Survey of Organizational Performance and Management Issues: United States Government Accountability Office

Survey of Organizational Performance and
Management Issues
United States Government Accountability Office
Introduction
The U.S. Government Accountability Office (GAO), the evaluation arm of Congress, is studying the use
of performance information in the federal government. We are surveying a random, nationwide sample
of mid- and upper-level federal managers governmentwide to obtain information on these managers'
experiences and perceptions with regard to organizational performance and management issues. This
survey is consistent with similar surveys that we administered in 1996, 1999, 2003, and 2007. As with
past surveys, we will report survey responses in the aggregate at the governmentwide and agency levels
to inform the Congress on how federal managers are using performance information to improve agency
results.
Additionally, GAO will take steps to ensure the privacy of your responses. We will not include any
information that would allow an individual respondent to be identified. We will not release individually
identifiable data outside of GAO, unless compelled by law or requested by the Congress.
All of the questions in this questionnaire can be answered by checking boxes or filling in blanks. The
questionnaire should take no more than 30 minutes to complete. Please complete this survey within 10
business days of receiving it.
We urge you to complete this questionnaire. We cannot develop meaningful information without your
frank and honest answers.
To learn more about completing the survey, printing your responses, and whom to contact if you have
questions, click here for help.
Thank you very much for your time.

(View responses)
Section 1 - Background
Please note: When we refer to "your agency" in a question, we are referring to the governmental
component where you work. This could be:
• An independent agency (e.g., the Environmental Protection Agency).
• A cabinet-level department (e.g., the Department of Transportation). If you work for offices that
support the Secretary of your department, please consider the cabinet-level department as "your
agency."
• A major component of that cabinet-level department (e.g., the Federal Aviation Administration, the
Army, or the Internal Revenue Service). If you are employed by a cabinet-level department but actually
work in a major component of that department, please consider the major component as "your agency."
(View responses)
1. What is your current grade level? (Select one.)
GS/GM-13 or equivalent
Senior Executive Service or equivalent
Other
(View responses)
If you answered "Other" above,

please specify your grade level.
(View responses)
2. In total, for how many years have you been a supervisor and/or a manager in the federal
government? (Please specify the total number of years, rounding up to the nearest year.)
(View responses)
Total number of years as a supervisor or
manager in the federal government. Years
(View responses)
or
(View responses)
If you have never been a supervisor or a manager in

the federal government, please check the box to the
right.
(View responses)
3. In your current role, approximately how many government employees are you responsible
for?(Please answer for your permanent position. Please specify the total number.
If none, enter 0.)
Employees
(View responses)
Section 2 - Agency Strategic Goals

Please note: Agency strategic goals articulate clear statements of what the agency wants to achieve to
advance its mission and address relevant national problems, needs, challenges and opportunities.
Strategic goals should focus on intended results and further the agency's mission.
(View responses)
4. For those program(s)/operation(s)/project(s) that you are involved with, to what extent, if at all,
do you consider your agency's strategic goals when participating in the following activities? (Select
one answer in each row.)
(View responses)
To a To a To a To a To No basis to
very great great moderate small no judge/Not
extent extent extent extent extent applicable
4a. Setting program priorities

(View responses)
4b. Allocating resources

(View responses)
4c. Adopting new program

approaches or changing work
processes
(View responses)
4d. Developing or refining

program performance
measures
(View responses)
Section 3a - Performance Measurement (Performance Measures)

Please note: Performance measures track progress towards achieving agency goals or objectives or
measure a program/operation/project's overall performance. These measures can be quantitative or
qualitative.
For the following questions, please interpret "performance measures" in the broadest sense.
(View responses)
5. Are there performance measures for the program(s)/operation(s)/project(s) that you are involved
with? (Select one.)
Yes - (Continue with question 6.)

