U.S. OFFICE OF GOVERNMENT ETHICS 

STRATEGIC PLAN 

FISCAL YEARS 2007 – 2011 
SECTION 1--INTRODUCTION 

The Office of Government Ethics (OGE) was established by the Ethics in Government 

Act of 1978 and charged with providing “overall direction of executive branch policies 

related to preventing conflicts of interest” for executive branch employees. Working in 

partnership with agency ethics officials, OGE has built on this foundation and developed 

a model ethics program. Today, the ethics program is marked by consistent 

administration and implementation of a basic program structure within the executive 

branch and uniform interpretation and application of ethics laws and rules. 

OGE now seeks to enhance this ethics program and continue to foster public confidence 

in Government programs and operations. To achieve its mission and ultimately its stated 

vision, OGE has established the following three strategic goals: 

• Strengthening the ethical culture within the executive branch

• Preventing conflicts of interest; and 

• Promoting good governance. 

VISION: 

Achieve a high level of public confidence in the integrity of Government. 

MISSION: 

Provide leadership for the purpose of promoting an ethical workforce, preventing 

conflicts of interest and supporting good governance initiatives. 

OGE ORGANIZATION 

The Office of the Director provides overall direction to the executive branch ethics 

program and is responsible for ensuring that OGE fulfills its Congressional and 

Presidential mandates. 

The Office of Agency Programs is responsible for monitoring and providing services to 

Federal executive branch agency ethics programs. This Office has three divisions: 

Program Services Division, Education Division, and the Program Review Division. The 

three divisions coordinate their services to assist agencies in carrying out their programs. 

They work closely with agencies to identify and resolve problem areas, provide 

educational materials and training, staying abreast of budgetary concerns and identifying 

the emergent issues to be addressed by OGE. The Office holds an annual ethics 

conference for government-wide ethics officials, as well as hosting smaller topic specific 

events quarterly during the year. 

The Office of General Counsel and Legal Policy is responsible for establishing and 

maintaining a uniform legal framework of Government ethics for executive branch 

employees. This Office develops executive branch ethics program policies and 

regulations, interprets laws and regulations, assists agencies in legal and policy 

implementations, and recommends changes in conflicts of interest and ethics statutes. It 

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also responds to requests for information from the media, such as newspapers and wire 

services, and similar other news organizations. The Office also provides liaison to the 

Congress and to the Office of Management and Budget. 

The Office of International Assistance and Governance Initiatives coordinates the 

Office's support of U.S. efforts in promoting international ethics, anti-corruption and 

good governance initiatives 

The Office of Administration and Information Management provides essential support to 

all OGE operating programs through two divisions. The Administration Division has 

program responsibilities for: personnel, payroll, fiscal resource management, facilities 

and property management, travel, procurement, and the publishing and printing of 

materials. The Information Resource Management Division responsibilities lie within 

telecommunications, web graphics, and records management; as well as the program 

management of information and web site technologies. 

SECTION 2--STRATEGIC GOALS AND PERFORMANCE CRITERIA 

OGE tracks its progress toward achieving its strategic goals through specific, accountable 

objectives evaluated by established performance measures. OGE is able to provide 

baseline data for the majority of measures by merging statistical data from a variety of 

existing sources such as ethics training surveys, annual ethics program questionnaires, 

and employee ethics surveys. However, some of the measures identified are new. 

FY 2006 will be spent gathering new data to determine the baseline for those measures 

and refining existing evaluation mechanisms to increase the accuracy of all other 

measures. The objectives and measures in this document demonstrate the value of our 

work in promoting integrity in Government. 

SECTION 3--MANAGEMENT CHALLENGES 

OGE’s strategic planning assumes adequate fiscal and human resources and the 

successful coordination and cooperation of the executive and legislative branches in 

effecting appropriate changes to existing ethics programs. Because the day to day 

execution of the executive branch ethics program is the responsibility of each individual 

agency, the success of OGE’s goals regarding agency ethics programs is largely 

dependent on agency leadership’s commitment to, and involvement in the program, 

including agency leadership’s willingness to adequately staff the function. Furthermore, 

because the vast majority of ethics officials perform ethics-related duties part-time, 

agency programs are vulnerable to other priorities that may detract from the ethics 

officials’ ability to administer their ethics programs. 

