of the Honorable Clay Johnson III
Deputy Director for Management
Office of Management and Budget
Subcommittee on Oversight of Government Management,
the Federal Workforce, and the District of Columbia
of the Senate Committee on Governmental Affairs
May 6, 2004
Thank you for asking me to testify before you this morning.
I applaud this Subcommittees focus on the results the Federal Governments
agencies and programs are achieving on behalf of the American people.
The Federal Government is results oriented. Our citizens
expect it of us. So we ask ourselves if were accomplishing the
desired result, at an acceptable cost, and if the answer is no
to either question, we figure out what to do about it.
We hold our managers accountable for program costs and
results. We make sure they have timely and accurate performance and financial
information with which to make sound decisions, and the people, skills
and systems to execute those decisions and programs well. And where we
dont yet, we have plans to do so.
This sounds pretty basic, but it entails departments:
Getting unqualified audit opinions, several agencies for the first time,
Closing their financial books within 45 days of year-end, unheard of
for the Federal Government several years ago;
Evaluating the performance and cost of all federal programs, in a consistent
manner, which has never been done before;
Eliminating improper payments, which are estimated to be at least $35+
billion per year;
Determining the most competitive, fiscally responsible way to accomplish
their commercial activities;
Investing in and developing non-duplicative information technologies
that significantly improve our ability to accomplish our goals;
Hiring/training managers to manage for performance, clarify expectations,
set appropriate goals, provide constructive feedback and motivate; and
Working with other departments to provide our citizen, business and
government customers high levels of service, with the
focus on their need for ease of access.
Departments and agencies are making these changes. They
are driving the focus on results, one reason being that employees would
rather work for an agency thats really results oriented than for
one thats not.
The Administration is interested in doing everything possible
to ensure this focus on results becomes a habit, what the Federal government
is all about, and irreversible. Requiring by statute that program performance
and cost be systematically assessed would help accomplish this.
By the end of this fiscal year departments will have assessed
the performance and cost of 60% of their programs, with plans to evaluate
the remaining 40% over the next two years. They ask the same questions
about each program; so the answers and scores can be compared
to each other. We refer to the collection of questions as the Program
Assessment Rating Tool, or the PART.
With the help of the assessments done to date, we have
identified the need for better performance and cost measures, structural
changes, management changes, additional funding, and/or reduced funding.
For your reference, I have included with my testimony a table that lists
the approximately 400 programs assessed to date by their ratings and the
corresponding budget recommendations. From the list, you can see the breadth
and diversity of programs examined, and why it is necessary to take a
consistent approach to assessing their management and performance. We
should be asking basic questions of all of these programs:
Is their purpose clear and are they well designed to achieve their objectives?
Do they plan well and set outcome-oriented
Are they well managed? and
Do they achieve measurable results?
As you can also see from the list, many programs
40 percent are unable to demonstrate their results. There is a
need to identify those programs that can't demonstrate their results and
then figure out the best way to measure their performance. Coming up with
better ways to measure results is just one of the steps we take to improve
the performance of the programs we assess.
The purpose of the assessments is to improve results.
The guiding principles we have found most effective in the implementation
and use of these assessments are as follow:
The goal is to have programs produce the desired result at an acceptable
Nothing happens automatically because a program is rated ineffective
or effective, or something in-between. Current program performance and
cost should be an integral, but not the only, part of any discussion
about program funding, structure and management.
The difficulty of measuring program performance, or differences of opinion
about what a programs goals should be, should not prevent us
from developing and using the best measures possible.
The assessment process should be focused on the facts.
I recommend that these principles be incorporated into
any statute calling for the systematic assessment by Congress and the
Executive Branch of program performance and cost.
I look forward to working with this Subcommittee and other
Members to craft a sensible approach to ensure that a focus on results
becomes a habit, what the Federal government is all about, and irreversible.
Part Scores and Program Funding Levels (339k)