No (Click here to skip to Section 3b - Performance Measurement (Performance Information))
Do not know (Click here to skip to Section 3b - Performance Measurement (Performance Information))
(View responses)
6. To what extent, if at all, do you agree with the following statements as they relate to performance
measures for the program(s)/operation(s)/project(s) that you are involved with? (Select one answer
in each row.)
(View responses)
6a. We have performance measures

that tell us how many things we
produce or services we
provide. (Output measures)
(View responses)
6b. We have performance measures

that tell us if we are operating
efficiently. (Efficiency
measures)
(View responses)
6c. We have performance measures

that tell us whether or not we
are satisfying our
customers. (Customer service
measures)
(View responses)
6d. We have performance measures

that tell us about the quality of
the products or services we
provide. (Quality measures)
(View responses)
6e. We have performance measures

that would demonstrate to
someone outside of our agency
whether or not we are achieving
our intended results. (Outcome
measures)
(View responses)
6f. We have performance measures

that tell us how equitably our
products or services are
distributed among our
customers, as
appropriate. (Social equity
measures)
(View responses)
Section 3b - Performance Measurement (Performance Information)

Please note: Performance information is data collected to measure progress toward achieving an
agency's established mission or program-related goals or objectives. Performance information can focus
on performance measures, such as quality, timeliness, customer satisfaction, or efficiency. It can inform
key management decisions such as setting program priorities, allocating resources, or identifying
program problems and taking corrective action to solve those problems.
(View responses)
7. To what extent, if at all, do you agree with the following statements? (Select one answer in each
row.)
(View responses)
7a. My agency's performance

information is easily accessible to
managers at my level.
(View responses)
7b. My agency's performance

employees.
(View responses)
7c. My agency's performance

the public, as appropriate.
(View responses)
7d. My agency's performance

information is available in a
format that is easy to use.
(View responses)
7e. My agency has sufficient

analytical tools for managers at
my level to collect, analyze, and
use performance information.
(View responses)
7f. I have access to the performance

information I need to manage the
program(s)/operation(s)/project(s)
that I am involved with.
(View responses)
7g. Performance information is

available in time to manage the
that I am involved with.
(View responses)
7h. The program(s)/operation(s)/

project(s) that I am involved with
have sufficient staff with the
knowledge and skills needed to
analyze performance information.
(View responses)
8. For those program(s)/operation(s)/project(s) that you are involved with, to what extent, if at all,
do you use the information obtained from performance measurement when participating in the
following activities? (Select one answer in each row.)
(View responses)
8a. Developing program strategy

(View responses)
8b. Setting program priorities

(View responses)
8c. Allocating resources

(View responses)
8d. Identifying program problems

to be addressed
(View responses)
8e. Taking corrective action to

solve program problems
(View responses)
8f. Adopting new program

approaches or changing work
processes
(View responses)
8g. Coordinating program efforts

with other internal or external
organizations
(View responses)
8h. Refining program performance

measures
(View responses)
8i. Setting new or revising

existing performance goals
(View responses)
8j. Setting individual job

expectations for the
government employees I
manage or supervise
(View responses)
8k. Rewarding government

employees I manage or
supervise
(View responses)
8l. Developing and managing

contracts
(View responses)
8m. Identifying and sharing

effective program approaches
with others
(View responses)
8n. Informing the public about

how programs are performing
(View responses)
8o. Streamlining programs to

reduce duplicative activities
(View responses)
Section 3c - Performance Measurement (Hindrances)

9. Based on your experience with the program(s)/operation(s)/project(s) that you are involved with,
to what extent, if at all, have the following factors hindered measuring performance or using the
performance information? (Select one answer in each row.)
(View responses)
9a. Difficulty determining

meaningful measures
(View responses)
9b. Different parties are using

different definitions to
measure performance
(View responses)
9c. Difficulty obtaining valid or

reliable data
(View responses)
9d. Difficulty obtaining data in

time to be useful
(View responses)
9e. Lack of incentives (e.g.,

rewards, positive recognition)

(View responses)
9f. Difficulty resolving

conflicting interests of
stakeholders, either internal or
external
(View responses)
9g. Difficulty distinguishing

between the results produced
by the program and results
caused by other factors
(View responses)
9h. Existing information

technology and/or systems not
capable of providing needed
data
(View responses)
9i. Lack of staff who are

knowledgeable about gathering
and/or analyzing performance
information
(View responses)
9j. Lack of ongoing top

executivecommitment or support
for using performance information
to make program/funding decisions
(View responses)
9k. Lack of
ongoing Congressionalcommitment
or support for using performance
information to make
program/funding decisions
(View responses)
9l. Difficulty determining how to use

performance information to improve
the program
(View responses)
9m. Concern that performance

information could be used against
my program or agency
(View responses)
9n. Concern that OMB will

micromanage programs in my
agency
(View responses)
Section 4 - Agency Climate

row.)
(View responses)
10a. Agency managers/supervisors at

my level have the decision
making authority they need to
help the agency accomplish its
strategic goals.
(View responses)
10b. Agency managers/supervisors at