OGE plays a significant role during a transition from one Presidential administration to 

the next. At that time, OGE experiences a particularly large and varied workload 

requiring it to shift its resources to better serve the incoming President and the ethics 

program. For example, the number of nominee public financial disclosure reports 

increases dramatically as does the number of reports filed by those employees who 

terminate their Government service. At the same time, more employees must receive 

advice and counseling to orient them on Government ethics rules. As a result, OGE will 

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be particularly challenged to balance the immediate needs of the new administration and 

matters not directly related to the transition. 

SECTION 4--PRESIDENT’S MANAGEMENT AGENDA 

OGE will continue to actively explore ways to improve how it conducts the activities 

discussed in this document. By the very nature of its function, OGE’s primary capital 

resource is its staff. Thus, OGE must continually strive for a skilled, knowledgeable, 

diverse, and high performing workforce. By maximizing its human resources, OGE will 

be able to improve its financial accountability and business processes and better integrate 

its human and fiscal resources to overcome obstacles, focus on results, and achieve better 

performance of our stated goals and objectives.

SECTION 5--OGE’S STRATEGIC GOALS: 

Strategic Goal 1--STRENGTHENING THE ETHICAL CULTURE AND PROMOTING AN 

ETHICAL WORKFORCE WITHIN THE EXECUTIVE BRANCH

Introduction 

To strengthen the ethical culture and promote an ethical workforce within the executive 

branch, OGE must develop and disseminate effective and timely ethics policy and 

provide assistance and oversight to executive branch agencies. Employees must be 

afforded adequate opportunities to become knowledgeable about their responsibilities and 

senior level officials must be committed to the success of their agencies ethics program. 

How well OGE performs in ensuring that the ethical culture is strengthened will be 

assessed by reaching out to our customers to ensure that our resources are being used 

effectively and, as necessary, shifting those resources as dictated by our customer 

satisfaction surveys. 

OBJECTIVES

The following four objectives support Strengthening the Ethical Culture. 

Objective 1.1 Improve the effectiveness of ethics policy. 

Objective 1.2 Enhance assistance to and oversight of agency ethics programs. 

Objective 1.3 Increase employee awareness of their ethics responsibilities. 

Objective 1.4 Increase OGE’s focus on senior officials’ role in implementing the 

ethics program. 

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OBJECTIVE 1.1 IMPROVE THE EFFECTIVENESS OF ETHICS POLICY. 

 

OGE was established to develop executive branch-wide ethics policy that ensures 

consistent interpretation and implementation of the ethics laws, rules and program 

requirements across the executive branch. The strategic challenge for OGE is to ensure 

that its policies are sound and practicable and that the guidance developed to implement 

the policies is understandable, clearly communicated and as widely disseminated as 

possible. 

 

Strategies for Objective 1.1 

Anticipate and target emerging ethics program issues. 

OGE will maintain an active network of communication with ethics officials and other 

interested parties, including Congress and the White House, to identify executive branchwide and crosscutting issues where policy guidance or advice is necessary. OGE’s senior 

managers will host meetings regularly with senior ethics and other officials to discuss 

issues of concern, and OGE staff will become active participants in the Interagency 

Ethics Council, a forum for discussing emerging ethics issues. In addition, OGE will 

evaluate information collected from a variety of other sources, such as surveys, program 

reviews, and requests for advice. OGE will prioritize and develop a plan to address 

emerging ethics program issues. 

Evaluate the effectiveness of guidance and update as necessary. 

OGE will establish a schedule to examine all existing policy guidance to ascertain if it 

contains information that has been superseded by subsequent developments and will 

provide timely notice to users. 

Assess the format, scope and usefulness of periodic guidance. 

OGE will evaluate the effectiveness of the means used to disseminate policy guidance to 

users and will make appropriate changes as warranted. 

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Performance Measures

Note: Click on Object 1.1 to view a text version of the Improve the effectiveness of ethics policy table. 

Objective 1.1 

Improve the effectiveness of ethics policy. 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of customers who 

rate OGE as responsive or 

very responsive to emerging 

issues. 

5% 40% 60% 70% 75% 80% 

Percent of customers who 

rate guidance as useful or 

very useful. 

70% 75% 80% 80% 85% 90% 

Percent of customers who say 

they receive the guidance 

they need to do their job 

effectively. 

