Presidential Management Agenda

Presidential Management Agenda
Name	Presidential Management Agenda
Formed	1993
Jurisdiction	United States executive branch
Parent agency	Executive Office of the President

Presidential Management Agenda

The Presidential Management Agenda is an executive branch reform effort instituted to coordinate performance, budgetary, and managerial priorities across federal agencies under the Executive Office of the President. It has been used by multiple administrations, intersecting with initiatives from the Office of Management and Budget, the General Services Administration, and the United States Office of Personnel Management, to drive alignment among cabinet departments such as the Department of Defense, Department of Health and Human Services, and Department of the Treasury. The agenda has influenced policy instruments including the Government Performance and Results Act of 1993, the Clinger–Cohen Act, and the Federal Information Security Management Act.

Overview

The agenda functions as a presidentially-directed framework that integrates directives from the White House with operational responsibilities held by agencies like the Internal Revenue Service, Social Security Administration, and National Aeronautics and Space Administration (NASA). It aligns strategic goals from offices such as the Domestic Policy Council, the National Security Council, and the Council of Economic Advisers with budgeting processes overseen by the United States Department of the Treasury and reporting requirements under statutes like the Paperwork Reduction Act. The mechanism leverages partnerships with quasi-public entities such as the Government Accountability Office and the Congressional Budget Office to measure progress.

History and Development

Origins trace to presidential modernization efforts in the administrations of Bill Clinton and follow-on refinement during George W. Bush and Barack Obama. Early precedents include reforms under Ronald Reagan and the managerial emphasis after the Gore Commission (National Performance Review) chaired by Al Gore. Subsequent iterations incorporated lessons from programs like the Chief Information Officer Council and policy reforms following events such as the 9/11 attacks which prompted coordination across the Department of Homeland Security and the Federal Emergency Management Agency. Administrations adjusted the agenda in response to oversight reports from the Government Accountability Office and legislative changes from the United States Congress.

Objectives and Priorities

Core objectives include improved fiscal stewardship aligned with the United States budget process, enhanced acquisition practices reflecting standards from the Federal Acquisition Regulation, and strengthened cybersecurity consistent with guidance from the National Institute of Standards and Technology. Priorities have ranged from reducing improper payments as scrutinized by the Office of Management and Budget and Treasury Inspector General for Tax Administration to modernizing information technology across portfolios including Centers for Medicare & Medicaid Services systems and Veterans Affairs records. The agenda emphasizes workforce development aligned with guidance from the U.S. Office of Personnel Management and performance measurement consistent with the Government Performance and Results Act of 1993 and the Congressional Accountability Act.

Implementation and Governance

Implementation is typically managed through interagency councils, led by the Office of Management and Budget and supported by the Office of the Federal Chief Information Officer, the Chief Financial Officers Council, and the Chief Human Capital Officers Council. Governance relies on scorecards, memoranda from the White House Chief of Staff, and coordination with congressional committees such as the Senate Committee on Homeland Security and Governmental Affairs and the House Committee on Oversight and Accountability. Agencies submit progress reports similar to submissions to the Government Accountability Office and engage external partners such as the National Academy of Public Administration and private contractors including firms like Booz Allen Hamilton and Accenture.

Major Initiatives and Programs

Major initiatives under the agenda have included enterprise-wide information technology modernization programs influenced by the Clinger–Cohen Act, shared services platforms akin to projects at the General Services Administration and consolidation efforts seen in Centers for Medicare & Medicaid Services and Social Security Administration back-office modernization. Other notable programs involve improving acquisition workforce capacity under standards promoted by the Federal Acquisition Institute and driving cost savings similar to efforts led by the Office of Management and Budget’s Office of Federal Financial Management. Cross-cutting programs have addressed cybersecurity in line with Federal Information Security Modernization Act of 2014 expectations and federal data initiatives inspired by the Open Government Directive and the U.S. Digital Service.

Criticisms and Evaluations

Scholars and oversight bodies such as the Government Accountability Office and the Congressional Research Service have critiqued the agenda for variable implementation across agencies including Department of Veterans Affairs and Department of Education components, inconsistent metrics, and limited sustainability beyond a given presidential term. Commentators in outlets linked to Brookings Institution and analyses by the Heritage Foundation have debated its effect on agency autonomy versus centralized control in the Executive Office of the President. Evaluations often cite challenges similar to those identified after the Gore Commission and in audits by inspectors general for agencies like the Department of Homeland Security and Department of Justice.

Category:United States federal administration