PERFORMANCE RESULTS DETAILS

FY 2016 Annual Performance Report and FY 2018 Annual Performance Plan—U.S. Department of Education 5 

Performance Results Details

Performance Management Framework 

In accordance with the Government Performance and Results Act (GPRA) Modernization Act of 

2010, the Strategic Plan is the basis for the Department’s performance management framework. 

The Department uses quarterly performance reviews, targeted strategic initiatives, and outreach 

to leaders and stakeholders to assess progress and garner engagement toward achieving 

strategic goals and outcomes. 

The performance data presented in this report are based on the goals in the Department’s FY 

2014–18 Strategic Plan (outlined below). The Department welcomes input from Congress, state 

and local partners, and other education stakeholders on its Strategic Plan and Agency Priority 

Goals (APGs). Questions or comments about the Department’s performance management 

framework and reporting should be e-mailed to PIO@ed.gov. 
PERFORMANCE RESULTS DETAILS

FY 2016 Annual Performance Report and FY 2018 Annual Performance Plan—U.S. Department of Education 6 

The FY 2014–18 Strategic Plan is comprised of six strategic goals, which serve as the 

foundation for establishing long-term priorities. Within each goal are strategic objectives that the 

Department undertakes to realize the goal. For each objective, the Department has established 

measures to gauge its progress. Additionally, in collaboration with the Office of Management 

and Budget (OMB), the Department established FY 2016–17 APGs and reported quarterly 

updates on these APGs on performance.gov. 

The Department monitors progress toward its strategic goals and its APGs using data-driven 

review and analysis. This focus promotes active management engagement across the 

Department. 

FY 2014–18 Strategic Plan1

 

1 This graphic reflects the Strategic Plan adopted by the Department in 2014. 
PERFORMANCE RESULTS DETAILS

FY 2016 Annual Performance Report and FY 2018 Annual Performance Plan—U.S. Department of Education 7 
PERFORMANCE RESULTS DETAILS

FY 2016 Annual Performance Report and FY 2018 Annual Performance Plan—U.S. Department of Education 8 

Cross-Agency Priority (CAP) Goals 

Cross-Agency Priority (CAP) Goals are used to accelerate progress on a limited number of 

priority areas where implementation requires active collaboration between multiple agencies. 

The 15 CAP Goals include the following 7 mission-oriented and 8 management-focused goals. 

Mission CAP Goals Management CAP Goals

 Cybersecurity 

 Service Members and Veterans 

Mental Health 

 Climate Change (Federal Actions) 

 Insider Threat and Security Clearance 

Reform 

 Job-Creating Investment 

 Infrastructure Permitting 

Modernization 

 STEM Education 

 Customer Service 

 Smarter IT Delivery 

 Category Management 

 Shared Services 

 Benchmark and Improve MissionSupport Operations 

 Open Data 

 Lab-To-Market 

 People and Culture 

The Department contributes to the following four CAP Goals: 

Cybersecurity Goal Statement: Improve awareness of security practices, vulnerabilities, and 

threats to the operating environment by limiting access to only authorized users and 

implementing technologies and processes that reduce the risk from malicious activity. 

Service Members and Veterans Mental Health Goal Statement: Improve mental health 

outcomes for Service Members, Veterans, and their Families. 

Science, Technology, Engineering, and Math (STEM) Education Goal Statement: Improve 

STEM Education by implementing the Federal STEM Education 5-Year Strategic Plan, 

announced in May 2013. 

Customer Service Goal Statement: Deliver world-class customer services to citizens by 

making it faster and easier for individuals and businesses to complete transactions and have a 

positive experience with government. 
PERFORMANCE RESULTS DETAILS

FY 2016 Annual Performance Report and FY 2018 Annual Performance Plan—U.S. Department of Education 9 

The Department’s Approach to Data Collection and Analysis 

In FY 2016, the Department continued to support programs to help the education system by 

facilitating the development of the infrastructure necessary to collect and disseminate high-value 

education information for the improvement of student outcomes. 

EDFacts. The EDFacts system enables the consolidation of separate school-, district-, and 

state-level data collections and reduces the reporting burden for states by eliminating redundant 

data requests. 

Statewide Longitudinal Data Systems. The Statewide Longitudinal Data Systems (SLDS) 

grant program, as authorized by the Educational Technical Assistance Act of 2002, is designed 

to aid state educational agencies (SEAs) in developing and implementing longitudinal data 

systems. Most SLDS funds are awarded as state grants, but a portion of the funds are used for 

activities to improve data quality, coordination, and use. Activities include the Education Data 

Technical Assistance program and the Privacy Technical Assistance Center. 

Data Strategy Team. The Department’s Data Strategy Team (DST) develops and promotes 

coordinated and consistent data strategies among the various offices whose responsibilities 

include data and content management within the Department. The mission of the DST is to 

coordinate the Department’s public-facing data initiatives by building cohesiveness in internal 

processes and data policies and by improving transparency in matters related to the 

Department’s collection of data. 

Civil Rights Data Collection (CRDC). The Department collects data on key education and civil 

rights issues in our nation’s public schools for use by the Office for Civil Rights (OCR) in its 

enforcement and monitoring efforts, by other Department offices, and by policymakers and 

researchers outside of the Department. 

Enhancing Education Systems and Supports. The Department strives to leverage its data, 

evaluation, performance, and financial systems to meet four important aspects of its mission: 

 To contribute to the Department’s ability to build customer relations by providing timely 

responses to customer inquiries. 

 To empower employees to make informed decisions by increasing their access to data. 

 To increase accountability through improved financial management. 

 To keep Department employees informed of the project status and ensure that all users 

receive proper training on the new system. 

Support for the Department’s Evaluations

To determine the effectiveness of programs, policies, and strategies for improving education 

outcomes, funding is directed toward evaluations that will yield valid, reliable, and useful 

information for the field. For a list of evaluations completed in FY 2016 and of those planned 

through FY 2018, see appendix D.