75% 80% 80% 80% 85% 90% 

OBJECTIVE 1.2 ENHANCE ASSISTANCE AND OVERSIGHT OF AGENCY ETHICS 

PROGRAMS. 

Each executive branch agency has a Designated Agency Ethics Official who serves as the 

cornerstone of the ethics program. Through the programs they administer, OGE 

promotes an ethical culture and strengthens the public’s confidence that the 

Government’s business is conducted with impartiality and integrity. 

Strategies for Objective 1.2

Ensure that ethics officials have the knowledge required to effectively carry out their 

duties by (1) expanding the number and type of training and education opportunities and 

(2) developing and maintaining a database of informal ethics program advice. 

OGE provides training and education opportunities to all ethics officials through 

classroom instruction, educational materials and an annual conference. OGE will 

increase training opportunities offered to ethics officials by developing basic web-based 

courses and advanced instructor-led training. In addition, OGE will provide informal 

opportunities to exchange information such as lunch time seminars and speakers 

programs. Utilizing technology, such as satellite broadcast and video conferences, OGE 

will more widely distribute training and education opportunities and materials. 

With the growing dependence on telephone and email communication, OGE receives an 

increasing number of inquiries from agencies for informal guidance on ethics issues. The 

guidance provided often has broad application and would benefit the ethics program if it 

were shared with the entire ethics community. OGE will develop and maintain a system 

to centrally collect the informal advice it provides to agency ethics officials and identify 

an appropriate mechanism to disseminate advice to the ethics community as appropriate. 

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Focus education and training programs on new ethics officials. 

Approximately 90 percent of ethics officials perform ethics program services part-time. 

Additionally, there is a high rate of staff turnover in the ethics program because it is often 

a collateral duty. As a result, OGE needs to focus greater attention on new ethics 

officials who are expected to provide sound advice soon after assuming ethics 

responsibilities. OGE will develop a two-day orientation program for new ethics 

officials. OGE will also develop an Ethics Program Administration Manual that 

incorporates the use of technology and e-learning tools along with more traditional 

training and education methods, specifically for new ethics officials. 

Improve ethics program evaluation techniques. 

The success of well-established ethics programs can be jeopardized with changes in 

agency resource priorities. Therefore, it is important for OGE to accurately assess 

whether (1) agencies are adequately staffing the ethics program, (2) ethics officials are 

carrying out their duties and responsibilities and (3) agencies are moving beyond basic 

regulatory compliance and inserting ethics into the fabric of agency processes. OGE will 

increase its interactions with the Inspector General community and the Government 

Accountability Office to identify best practices in the area of program evaluation 

techniques. Additionally, OGE will develop a program of self-assessment for agencies to 

use in years that OGE is not scheduled to perform a program review. 

Identify and disseminate agency ethics program best practices. 

Through its program review function, OGE is in a unique position to observe successes 

and innovations in agency ethics program administration. OGE will also solicit best 

practices from agencies in years in which they are not subject to a program review. OGE 

will then utilize technology to more widely disseminate innovative and successful ethics 

program strategies. 

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Performance Measures 

Note: Click on Object 1.2 to view a text version of the Enhance assistance and oversight table. 

Objective 1.2 

Enhance assistance and oversight

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of ethics officials 

who are satisfied or very 

satisfied with education 

and training opportunities. 

85% 90% 90% 90% 90% 90% 

Percent of ethics officials 

who are satisfied or very 

satisfied with OGE 

produced education and 

training materials and job 

aids. 

85% 90% 90% 90% 90% 90% 

Percent of ethics officials 

who view OGE’s program 

review as adding value to 

their own programs. 

85% 85% 90% 90% 90% 90% 

Percent of agencies using a 

self-assessment tool to 

evaluate their programs 

15% 25% 50% 70% 75% 85% 

Percent of agencies using a 

self-assessment tool that 

report it was useful. 

70% 70% 80% 80% 90% 100% 

Percent of customers who 

are satisfied or very 

satisfied with information 

shared on ethics program 

best practices. 

TBD 85% 85% 

OBJECTIVE 1.3 INCREASE EMPLOYEE AWARENESS OF THEIR ETHICS RESPONSIBILITIES.

