Implemented. In June 2016, State Department staff told us that officials with functional management responsibilities were being included in the agency’s in-person review meetings. For instance, the list of attendees for State’s April 2016 review meeting, which focused on the Excellence in Consular Service agency priority goal, included officials from the Bureau of Budget and Planning, Administration, and Human Resources, in addition to staff from the Bureau of Consular Affairs.

44.   The Secretary of State should work with the COO and PIO to modify the department’s review processes to ensure that progress on each APG is reviewed in an in-person review meeting at least quarterly.

Implemented. According to documentation provided by State officials in November 2020 and January 2021, the agency began holding meetings in line with our recommendation in February 2020. Among other things, the agency used these quarterly meetings to review progress toward its priority goals. These meetings better positioned State to take timely action to drive progress toward achieving its goals.

45.   The Secretary of State should work with the COO and PIO to modify the department’s review processes to ensure that the reviews are led by the agency head or COO.

Implemented. In November 2020 and January 2021, State officials provided documentation that showed the agency’s COO began leading quarterly review meetings in February 2020. This involvement helped ensure agency top leadership had regular opportunities to review, and hold officials accountable for, progress toward goals and milestones. In turn, this encourages continuous improvements in agency performance and operations.

GAO‑15‑84: Managing for Results: Selected Agencies Need to Take Additional Efforts to Improve Customer Service (Oct. 2014)

46.   The Secretary of Agriculture should direct the Under Secretary for Natural Resources and Environment to: (1) ensure standards include performance targets or goals, (2) ensure standards include performance measures, (3) ensure standards are easily publicly available, and (4) develop a feedback mechanism to collect comments agency-wide, which should include guidance or criteria to elevate customer feedback from local and regional offices to identify the need for and to make service improvements.

Implemented. In August 2017, the Forest Service provided us with performance goals, targets and measures for each of its customer service standards and in November 2018 the Forest Service made the standards easily publicly available on its website. With regard to collecting customer feedback, in August 2017, the Forest Service provided the criteria for elevating customer comment, and in April 2019 the Forest Service began a pilot to collect customer feedback from Forest Service locations. The Forest Service said it would collect agency-wide comments and use those comments to make service improvements.

47.   The Secretary of Education should direct Federal Student Aid’s (FSA) COO, to improve FSA’s customer service standards and feedback review, to: (1) ensure standards are easily publicly available, and (2) develop a feedback mechanism that includes guidance or criteria for service providers to elevate customer feedback to identify the need for and to make service improvements.

Implemented. In August 2018 Education informed us that it was procuring and implementing Next Generation Financial Services Environment, a comprehensive vision for transforming FSA into a world-class, customer-focused organization that leverages modern technology and cutting-edge business process solutions to drive efficient, effective service for students, families, and taxpayers at all stages of the federal student aid life cycle. Education expected Next Generation Financial Services Environment to be fully operational by 2020 and intended to incorporate and publicize standards for timeliness and quality into the Next Generation Financial Services Environment solution. In the meantime, FSA maintained a website that provided customer-centered performance metrics for servicing FSA loans. Moreover, in June 2018 FSA developed a feedback mechanism that includes guidance criteria for service providers to elevate customer feedback to make service improvements.

48.   The Commissioner of U.S. Customs and Border Protection should, to improve the U.S. Customs and Border Protection’s customer service standards: (1) ensure standards include performance targets or goals and (2) ensure standards include performance measures.

Implemented. In June 2018, we received additional documentation from the U.S. Customs and Border Protection about the customer service survey questions it used to collect data in order to measure performance and in September 2018 it provided additional documentation including performance targets for the customer service standards.

49.   The Secretary of the Interior should direct the Assistant Secretary of Fish, Wildlife and Parks to take the following actions to improve the National Park Service’s customer service standards and feedback review: (1) ensure standards include performance targets or goals, (2) ensure standards include performance measures, (3) ensure standards are easily publicly available, and (4) develop a feedback mechanism that includes guidance or criteria to review and elevate customer feedback from local and regional offices to identify the need for and to make service improvements.

Implemented. In February 2019, the National Park Service developed customer service standards that included performance targets or goals as well as performance measures. The National Park Service made its customer service standards easily publicly available online. It also developed a feedback mechanism to elevate customer feedback from local and regional offices.

50.   The Secretary of VA should direct the Veterans Benefits Administration to: (1) ensure standards are easily publicly available to improve disability compensation customer service standards; and (2) develop a feedback mechanism that includes guidance or criteria for service providers to elevate customer feedback and identify the need for and to make service improvements.

Implemented. In March 2016, the Veterans Benefits Administration made its disability compensation and Veterans’ Group Life Insurance customer service standards easily publicly available. It established a navigation bar on its web page that linked to a new web page that explained customer service standards in detail. The bar also linked users to the Veterans Benefits Administration’s performance metrics that supported those standards. In addition, Veterans’ Group Life Insurance established guidance for its customer service feedback by assigning control numbers and due dates to track the comments and follow up on actions. According to Veterans’ Group Life Insurance officials, staff recorded common themes, analyze patterns concerning customer comments, and identified whether service improvements were needed monthly. Further, trends were elevated and addressed with staff and leadership quarterly as needed.

GAO‑13‑356: Managing for Results: Agencies Have Elevated Performance Management Leadership Roles, but Additional Training Is Needed (Apr. 2013)

51.   The Director of OPM, in coordination with the Performance Improvement Council (PIC) and the Chief Learning Officer Council, should work with agencies to identify competency areas needing improvement within agencies.

Implemented. OPM officials coordinated with OMB to address this recommendation. In April 2018, OMB released guidance for agencies on implementing strategic reviews. The guidance stated that, as part of a broader effort to improve management competencies, agency COOs should lead a self-assessment that examines the enterprise management capabilities of the agency. This assessment would review the capacity of management and decision-support functions to inform decision-making among senior agency leadership.

52.   The Director of OPM, in coordination with the PIC and the Chief Learning Officer Council, should work with agencies to identify agency training that focuses on needed performance management competencies.

Implemented. In April 2018, OMB released guidance for agencies on implementing strategic reviews. The guidance directed agencies, as part of their 2018 Strategic Review submissions to OMB, to provide an update on agency progress in developing a learning agenda related to the performance management competencies of building and utilizing evidence and evaluation findings to inform agency strategies and decision-making.

53.   The Director of OPM, in coordination with the PIC and the Chief Learning Officer Council, should work with agencies to share information about available agency training on competency areas needing improvement.

Not implemented. OPM officials took initial steps to coordinate with OMB, which leads the PIC, to address this recommendation, but OPM and OMB had not taken further action to fully implement it. We closed the recommendation as not implemented in June 2018, because OPM and OMB were unlikely to take additional needed action.