my level are held accountable
for agency accomplishment of
its strategic goals.
(View responses)
10c. Agency managers/supervisors at

my level are held accountable
for the results of the
program(s)/operation(s)/
project(s) they are responsible
for.
(View responses)
10d. Agency managers/supervisors at

my level use performance
information to recognize
employees for their
performance.
(View responses)
10e. Employees in my agency

receive positive recognition for
helping the agency accomplish
its strategic goals.
(View responses)
10f. My agency is investing the

resources needed to ensure that
its performance data is of
sufficient quality.
(View responses)
10g. My agency's top leadership

demonstrates a strong
commitment to achieving
results.
(View responses)
10h. My agency's top leadership

demonstrates a strong
commitment to using
performance information to
guide decision making.
(View responses)
10i. My agency is investing in

resources to improve the
agency's capacity to use
performance information.
(View responses)
10j. Agency managers/supervisors

at my level take steps to align
program performance measures
with agencywide goals and
objectives.
(View responses)
10k. Agency managers/supervisors

at my level effectively
communicate performance
information on a routine basis.
(View responses)
10l. Agency managers/supervisors

at my level take steps to ensure
that performance information is
useful and/or appropriate.
(View responses)
10m. Agency managers/supervisors

at my level use performance
information to share effective
program approaches with
others.
(View responses)
Section 4 - Agency Climate (Continued)

The items listed in question 11 below focus on the program(s)/operation(s)/project(s) that you are
responsible for.
(View responses)
row.)
(View responses)
11a. The individual I report to

periodically reviews with me the
results or outcomes of the
that I am responsible for.
(View responses)
11b. Funding decisions for the

I am responsible for are based on
results or outcome-oriented
(View responses)
11c. Changes by management above

my level to the program(s)/
operation(s)/project(s) I am
responsible for are based on
results or outcome-oriented
(View responses)
11d. I have sufficient information on

the validity of the performance
data I use to make decisions.
(View responses)
12. To what extent, if at all, do you believe that the following persons or entities pay attention to your
agency's use of performance information in management decision making? (Select one answer in
each row.)
(View responses)
12a. Department Secretary (if

applicable)
(View responses)
12b. Agency head other than

Department Secretary (if
applicable)
(View responses)
12c. The individual I report to

(View responses)
12d. Employees that report to me

(View responses)
12e. Office of Management and

Budget (OMB)
(View responses)
12f. Other federal agencies

(View responses)
12g. Congressional committees

(View responses)
12h. The audit community (e.g.,

GAO, Inspectors General)
(View responses)
12i. The general public

(View responses)
Section 5 - Training
13. During the past 3 years, has your agency provided, arranged, or paid for training that would help
you to accomplish the following tasks? (Select one answer in each row.)
(View responses)
Yes No
13a. Conduct strategic planning

(View responses)
13b. Set program performance goals

(View responses)
13c. Develop program performance measures

(View responses)
13d. Assess the quality of performance data

(View responses)
Yes No
13e. Use program performance information to make

decisions
(View responses)
13f. Link the performance of program(s)/operation(s)/

project(s) to the achievement of agency strategic
goals
(View responses)
Section 6 - GPRA Modernization Act of 2010

Please note: In the following set of questions, we are asking about activities required by the
Government Performance and Results Act of 1993 (GPRA), as amended by the GPRA Modernization
Act of 2010. This Act builds on performance accountability and reporting processes established by
GPRA by, among other things, requiring agencies to work together to improve government performance
on shared goals.
You may have been involved in some of the activities required by the GPRA Modernization Act--such
as, cross-agency priority goals, agency priority goals, and quarterly performance reviews related to
agency priority goals--but may not be aware of their relationship to the Act. Please answer these
questions to the best of your ability.
(View responses)
14. Prior to receiving this questionnaire, which of the following statements best describes your
awareness of the GPRA Modernization Act of 2010? (Select one.)
I had never heard of the GPRA Modernization Act.