While employees bear ultimate responsibility for complying with ethics laws and 

regulations and ensuring the public’s trust, OGE has a leadership responsibility to ensure 

workers are aware of and understand these responsibilities. The long term outcome of 

this objective is to have employees incorporate ethics into their decision-making when 

carrying out their official responsibilities. 

Strategies for Objective 1.3

Develop educational support for various sectors of the executive branch workforce. 

One of the real strengths of the executive branch ethics program is the systematic training 

of employees on the regulatory standards and conflict of interest statutes. Once a year, 

agencies are required to provide training to the highest level officials. New employees 

must be made aware of the standards of conduct when entering Government service. 

Educating public servants about conflict-of-interest standards is a key component of 

preventing conflicts of interest. OGE will use information collected from agencies to 

identify the subject areas where OGE support of employee training is most useful. Once 

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identified, OGE will consult with agencies to determine the most effective and practical 

methods for providing appropriate support in those areas. 

Encourage agencies to demonstrate consistency between ethics rules and agency 

practices by utilizing administrative sanctions to enforce laws and regulations. 

Research shows that, without appropriate follow up on violations, employees may 

perceive that leadership is not committed to maintaining an ethical workplace. 

Demonstrated enforcement of the ethics rules complements the training employees 

receive on the rules themselves. OGE will use data collected on administrative sanctions 

to reinforce the significance of the ethics program and encourage agencies to pursue 

administrative sanctions where appropriate. Additionally, OGE will use the information 

to effectively focus education and outreach efforts. 

Performance Measures

Note: Click on Object 1.3 to view a text version of the Increase employee awareness and understanding table. 

Objective 1.3 

Increase employee awareness and understanding

Performance Measures Performance Targets 

Baseline FY2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of agencies that 

incorporate OGE education or 

training products into their 

program. 

30% 50% 70% 80% 90% 90% 

Percent of customers whose 

knowledge of the ethics rules 

increased after participating in 

OGE developed training. 

60% 80% 90% 100% 100% 100% 

Percent of employees who are 

satisfied or very satisfied with 

OGE developed education or 

training programs. 

50% 60% 70% 70% 80% 80% 

Percent of employees who 

indicate they are familiar with 

ethics rules. 

50% 60% 70% 70% 80% 80% 

Percent of employees who 

indicate that they recognize ethics 

issues when they arise. 

55% 65% 70% 75% 80% 80% 

Percent of employees who 

believe that if violations of the 

ethics rules are reported to the 

agency follow-up is prompt and 

effective. 

45% 55% 65% 70% 75% 75% 

Percent of employees who 

believe that employees who are 

caught violating ethics rules are 

disciplined. 

40% 40% 45% 50% 55% 60% 

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OBJECTIVE 1.4 INCREASE OGE’S FOCUS ON SENIOR OFFICIALS’ ROLE IN 

IMPLEMENTING THE ETHICS PROGRAM.

The ethical culture of an organization starts at the top. Research shows that there is a 

strong relationship between leaders “paying attention” to ethics and desirable program 

results such as employee willingness to seek ethics advice when needed. In FY 2005, 

OGE began assessing executive branch employee perceptions of whether agency 

leadership and supervisors pay attention to ethics. OGE will continue these assessments, 

and will increase its efforts to provide specialized services to agency leaders and 

supervisors. 

Strategy for Objective 1.4

Promote agency leadership support in ensuring an ethical culture within the agency. 

OGE must promote the ethics program to all senior agency officials. OGE will reach out 

to these senior officials prior to or at the time they enter public service by providing 

educational materials and, where appropriate, opportunities for discussion, focused on 

ethics issues that are unique to high-level positions of authority as well as the general 

ethics issues faced by all executive branch employees. 

 

Performance Measures 

Note: Click on Object 1.4 to view a text version of the Promoting agency leadership table. 

Objective 1.4 

Promoting agency leadership

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of employees who 

believe their agency leaders 

pay attention to ethics 

60% 65% 70% 75% 75% 80% 

Percent of employees who 

believe their immediate 

supervisors pay attention to 

ethics 

55% 60% 70% 75% 80% 80% 

Strategic Goal 2--PREVENTING CONFLICTS OF INTEREST

Introduction 

Many of OGE’s responsibilities are directed at preventing employee conflicts of interest. 

