• FDA on Track

    Accountable, effective government took another significant step forward recently. The Food and Drug Administration (FDA) cut the ribbon on its FDA-TRACK management system, advancing the President’s Accountable Government Initiative and Open Government Initiative.  The acronym that FDA chose to name its management approach, TRACK, nicely conveys of the pillars of the Obama Administration’s approach to modernizing government. TRACK stands for Transparency, Results, Accountability, Credibility, and Knowledge-Sharing. 

    With the full scale launch of FDA-TRACK, the Food and Drug Administration is moving down the path we want all Federal agencies to follow. Agency senior leaders, in this case FDA Commissioner Hamburg and Deputy Commissioner Sharfstein, are driving performance gains on  agency priorities and expecting agency managers, FDA Center Directors and others, to do the same – not just for agency priorities, but also for each Center’s and program’s priorities.  FDA has already launched a pilot of FDA-TRACK and made progress on a number of fronts. It has, for example, increased the number of employees trained in the Incident Command System (ICS), improving the agency’s response to emergencies; developed a new risk-based approach for evaluating the safety, effectiveness, and quality of new animal drugs; and begun reducing vacancy rates on critical advisory councils. Deputy Commissioner Sharfstein runs regular data-driven reviews with each organizational unit and for key initiatives to keep FDA managers driving progress on priorities and reducing risks. These reviews are informed by data analysis that identifies problems and understands their causes, complemented by benchmarking comparisons and evaluations. And FDA is sharing FDA-TRACK information openly with the public on its website.

    FDA-TRACK builds on lessons of “Stat” and similar performance management systems that have been deployed by various governments to drive down crime rates, prison disruption, hospital wait times, overtime costs, and other problems and to drive up health, children’s well-being, and education outcomes. FDA-TRACK’s constructive, data-rich performance review epitomizes our commitment to learn from experience and use objective evidence to identify and build on what works, while fixing or tossing what does not. 

    FDA’s launch of FDA-TRACK is exciting, as is its commitment to open, accountable, performance-improving government. It is a great example of changes happening across the Administration that will improve the way government works, and government’s impact on outcomes, for years to come.

  • High-Priority IT Projects

    Today, as part of the Obama Administration’s Accountable Government Initiative, we released a list of 26 high-priority IT projects across the Federal government that have the potential for faster, smarter implementation. The programs we have identified, in coordination with the Agencies, are mission-critical and their objectives are as important as ever. By applying best-practices that are already delivering efficiencies in the private sector, we can make them work better and move faster. This effort is part of the coordinated, Administration-wide commitment to fundamentally change the way government does business and get more out of taxpayer dollars.

    You can view the recent memo on this initiative from CIO Vivek Kundra here.

  • Best Practices from the Best Companies

    The President has long believed that some of the best ideas come from outside Washington – especially when it comes to reforming Washington. That’s why he launched the SAVE Award, a chance for federal workers across the country to offer their best ideas about how to cut costs and improve performance, and it’s why he convened the White House Forum on Modernizing Government in January. There, we welcomed 50 CEO’s from many different sectors and sized businesses to hear their thoughts about how we can take the best practices of the private sector on increasing efficiency and effectiveness and apply them to the federal government.

    Since then, we have taken some of the best ideas and put them into practice.

    First, we’re making good progress in our efforts to improve the results of large-scale IT projects across the Federal Government. Consistent with the advice from many Forum participants, we’re intervening in high-risk projects while at the same time undertaking a structural review of our IT procurement and management practices. On the high-risk front, we are pulling together cross-functional leaders at the earliest signs of trouble to take corrective actions either to get projects back on track or terminate them as quickly as possible.

    And, inspired by the best practices Forum participants shared with us regarding project scope and duration, we are taking aggressive action on financial system modernization projects in particular, as these types of projects have been plagued by persistent problems. On June 28, we halted all financial system modernization projects across the Federal Government. Agencies now are working to meaningfully reduce the size, cost, and complexity of each project. Agencies are closely examining options to terminate, defer, or significantly reset the scope of their projects. These actions will reduce project costs by hundreds of millions of dollars and will increase the likelihood of success. For example, the Department of Veterans Affairs recently terminated a financial system project after determining it was unlikely to succeed, saving $300 million.