I had heard of the GPRA Modernization Act, but had no knowledge of its requirements.
I had heard of the GPRA Modernization Act and had a low level of knowledge of its requirements.
I had heard of the GPRA Modernization Act and had moderate knowledge of its requirements.
I had heard of the GPRA Modernization Act and had extensive knowledge of its requirements.
(View responses)
Section 6a. - Cross-Agency Priority Goals

(View responses)
Please note: Federal government cross-agency priority goals, also referred to as crosscutting goals,
require the collaboration of multiple agencies to achieve the goals. The Administration has identified 14
cross-agency priority goals that were published concurrently with the Fiscal Year 2013 Budget of the
U.S. Government.
1. Exports - Double U.S. exports by the end of 2014.
2. Entrepreneurship and Small Business - Increase federal services to entrepreneurs and small
businesses with an emphasis on 1) startups and growing firms and 2) underserved markets.
3. Broadband - As part of expanding all broadband capabilities, ensure 4G broadband coverage for 98
percent of Americans by 2016.
4. Energy Efficiency - Reduce energy intensity (energy demand/$ real GDP) 50 percent by 2035 (2010
as base year).
5. Veteran Career Readiness - By September 30, 2013, increase the percent of eligible service
members who will be served by career readiness and preparedness programs from 50 percent to 90
percent in order to improve their competitiveness in the job market.
6. Science, Technology, Engineering, and Math (STEM) Education - In support of the President's
goal that the U.S. have the highest proportion of college graduates in the world by 2020, the Federal
Government will work with education partners to improve the quality of STEM education at all levels to
help increase the number of well-prepared graduates with STEM degrees by one-third over the next 10
years, resulting in an additional 1 million graduates with degrees in STEM subjects.
7. Job Training - Ensure our country has one of the most skilled workforces in the world by preparing
2 million workers with skills training by 2015 and improving coordination and delivery of job training
services.
8. Cybersecurity - Achieve 95% use of critical cybersecurity capabilities on federal executive branch
information systems by 2014, including strong authentication, Trusted Internet Connections (TIC), and
Continuous Monitoring.
9. Sustainability - By 2020, the Federal Government will reduce its direct greenhouse gas emissions by
28 percent and will reduce its indirect greenhouse gas emissions by 13 percent by 2020 (from 2008
baseline).
10. Real Property - The Federal Government will manage real property effectively to generate $3
billion in cost savings by the end of 2012.
11. Improper Payments - The Federal Government will reduce the government-wide improper
payment rate by at least two percentage points by FY 2014.
12. Data Center Consolidation - Improve IT service delivery, reduce waste and save $3 billion in
taxpayer dollars by closing at least 1,200 data centers by FY 2015.
13. Closing Skills Gaps - By September 30, 2013, close the skills gaps by 50 percent for 3 to 5 critical
Federal Government occupations or competencies, and close additional agency-specific high risk
occupation and competency gaps.
14. Strategic Sourcing - Reduce the costs of acquiring common products and services by agencies'
strategic sourcing of at least two new commodities or services in both 2013 and 2014 that yield at least a
10 percent savings.
(View responses)
15. How familiar are you with one or more of the cross-agency priority goals? (Select one.)
Very familiar - Continue with question 16.

Somewhat familiar - Continue with question 16.
Not familiar (Click here to skip to Section 6b. - Agency Priority Goals)
(View responses)
16. To what extent, if at all, do you agree with the following statements as they relate to one or
more of the cross-agency priority goals listed above? (Select one answer in each row.)
(View responses)
16a. I have been involved in creating

the cross-agency priority goals.
(View responses)
16b. The program(s)/operation(s)/

project(s) I am involved with
contribute to the achievement of
one or more cross-agency priority
goals.
(View responses)
16c. I have collaborated outside of my

to help achieve the cross-agency
priority goals.
(View responses)
16d. Cross-agency priority goals have

had an impact on decision making
regarding the
I am involved with.
(View responses)
16e. My agency has communicated to

its employees about its progress in
contributing to relevant cross-
agency priority goals.
(View responses)
Section 6b. - Agency Priority Goals