Financial disclosure is the primary tool OGE uses for identifying and resolving potential 

conflicts of interest. Financial disclosure contributes significantly to the goal of 

maintaining the integrity of Government operations and programs by providing a 

mechanism for conflict of interest reviews. Making the financial disclosure reports 

submitted by the highest level officials publicly available ensures outside scrutiny, which 

contributes to public confidence in Government and helps to deter officials from 

becoming involved in official matters in which they have conflicting financial interests. 

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Because the financial disclosure system is so extensive and requires the expenditure of 

substantial resources by both OGE and the agencies, it is important for OGE to ensure 

that the process of filing, collecting and reviewing reports is as efficient as possible and 

does not unduly impede agency operations.

The following three Objectives support Preventing Conflict of Interest. 

Objective 2.1 Enhance assistance to the President and the Congress in the 

Presidential appointments process. 

Objective 2.2 Monitor continued compliance with conflict of interest laws. 

Objective 2.3 Administer an effective confidential financial disclosure system. 

OBJECTIVE 2.1 ENHANCE ASSISTANCE TO THE PRESIDENT AND THE CONGRESS IN THE 

PRESIDENTIAL APPOINTMENTS PROCESS.

The public financial disclosure process provides assurance to the President and Congress 

that appointees to the highest level Government positions will be free from conflicts of 

interest. OGE reviews draft public financial disclosure reports filed by individuals 

selected by the President for these positions in the executive branch. Potential conflicts 

of interest are identified and the individual agrees to take the steps necessary to resolve 

any conflicts. OGE is responsible for informing the appropriate Senate committee that 

the individual will be in compliance with applicable ethics rules and laws. In addition to 

preventing conflicts of interest, the review process also provides an opportunity to 

familiarize the prospective nominee with the ethics program. 

Strategies for Objective 2.1

Use technology to improve the financial disclosure reporting and review process. 

OGE will improve the administration of the financial disclosure system. One of the 

primary initiatives in this area is using technology to make the filing and reviewing of 

financial disclosure forms more efficient by reducing the need for paper filing and 

evaluation. OGE has formed a partnership with the Department of the Army to develop 

an electronic filing system. The system will allow for on-line completion and submission 

of the report, as well as on-line certification. Once the electronic system is fully tested, it 

will be made available to all agencies for use by public financial disclosure filers. 

Promote proposed improvements to the financial disclosure law.

OGE has issued two reports to Congress (April 2001 and March 2005) recommending 

improvements to simplify the public financial disclosure reporting requirements. In the 

reports, OGE concluded that the current public financial disclosure system requires 

reporting more detailed information than is useful or necessary to achieve its fundamental 

goals of preventing conflicts of interest and maintaining the public’s confidence in 

Government. Such unnecessary detail could be eliminated without reducing compliance 

with applicable conflict of interest requirements and without harming the public interest 

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in disclosure. OGE will continue to pursue proposed legislation to implement these 

improvements. 

Ensure timely compliance with ethics agreements. 

OGE monitors compliance by Presidential appointees with ethics agreements entered 

during the nominee review process. The agreements outline the steps an appointee must 

take to insulate himself and protect the agency processes from conflict of interest. This 

system not only aids the appointee and the agency, but it assures the public and the 

Senate committee responsible for holding the confirmation hearing, that potential 

conflicts will be resolved. OGE will establish mechanisms to ensure timely compliance 

with ethics agreements by all Presidential appointees. 

Performance Measures 

Note: Click on Object 2.1 to view a text version of the Enhance assistance to the President and the Congress table. 

Objective 2.1 

Enhance assistance to the President and the Congress 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Number of agencies using 

the new electronic filing 

system 

TBD 

Percent of users who are 

satisfied or very satisfied 

with the automated filing 

system 

TBD 

Percent of officials who 

comply with ethics 

agreements within required 

time frames. 

95% 95% 95% 95% 95% 95% 

OBJECTIVE 2.2 MONITORING CONTINUED COMPLIANCE WITH CONFLICT OF INTEREST 

LAWS

After assuming their duties, individuals appointed by the President and confirmed by the 

Senate file financial disclosure reports annually and upon terminating their Government 

service. In addition, other high level Government officials and political appointees file 

such reports. These filings ensure that OGE and the relevant agency can continue to 

monitor for potential conflicts of interest. Review of annual and termination reports 

assure the public that conflicts of interest have not influenced an individual’s service to 

the Government. For this system to be effective, it is imperative for the reports to be 

submitted and reviewed timely. In particular, in the case of annual reports, timely 

attention to the reports ensures that potential conflicts of interest can be addressed as 

employees acquire new investments or their Government duties change. 