    In addition to large scale IT project management, our Forum discussions focused on customer service, and we’re making progress on this front as well. We have launched a multi-agency project to review customer service standards and the metrics used to track performance against those standards. We will make this information available to the public both to set customer expectations and to encourage effective performance management and oversight.

    We also are reviewing organizational obstacles that get in the way of the type of customer service best practices that surfaced during the Forum. For example, in most agencies, website and call center teams currently are run as separate operations with very little interaction, which is contrary to the practice of the best performing private sector organizations. We also are working to overcome the regulatory and logistical constraints on agency efforts to capture and act on customer satisfaction and feedback. We’ve already issued new guidance to enable agencies to use social media and web analytics to better connect with citizens and will have more to announce in the months ahead.

    Finally, we are working to keep the dialogue going between private and public sector managers. Not only are many Deputy Secretaries (agency COOs) in contact with their private sector counterparts, but this spring, the President issued an Executive Order creating the President’s Management Advisory Board to provide the President and the President's Management Council advice on the implementation of business best practices to improve Federal Government management and operations. We will be announcing Board members and holding our first meeting later this year, and we look forward to it serving as a lasting resource for bringing private sector expertise into government operations.

    Overall, while there are key differences between the government and the private sector, there is much we can learn from high-performing private sector organizations – and this Administration is committed to doing just that. 

  • Discovering What Works

    Good morning, OMBlog readers. Beginning today, I am serving as Acting Director until Jack Lew is confirmed as OMB Director – and I’ll be guest blogging here.

    As many of you know, I also serve as the Chief Performance Officer of the US Government, and what we know is that determining which programs work and which do not is critical to discovering whether government operations are doing what they are supposed to do in a cost-efficient manner.

    Yet too many important programs have never been formally evaluated. And when they have, the results of those evaluations have not been fully taken into the decision-making process, at the level of either budgetary decisions or management practices. For an organization as large as the Federal Government, with as many priorities and obligations as it has, the fact that we have rarely evaluated multiple approaches to the same problem makes it difficult to be confident that taxpayers’ dollars are being spent effectively and efficiently.  Running rigorous evaluations takes money, but investments in rigorous evaluations are a drop in the bucket relative to the dollars at risk of being poorly spent when we fail to learn what works and what doesn’t.

    That’s why as part of the President’s Accountable Government Initiative, OMB on Friday issued guidance to Federal agencies about conducting high-priority evaluations.  Agencies may request additional funding to conduct these evaluations and assess whether they are carrying out their mission as efficiently and effectively as possible. OMB is allocating a small amount of funding for agencies that voluntarily demonstrate how their FY 2012 funding priorities are subjected to rigorous evaluation, with an emphasis on evaluations aimed at determining the causal effects of programs or particular strategies, interventions, and activities within programs. In addition, we are working with agencies to improve and coordinate the use of existing evaluation resources.

    Finding out if a program works is common sense, and the basis upon which we can decide which programs should continue and which need to be fixed or terminated. This guidance will help us do just that.

  • Time is Running out to SAVE

    As many of you know, on July 8, President Obama launched the second annual SAVE Award contest, a chance for federal workers to submit their best ideas about how to cut waste and improve government performance. To date, the response has been impressive, with 11,000 ideas submitted in just over a week. A new feature of this year’s contest is that federal employees also have the opportunity to vote and comment upon their fellow workers’ ideas, and already more than 95,000 votes have been cast -- yet another sign of how federal workers are getting into the saving act.

  • ACUS is Back

    The President just appointed all 10 members of the Council of the Administrative Conference of the United States (ACUS) including OMB’s own Preeta Bansal, our General Counsel and Senior Policy Advisor, as Vice Chair of the Council, and Michael Fitzpatrick, our Associate Administrator at OIRA, as a member of the ACUS Council.

  • Thinking Long-Term

    Last week, the Congressional Budget Office released its long-term budget outlook. As I wrote at the time, the report confirms that the Affordable Care Act, if implemented effectively, can play an important role in moving toward a healthier fiscal future. Brad DeLong recently highlighted how large that role is by comparing last year’s report to this year’s, and I thought it was worth underscoring the point.