(View responses)
Please note: Agency priority goals are a limited number of performance goals that advance progress
towards the agency's strategic goals, near-term outcomes, and improvements in customer
responsiveness, or efficiencies. These goals are to reflect the highest priorities of the agency. Your
agency's priority goals as published concurrently with the Fiscal Year 2013 Budget of the U.S.
Government are listed below. (Note: Some agencies may be in the process of updating these goals.)
(View responses)
Department of Agriculture's Priority Goals
• Further improve the high payment accuracy of the Supplemental Nutrition Assistance Program.
• Assist rural communities to build and maintain prosperity through increased agricultural exports.
• Accelerate the protection of clean, abundant water resources by implementing high impact targeted
practices through USDA's Forest Service, Natural Resource Conservation Service, and Farm Service
Agency programs on 4 million acres within critical and/or impaired watersheds.
(View responses)
U.S. Agency for International Development's Priority Goals
• With mutual accountability, assistance from the United States and the international community will
continue to help improve the Government of the Islamic Republic of Afghanistan's (GIRoA) capacity to
meet its goals and maintain stability.
• Through our more than 200 diplomatic missions overseas, the Department of State will promote U.S.
exports in order to help create opportunities for U.S. businesses.
• Strengthen diplomacy and development by leading through civilian power.
• Advance progress toward sustained and consolidated democratic transitions in Egypt, Jordan,
Lebanon, Morocco, Tunisia, Libya, Bahrain, Yemen, Iran, Syria, and West Bank/Gaza.
• Strengthen local civil society and private sector capacity to improve aid effectiveness and
sustainability, by working closely with our implementing partners on capacity building and local grant
and contract allocations.
• Advance low emissions climate resilient development.
• Increase food security in Feed the Future initiative countries in order to reduce prevalence of poverty
and malnutrition.
• By September 30, 2013, the Global Health Initiative (GHI) will support the creation of an AIDS-free
generation, save the lives of mothers and children, and protect communities from infectious diseases by:
a) decreasing incident HIV infections in the President's Emergency Plan for AIDS Relief (PEPFAR)-
supported Sub-Saharan African countries by more than 20%; b) reducing the all-cause mortality rate for
children under five by 4.8 deaths/1,000 live births in USAID priority countries; c) increasing the percent
of births attended by a skilled doctor, nurse, or midwife by 2.1% in USAID priority countries; and d)
increasing the number of people no longer at risk for lymphatic filariasis (in the target population) from
7.7 million to 63.7 million in USAID-assisted countries.
(View responses)
Department of Commerce's Priority Goals
• Expand broadband service to communities.
• Advance commercialization of new technologies by reducing patent application pendency and

backlog.
• Expand markets for U.S. exporters.
• Weather Ready Nation: Improve local weather warnings and lead times.
(View responses)
Department of Defense's Priority Goals
• Improve cybersecurity compliance.
• Improve the care and transition of wounded, ill, and injured (WII) warriors.
• Improve energy performance.
• Reform the DOD acquisition process.
• Improve audit readiness.

(View responses)
Department of Education's Priority Goals
• Improve outcomes for all children from birth through third grade.
• At least 9 states will implement a plan to collect and report disaggregated data on the
status of children at kindergarten entry.
• Prepare all students for college and career.

•All states will adopt internationally-benchmarked college-and-career-ready standards.
• Improve learning by ensuring that more students have an effective teacher.
• Demonstrate progress in turning around the nation's lowest-performing schools.
• Make informed decisions and improve instruction through the use of data.
• Improve student's ability to afford and complete college.
(View responses)
Department of Energy's Priority Goals
• Save low-income families money and energy through weatherization retrofits.
• Reduce the Department's Cold War legacy environmental footprint.

• Reduce the cost of batteries for electric drive vehicles to help increase the market for Plug-In Hybrids
and All Electric Vehicles and thereby reduce petroleum use and greenhouse gas emissions.
• Make solar energy as cheap as traditional sources of energy.
• Reduce consumer energy use and costs for household appliances.
• Prioritization of scientific facilities to ensure optimal benefit from federal investments.
• Make significant progress toward securing the most vulnerable nuclear materials worldwide within
four years.
• Maintain the U.S. nuclear weapons stockpile and dismantle excess nuclear weapons to meet national
nuclear security requirements as assigned by the President through the Nuclear Posture Review.
(View responses)
Environmental Protection Agency's Priority Goals
• Improve public health protection for persons served by small drinking water systems by strengthening
the technical, managerial, and financial capacity of those systems.
• Increase transparency and reduce burden through e-reporting.
• Clean up contaminated sites and make them ready for use.
• Reduce greenhouse gas emissions from cars and trucks.
• Improve, restore, or maintain water quality by enhancing nonpoint source program accountability,
incentives, and effectiveness.
(View responses)
General Services Administration's Priority Goals
• Manage customer agency real estate portfolio needs in a cost-effective and environmentally
sustainable manner.
• GSA will increase the sustainability of the Federal supply chain by increasing the sale of green product
and service offerings to 5 percent of total business volume.
• Drive greater transparency and openness in government.