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Strategies for Objective 2.2 

Encourage agencies to provide feedback to public filers based on review of financial 

disclosure reports. 

It is important for public financial disclosure report filers to know when their reports have 

been reviewed and certified. Notification of certification serves as evidence that the filer 

has no conflict or potential conflict of interest. Additionally, it demonstrates the 

importance of the financial disclosure system and the commitment of the agency to the 

ethics program requirements. OGE will encourage agencies to notify financial disclosure 

report filers when the report is certified as evidencing no conflict or potential conflict of 

interest. Such notification offers ethics officials an opportunity to educate filers about 

how to identify and avoid conflicts of interest in the future. 

Identify weaknesses in the collection and review of annual and termination disclosure 

reports.

The timely submission and review of annual and termination financial disclosure reports 

is essential to preventing conflicts of interest. Through a targeted study and our Agency 

program reviews, OGE will monitor the collection and review of the reports and address 

systemic weaknesses as necessary. 

Performance Measures 

Note: Click on Object 2.2 to view a text version of the Monitoring compliance table. 

Objective 2.2 

Monitoring compliance 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of agencies 

providing feedback to 

employees after review of 

forms 

TBD 100% 

Percent of audited entities 

that have written 

procedures for following 

up with delinquent filers 

40% 60% 75% 80% 100% 100% 

OBJECTIVE 2.3 ADMINISTERING AN EFFECTIVE CONFIDENTIAL FINANCIAL 

DISCLOSURE SYSTEM

OGE administers a second financial disclosure system that is directed to employees who 

serve in positions with important decision-making authority and responsibility but who 

are not in positions that require public financial disclosure. This system involves the 

submission and review of confidential financial disclosure reports. Like public financial 

disclosure reports, confidential reports are used as a tool to identify potential conflicts of 

interest and to counsel employees about avoiding such conflicts. Agencies make 

extensive use of this system; for example, the confidential reports are filed by temporary 

employees and thousands of members of advisory committees to ensure that advice 

received by the Government is objective. As with the public financial disclosure 

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reporting system, OGE’s challenge is to ensure that the system is as effective and 

efficient as possible, while at the same time ensuring that it meets its primary purpose of 

preventing conflicts of interest. 

Strategies for Objective 2.3 

Use technology to improve the confidential financial disclosure system. 

As with the public financial disclosure reporting system, the confidential system could be 

improved by on-line preparation, submission, review and certification of reports. OGE 

plans to develop a confidential financial disclosure form that can be filed electronically. 

Encourage agencies to use alternative confidential financial disclosure reporting where 

appropriate. 

OGE has, by regulation, established a uniform system of confidential financial disclosure 

reporting for the entire executive branch. However, because agency missions (or the 

components of agencies) vary greatly, it may be more practical and useful for identifying 

conflicts to tailor the confidential disclosure requirements to the needs of a particular 

agency. This may be true particularly in cases involving disclosure by members of 

advisory committees. OGE regulations permit such deviations where circumstances 

dictate that an alternative reporting system would enhance agency operations. OGE will 

encourage the increased use of these alternative systems by advertising existing approved 

alternatives; identifying, through our program review process, agencies that might benefit 

from the use of an alternative system; and by assisting agencies in developing such 

systems for their own needs. 

Performance Measures 

Note: Click on Object 2.3 to view a text version of the Improved Administration of Confidential System table. 

Objective 2.3 

Improved Administration of Confidential System 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Percent of alternative 

systems judged by program 

review to have been 

effectively implemented. 

60% 65% 70% 80% 90% 90% 

Percent of required 

confidential filers who filed 

by end of reporting year 

70% 70% 75% 75% 80% 80% 

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Strategic Goal 3--PROMOTING GOOD GOVERNANCE. 

Introduction 

Good governance is commonly understood to include accountability, transparency, 

effectiveness and efficiency, predictability and the rule of law. An ethics program that 

focuses on the accountability and conduct of individual employees is an integral part of 

all programs and is an essential element of good governance. The effect of an ethics 

program can be enhanced when it is coordinated with other programs that are designed to 

meet the goals of good governance and public trust. By leveraging resources and 

exchanging ideas, agencies with related missions can more effectively meet their goals. 