  • SAVE More

    In just three weeks, federal employees submitted more than 38,000 ideas identifying opportunities to save money and improve performance. After these were winnowed to a final four, the top idea was voted on by tens of thousands of Americans, and the winner – Nancy Fichtner from Loma, Colorado – came to the White House to present her proposal to save money in how the VA uses prescription medication. As we head into the FY 2012 budget season, the President today kicked off the second annual SAVE Award, asking workers on the frontlines to take a hard look again and to share their ideas and insight at

  • Cutting Waste and Saving Money Through Contracting Reform

    In March 2009, the President directed agencies to save $40 billion annually by Fiscal Year (FY) 2011 through contracting and to reduce the use of high-risk contracts. Last December, OMB reported on agency plans to save $19 billion in FY 2010, and agencies are on track to meet that savings goal as well as the larger one for 2011.

  • Four for the Fourth

    I’ve written a lot lately about how the information technology gap between the public and private sectors is driving a gap in productivity and how closing this gap is key to creating a government that is efficient and effective.

  • CBO’s Long-Term Budget Outlook

    The Congressional Budget Office today released its long-term budget outlook. Just like the long-term outlook in our own Budget, the CBO report concludes that we are on an unsustainable fiscal course. About this, there is no ambiguity.

  • Buying in Bulk

    For the past few weeks, I’ve blogged about common-sense steps we are taking across the federal government to cut waste and bring better services to the American people.

  • Cutting Waste by Reforming IT

    As I’ve written before, one source of ineffective and inefficient government is the technology gap between the public and private sectors.

  • Life is a Series of Hellos and Goodbyes

    Earlier this week, I announced that I will be stepping down as OMB Director. It has been a great honor to serve in President Obama’s Cabinet, and the decision to step down was not an easy one.


    As I wrote recently, one of the steps we are taking to cut waste in government and boost performance is establishing a Do Not Pay List, a single source through which all agencies can check the status of a potential contractor or individual, so that a barred or ineligible individual or organization is not paid erroneously. This is part of a sustained effort we have taken to go after the $100 billion wasted in improper payments each year by the federal government.

  • Do Not Pay? Do Read This Post

    Over the past few weeks (and since taking office 16 months ago), we have focused on cutting waste, boosting efficiency, and creating a government more open and responsive to the American people.

  • New York and the New England Journal of Medicine

    Yesterday, I was in New York for a series of meetings with a health-care related theme. For instance, I ran with the Mighty Milers of PS 128 in Washington Heights who are part of an innovative program to get children moving and to stem the epidemic of childhood obesity. And later that day, I met with doctors and administrators at the NYU Medical School and Langone Medical Center where I saw firsthand how they are using cutting-edge technology – in the operating room and in the executive suite -- to improve patient outcomes, reduce costs, and to constantly push their organization toward higher-quality medicine.

  • Moving with the Mighty Milers

    Summer is a great opportunity for communities to address two of the challenges facing kids nationwide when school lets out: unhealthy eating habits and the summer reading gap. That’s why First Lady Michelle Obama has launched the Administration-wide Let’s Read. Let’s Move. initiative to combat childhood obesity and summer reading loss by encouraging youth to read and participate in physical activity, as well as providing access to healthy food. As part of that initiative, I joined a group of students today in upper Manhattan who are leading the charge against childhood obesity. They are the Mighty Milers of PS 128 and they have collectively run over 42,000 miles this year!

  • Uncle Sam Switches Plans

    The effort to cut waste and modernize government is truly an Administration-wide one. Not only are a wide array of agencies getting into the act — from IT projects killed at the Department of Veterans Affairs (VA) to the reform of the crop insurance program at the Department of Agriculture, but also federal workers.

  • The Check is Not in the Mail

    Last week, I spoke about the President’s commitment to create a government that is efficient, effective, transparent, and responsive. Since then, the Administration has unveiled some of the steps we are taking toward this goal: from identifying the bottom 5 percent of government programs to disposing of excess buildings and real estate and the Agriculture Department’s re-negotiating of its contract with crop insurance companies (which will reduce deficits by $4 billion over ten years).