(View responses)
Department of Health and Human Services' Priority Goals
• Improve the quality of early childhood education.
• Improve patient safety.
• Increase the number of health centers certified as Patient Centered Medical Homes.
• Reduce cigarette smoking.
• Reduce foodborne illness in the population.
• Improve health care through meaningful use of health information technology.

(View responses)
Department of Homeland Security's Priority Goals
• Improve the efficiency of the process to detain and remove criminal aliens from the United States.
• Ensure resilience to disasters by strengthening disaster preparedness and response capabilities.
• Strengthen aviation security counterterrorism capabilities by using intelligence driven information and
risk-based decisions.
(View responses)
Department of Housing and Urban Development's Priority Goals
• Improve program effectiveness by awarding funds fairly and quickly.
• Prevent foreclosures.
• Reduce vacancy rates.
• Preserve affordable rental housing.
• Reduce homelessness.
• Increase the energy efficiency and health of the nation's housing stock.
(View responses)
Department of the Interior's Priority Goals
• Increase the approved capacity for production of energy from domestic renewable resources to support
a growing economy and protect our national interests while reducing our dependence on foreign oil and
climate-changing greenhouse gas emissions.
• Enable capability to increase the available water supply in the western states through conservation
related programs to ensure adequate and safe water supplies.
• Reduce violent crime in Indian communities.
• Identify vulnerable resources and implement coordinated adaptation strategies to mitigate risks of
changing climate.
• Build the next generation of conservation and community leaders by supporting youth employment at
the Department of the Interior.
• Improved production accountability, safety, and environmental protection of oil and gas operations
through increased inspection of high-risk oil and gas production cases.
(View responses)
Department of Justice's Priority Goals
• Better inform the Intelligence Community, thereby increasing the ability to protect Americans from
terrorism and other threats to national security-both at home and abroad.
• Reduce gang violence.
• Protect the American people from financial and healthcare fraud.
• Protect those most in need of help-with special emphasis on child exploitation and civil rights.
(View responses)
Department of Labor's Priority Goals
• Reduce time lost to injury or illness for federal workers.
• Reduce worker fatalities.
• Improve opportunities for America's workers to succeed in a knowledge-based economy through

industry-recognized credentials.
• Improve the Transition Assistance Program (TAP) to better support veterans.

(View responses)
National Aeronautics and Space Administration's Priority Goals
• Use the Mars Science Laboratory Curiosity Rover to explore and quantitatively assess a local region
on the surface of Mars as a potential habitat for life, past or present.
• Develop the nation's next generation Human Space Flight (HSF) system to allow for travel beyond low
Earth orbit (LEO).
• Sustain operations and full utilization of the International Space Station (ISS).
• Enable bold new missions and make new technologies available to government agencies and U.S.
industry.
(View responses)
National Science Foundation's Priority Goals
• Develop a diverse and highly qualified science and technology workforce.
• Increase the number of entrepreneurs emerging from university laboratories.
• Increase opportunities for research and education through public access to high-value digital products
of NSF-funded research.
(View responses)
Nuclear Regulatory Commission

NRC was not required to have agency priority goals for fiscal years 2012-2013.
(NRC respondents were directed to skip questions 17 and 18 that focused on agency priority goals.)
(View responses)
Office of Personnel Management's Priority Goals
• Ensure high quality Federal employees.
• Maintain speed of national security background investigations.
• Reduce Federal retirement processing time.
• Increase health insurance choices for Americans.
• Improve performance culture in five GEAR pilot agencies to inform the development of government-
wide policies.
(View responses)
Small Business Administration's Priority Goals
• Process business loans as efficiently as possible.
• Increase small business participation in government contracting.
• Process disaster assistance applications efficiently.
• Expand access to long term capital.