Accordingly, OGE will seek to work with other Federal agencies that have 

responsibilities which are part of the larger goal of good governance. 

State and local government ethics offices are also excellent sources of information about 

program elements that work well and those that do not. Improved communications with 

these offices as well as other agencies administering integrity programs can enhance our 

ability to carry out the executive branch ethics program. Additionally, by more 

proactively reaching out to the public and private sector about the executive branch ethics 

program, OGE promotes a better understanding of the standards expected of public 

servants. Finally, OGE will continue to use its experience to act as a U.S. Government 

(USG) expert and resource supporting U.S. foreign policy anti-corruption and good 

governance initiatives. 

OBJECTIVES

The following three Objectives support Promoting Good Governance. 

Objective 3.1 Increase OGE’s support of and cooperation with Federal, state and 

local agencies implementing programs that help support good governance. 

Objective 3.2 Increase outreach to the private sector and civil society. 

Objective 3.3 Support U.S. foreign policy anti-corruption and good governance 

initiatives. 

OBJECTIVE 3.1 INCREASE OGE’S SUPPORT OF AND COOPERATION WITH FEDERAL,

STATE AND LOCAL AGENCIES INVOLVED WITH ENSURING THE INTEGRITY OF 

GOVERNMENT FUNCTIONS.

OGE’s experience demonstrates that collaboration with other agencies improves the 

effectiveness and efficiency of our own programs. Agencies that have responsibilities 

related to good governance often face similar issues, and grapple with developing 

strategies to address those issues. Closer collaboration or coordination among such 

agencies can generate a shared understanding of best practices and results in better 

governance. More importantly, at the Federal level, coordination among various agencies 

eliminates redundancy, helps in developing uniform policies, and ultimately results in a 

more cohesive approach to dealing with issues across a broader spectrum. 

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Strategies for Objective 3.1

Increase collaboration with other Federal agencies having complementary missions to 

identify cross-cutting issues involving integrity, accountability and transparency in 

Government.

Active coordination and cooperation with other Government agencies having 

complementary missions and programs is important in promoting integrity, 

accountability, predictability and transparency of Government. Agencies that promote 

transparent and consistent processes and information, and agencies that assist with 

participatory and efficient government functions, all share a role in good governance. 

OGE will increase its efforts to collaborate with these and other agencies to identify 

cross-cutting issues and undertake appropriate actions to ensure achievement of mutual 

goals. 

Expand outreach to state and local entities responsible for ensuring accountability and 

promoting public confidence in government processes. 

OGE is a member of the Council on Governmental Ethics Laws (COGEL), an 

organization comprised primarily of Federal, state and local government agencies of the 

U.S. and Canada, as well as some additional foreign government agencies. The 

experiences of these agencies with administering similar programs are a valuable 

resource for enhancing OGE and other members’ programs and strengthening good 

governance on a broader scale. It will also help meet USG commitments under 

international agreements. OGE will become a more active and effective presence in 

COGEL as well as develop more effective relationships with other organizations of 

government agencies to assist in promoting good governance programs. 

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Performance Measures

Note: Click on Object 3.1 to view a text version of the Increase OGE’s support of and coorperation with federal, state and 

local agencies involved with ensuring the integrity of government functions table. 

Objective 3.1 

Increase OGE’s support of and cooperation with federal, state and local agencies 

involved with ensuring the integrity of government functions. 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Number of interagency 

good governance 

programs/projects OGE 

participated in 

6 8 8 10 10 10 

Percent of interagency 

programs/ projects where 

OGE participation 

enhanced understanding of 

good governance 

TBD 50% 

Number of programs/ 

projects involving 

state/local/government 

agencies/organizations 

2 2 2 3 3 3 

Percent of 

programs/projects where 

participation was useful to 

OGE/other participants 

100% 100% 100% 100% 100% 100% 

OBJECTIVE 3.2 INCREASE OUTREACH TO THE PRIVATE SECTOR AND CIVIL SOCIETY.

Making information about Government accountability and transparency easily and 

readily accessible is important to maintaining the public’s trust in Government. 

