New Strategic Performance Integrated Budget Process Needed
The federal government spends $100 billion a year on information technology to support over $2.9 trillion spent by federal programs. Over the past 15 years, there have been efforts to consolidate redundant IT projects, increase cross agency collaboration, and leverage sharing of IT solutions using commercial shared services models. In particular, the Office of Management and Budget and Federal Chief Information Officers Council have invested in tools to identify synergies and opportunities for multi-agency program improvements. These tools developed for IT improvements can be used by the administration to achieve much larger gains if applied in support of government-wide program planning and budgeting.
This paper recommends a revised approach to budgeting government operations that achieves the benefits from collaboration, information sharing, and other applications of modern technology-enabled management approaches. Leading strategic planning practices and enterprise architecture analysis materials developed by federal IT offices can be used to map relationships between strategic goals, legislative actions, and the budget line items needed to drive desired outcomes. Although there are potentially significant policy gains and budgetary savings, the analytic and change management issues are intimidating. To this end, this paper recommends that a performance driven "strategy-planning-budgeting" process be implemented and suggests introduction of this new process soon – introduced by July 2009 for the FY2011 budget- in order yield maximum gains reflecting this Administration’s priorities.
This paper was prepared as part of the ACT-IAC 2008 Presidential Transition Project.