Article by Kshemendra Paul: “It’s time to strengthen the use of data, evidence and transparency to stop driving with mud on the windshield and to steer the government toward improving management of its programs and operations.
Existing Government Accountability Office and agency inspectors general reports identify thousands of specific evidence-based recommendations to improve efficiency, economy and effectiveness, and reduce fraud, waste and abuse. Many of these recommendations aim at program design and requirements, highlighting specific instances of overlap, redundancy and duplication. Others describe inadequate internal controls to balance program integrity with the experience of the customer, contractor or grantee. While progress is being reported in part due to stronger partnerships with IGs, much remains to be done. Indeed, GAO’s 2023 High Risk List, which it has produced going back to 1990, shows surprisingly slow progress of efforts to reduce risk to government programs and operations.
Here are a few examples:
- GAO estimates recent annual fraud of between $233 billion to $521 billion, or about 3% to 7% of federal spending. On the other hand, identified fraud with high-risk Recovery Act spending was held under 1% using data, transparency and partnerships with Offices of Inspectors General.
- GAO and IGs have collectively identified hundreds of billions in potential cost savings or improvements not yet addressed by federal agencies.
- GAO has recently described shortcomings with the government’s efforts to build evidence. While federal policymakers need good information to inform their decisions, the Commission on Evidence-Based Policymaking previously said, “too little evidence is produced to meet this need.”
One of the main reasons for agency sluggishness is the lack of agency and governmentwide use of synchronized, authoritative and shared data to support how the government manages itself.
For example, the Energy Department IG found that, “[t]he department often lacks the data necessary to make critical decisions, evaluate and effectively manage risks, or gain visibility into program results.” It is past time for the government to commit itself to move away from its widespread use of data calls, the error-prone, costly and manual aggregation of data used to support policy analysis and decision-making. Efforts to embrace data-informed approaches to manage government programs and operations are stymied by lack of basic agency and governmentwide data hygiene. While bright pockets exist, management gaps, as DOE OIG stated, “create blind spots in the universe of data that, if captured, could be used to more efficiently identify, track and respond to risks…”
The proposed approach starts with current agency operating models, then drives into management process integration to tackle root causes of dysfunction from the bottom up. It recognizes that inefficiency, fraud and other challenges are diffused, deeply embedded and have non-obvious interrelationships within the federal complex…(More)”