Enhancing OGE’s communications with the public and civil society, as well as 

developing cooperative and informative programs with persons who do business with the 

Government, will help promote the overall goal of good governance as well as a better 

understanding of the role of the ethics program. 

 

Strategies for Objective 3.2 

 

Enhance our communications with the public and civil society. 

OGE will expand its efforts to communicate with the general public, non-government 

organizations and other interested parties. The OGE website will serve as an important 

vehicle for this effort. OGE will add information about internal and external USG good 

governance initiatives in which it participates. OGE will also seek opportunities to 

participate in seminars or conferences where there is an opportunity to disseminate 

information to the public and civil society about the role the ethics program plays in 

establishing integrity, accountability and transparency in Government. 

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Increase cooperation and information-sharing with persons who do business with the 

Government. 

One way to help employees avoid situations that can raise ethical concerns is to eliminate 

those situations in the first place. This can be done, in part, by educating persons and 

entities that do business with the Government about the ethical requirements that apply to 

Government employees. This issue has become even more important because of the 

increased use of Government contractors in the Federal workplace. OGE will collaborate 

with relevant agencies to identify the most effective ways that Government contractors, 

grantees and others who interact with Federal officials can be made aware of how to 

avoid interactions that might result in misconduct by a Federal official. At a minimum, 

OGE intends to seek opportunities to speak with organizations that represent contractors 

and others, and to prepare appropriate explanatory materials that agencies can distribute 

to their customers and stakeholders. 

Performance Measures 

Note: Click on Object 3.2 to view a text version of the Increase outreach to the private sector and civil society table. 

Objective 3.2 

Increase outreach to the private sector and civil society. 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

Number of meetings, 

speeches, presentations and 

similar outreach efforts to 

organizations that represent 

the public, civil society and 

persons who do business 

with the Government 

8 10 10 12 12 15 

Percent of entities that 

indicate that interaction 

with OGE was helpful to 

their understanding of the 

USG ethics program and 

the integrity of the 

executive branch 

TBD 50% 60% 75% 90% 90% 

 

OBJECTIVE 3.3 SUPPORT U.S. FOREIGN POLICY ANTI-CORRUPTION AND GOOD 

GOVERNANCE INITIATIVES. 

The ethics program designed and administered by OGE is one of the most wellestablished and long lived of its type in the world. Consequently, OGE has a wealth of 

practical technical experience that can be used to assist those within the Government who 

wish to promote USG anti-corruption and good governance initiatives abroad. OGE has 

the requisite expertise to represent the U.S. as an expert in international multi-disciplinary 

mutual evaluation mechanisms and good governance programs in which the U.S. has 

agreed to participate. 

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Strategies for Objective 3.3

Respond to requests from U.S. foreign policy agencies. 

OGE regularly participates with interagency groups responsible for developing and 

reviewing USG international anti-corruption and good governance initiatives. OGE often 

represents the USG in international fora where these initiatives are being implemented or 

where corruption prevention is at issue. OGE also regularly provides international 

technical assistance briefings to foreign officials from the public and private sector 

traveling under the auspices of the State Department International Visitors or other 

similar programs. On occasion, OGE provides more direct assistance through State 

Department approved bilateral agreements or in response to U.S. foreign policy agency 

requests, to countries interested in developing prevention measures to incorporate into 

their anticorruption good governance efforts. 

Serve as an expert in on-going international mutual evaluation mechanisms. 

At the nomination of the USG, OGE currently serves as an expert evaluator for, and USG 

representative to, the Group of States Against Corruption (GRECO) and the follow-up 

mechanism of the Inter-American Convention Against Corruption. Additionally, OGE 

serves as an expert for the public governance programs of the Organization for Economic 

Cooperation and Development (OECD). 

Performance Measures

Note: Click on Object 3.3 to view a text version of the Support U.S. foreign policy anti-corruption and good governance 

initiatives table. 

Objective 3.3 

Support U.S. foreign policy anti-corruption and good governance initiatives. 

Performance Measures Performance Targets 

Baseline FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 

OGE’s requested 

participation in program 

advances U.S. foreign policy 

objective as judged by USG 

agencies 

TBD 75% 

Quality of services as an 

evaluator results in repeated 

requests when evaluated 

topic is relevant 

100% 100% 100% 100% 100% 100% 

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