(View responses)
Social Security Administration's Priority Goals
• Faster hearing decisions.
• Reduce Supplemental Security Income (SSI) overpayments.
(View responses)
Department of State's Priority Goals
• With mutual accountability, assistance from the United States and the international community will
continue to help improve the Government of the Islamic Republic of Afghanistan's (GIRoA) capacity to
meet its goals and maintain stability.
• Through our more than 200 diplomatic missions overseas, the Department of State will promote U.S.
exports in order to help create opportunities for U.S. businesses.
• Strengthen diplomacy and development by leading through civilian power.
• Advance progress toward sustained and consolidated democratic transitions in Egypt, Jordan,
Lebanon, Morocco, Tunisia, Libya, Bahrain, Yemen, Iran, Syria, and West Bank/Gaza.
• Strengthen local civil society and private sector capacity to improve aid effectiveness and
sustainability, by working closely with our implementing partners on capacity building and local grant
and contract allocations.
• Advance low emissions climate resilient development.
• Increase food security in Feed the Future initiative countries in order to reduce prevalence of poverty
and malnutrition.
• By September 30, 2013, the Global Health Initiative (GHI) will support the creation of an AIDS-free
generation, save the lives of mothers and children, and protect communities from infectious diseases by:
a) decreasing incident HIV infections in the President's Emergency Plan for AIDS Relief (PEPFAR)-
supported Sub-Saharan African countries by more than 20%; b) reducing the all-cause mortality rate for
children under five by 4.8 deaths/1,000 live births in USAID priority countries; c) increasing the percent
of births attended by a skilled doctor, nurse, or midwife by 2.1% in USAID priority countries; and d)
increasing the number of people no longer at risk for lymphatic filariasis (in the target population) from
7.7 million to 63.7 million in USAID-assisted countries.
(View responses)
Department of Transportation's Priority Goals
• Reduce risk of aviation accidents.
• Improve the Nation's intercity passenger rail service.
• Reduce roadway fatalities.
• Air traffic control systems can improve the efficiency of airspace.

(View responses)
Department of the Treasury's Priority Goals
• Increase electronic transactions with the public to improve service, prevent fraud, and reduce costs.
• Increase voluntary tax compliance.

(View responses)
Department of Veterans Affairs' Priority Goals
• Improve accuracy and reduce the amount of time it takes to process Veterans' disability benefit claims.
• House 24,400 additional homeless Veterans and reduce the number of homeless Veterans to 35,000.
(View responses)
17. How familiar are you with one or more of your agency's priority goals? (Select one.)

Not familiar (Click here to skip to Section 6c. - Quarterly Performance Reviews)
(View responses)
18. To what extent, if at all, do you agree with the following statements as they relate to your agency's
priority goals? (Select one answer in each row.)
(View responses)
18a. I have been involved in creating

my agency's priority goals.
(View responses)
18b. My agency's priority goals reflect

the highest priorities of my
agency.
(View responses)
18c. My agency's priority goals

measure if the program is
achieving its intended purpose,
instead of focusing solely on what
can easily be measured.
(View responses)
18d. My agency has communicated to

employees about its progress
toward achieving priority goals.
(View responses)
18e. The program(s)/operation(s)/

project(s) I am involved with
contribute to the achievement of
one or more of my agency's
priority goals.
(View responses)
18f. I have collaborated outside of my

to help achieve one or more of my
agency's priority goals.
(View responses)
18g. My agency uses the information

collected on agency priority goals
to make decisions regarding the
I am involved with.
(View responses)
Section 6c. - Quarterly Performance Reviews
Please note: Quarterly performance reviews are regular meetings held at the highest levels of your
agency to examine progress toward accomplishing agency priority goals, and in some cases, other
agency performance goals. These reviews should, among other things, assess agencies' coordination
efforts; activities and contributions to goals; and strategies for improvement, when applicable. Quarterly
performance reviews are to involve key leadership and other relevant parties and may be conducted
more frequently. Some agencies refer to these reviews as "stat" meetings or data-driven performance
reviews. We are only interested in quarterly performance reviews that take place at the highest
level of your cabinet-level department or independent agency.
When we refer to "quarterly performance reviews" in the following questions, we refer to all aspects of
these reviews, including preparation, review and follow-up.
(View responses)
19. How familiar are you with your agency's quarterly performance reviews? (Select one.)

Not familiar (Click here to skip to Section 7 - Program Evaluations)
(View responses)
20. To what extent, if at all, do you agree with the following statements as they relate to your agency's
quarterly performance reviews? (Select one answer in each row.)
(View responses)
20a. Overall, the program(s)/

operation(s)/project(s) that I am
involved with has been the
subject of these reviews.
(View responses)
20b. These reviews are held on a

regular, routine basis.
(View responses)
20c. These reviews focus on goals

and objectives that are aligned
with my agency's strategic and
performance plans.
(View responses)
20d. Agency leadership actively

participates in these reviews.
(View responses)
20e. My agency uses these reviews

to identify problems or
opportunities associated with
agency performance goals.
(View responses)
20f. Agency leadership uses these

reviews to help achieve agency
performance goals.
(View responses)
20g. These reviews include staff

with relevant knowledge
needed to facilitate problem
solving and identify
improvement opportunities.
(View responses)
20h. These reviews include officials

external to the agency who
contribute to the goals
discussed at the reviews.
(View responses)
20i. My agency has the performance

information needed for these
reviews.
(View responses)
20j. My agency has the capacity to

analyze the performance
information needed for these
reviews.
(View responses)
20k. Performance information for

these reviews is communicated
to relevant parties in an easy-
to-understand, useful format.
(View responses)
20l. My agency has a process in

place for following up on
problems or opportunities
identified through these
reviews.
(View responses)
20m. Program managers/supervisors

at my level are recognized for
meeting performance goals

discussed at these reviews.
(View responses)
20n. Program managers/supervisors

at my level are penalized for
not meeting performance goals
discussed at these reviews.
(View responses)
20o. Discussion at these reviews

provides a forum for honest,
constructive feedback.
(View responses)
20p. These reviews have led to

similar meetings at lower
levels.
(View responses)
20q. I think my agency's quarterly

performance reviews are
worthwhile.
(View responses)
Section 7 - Program Evaluations

Please note: Program Evaluations are individual, systematic studies using research methods to assess
how well a program, operation or project is achieving its objectives and the reasons why it may, or may
not, be performing as expected. Program evaluations answer specific questions such as how well a
program is operating, whether a program is reaching targeted recipients, why a program is not achieving
its desired outcomes, or whether one approach is more effective than another.
Program evaluation as defined here does not include routine program monitoring activities or quarterly
performance reviews.
(View responses)
21. Have there been any program evaluations completed within the past 5 years for any of the
program(s)/operation(s)/project(s) that you were involved with? (Select one.)
Yes - Continue with question 22.

No (Click here to skip to Section 8 - Comments and Final Response Submission)
Do not know (Click here to skip to Section 8 - Comments and Final Response Submission)
(View responses)
22. For those program evaluations completed within the past 5 years, which of the following entities
was primarily responsible for those studies? Note: By primarily responsible, we mean either
directly conducted or contracted for those studies (Select one answer in each row.)
(View responses)
Yes No Not sure
22a. My agency or the program itself

(View responses)
22b. An individual program grantee or project

(View responses)
22c. My agency's IG (Inspector General)

(View responses)
22d. GAO (Government Accountability Office)

(View responses)
22e. Another entity not specified above

(View responses)

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Thank you very much for your time.

• An independent agency (e.g., the Environmental Protection Agency).

1. What is your current grade level? (Select one.)

If you answered "Other" above,

If you have never been a supervisor or a manager in

Section 2 - Agency Strategic Goals

4a. Setting program priorities

4b. Allocating resources

4c. Adopting new program

4d. Developing or refining

Section 3a - Performance Measurement (Performance Measures)

Yes - (Continue with question 6.)

6a. We have performance measures

6b. We have performance measures

6c. We have performance measures

6d. We have performance measures

6e. We have performance measures

6f. We have performance measures

Section 3b - Performance Measurement (Performance Information)

7a. My agency's performance

7b. My agency's performance

7c. My agency's performance

7d. My agency's performance

7e. My agency has sufficient

7f. I have access to the performance

7g. Performance information is

7h. The program(s)/operation(s)/

8a. Developing program strategy

8b. Setting program priorities

8c. Allocating resources

8d. Identifying program problems

8e. Taking corrective action to

8f. Adopting new program

8g. Coordinating program efforts

8h. Refining program performance

8i. Setting new or revising

8j. Setting individual job

8k. Rewarding government

8l. Developing and managing

8m. Identifying and sharing

8n. Informing the public about

8o. Streamlining programs to

Section 3c - Performance Measurement (Hindrances)

9a. Difficulty determining

9b. Different parties are using

9c. Difficulty obtaining valid or

9d. Difficulty obtaining data in

9e. Lack of incentives (e.g.,

rewards, positive recognition)

9f. Difficulty resolving

9g. Difficulty distinguishing

9h. Existing information

9i. Lack of staff who are

9j. Lack of ongoing top

9l. Difficulty determining how to use

9m. Concern that performance

9n. Concern that OMB will

Section 4 - Agency Climate

10a. Agency managers/supervisors at

10b. Agency managers/supervisors at

10c. Agency managers/supervisors at

10d. Agency managers/supervisors at