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# GPRA Modernization Act

              - Reclamation
              - GPRA Modernization Act

GPRA              - GPRA Home

## Performance Management

## The GPRA Modernization Act of 2010

The GPRA Modernization Act modernizes the Federal Government’s performance management framework, retaining and amplifying some aspects of the Government Performance and Results Act of 1993 (GPRA 1993) while also addressing some of its weaknesses. GPRA 1993 established strategic planning, performance planning and performance reporting as a framework for agencies to communicate progress in achieving their missions. The GPRA Modernization Act establishes some important changes to existing requirements.

The purposes of the GPRA Modernization Act are to:
            - Improve the confidence of the American people in the capability of the Federal Government, by systematically holding Federal agencies accountable for achieving program results;    
            - Improve program performance by requiring agencies to set goals, measure performance against those goals and report publicly on progress;    
            - Improve Federal program effectiveness and public accountability by promoting a focus on results, service quality and customer satisfaction;   
            - Help Federal managers improve service delivery, by requiring that they plan for meeting program goals and by providing them with information about program results and service quality;    
            - Improve congressional decision-making by providing more information on achieving statutory objectives and on the relative effectiveness and efficiency of Federal programs and spending;    
            - Improve internal management of the Federal Government; and,   
            - Improve usefulness of performance and program information by modernizing public reporting.

### Performance Evidence

The Department has taken a fresh approach to establish performance goal outcomes in the new DOI Strategic Plan (2022-2026). In developing the strategic goals and strategic objectives, the focus is not only on legislative and statutory requirements that govern what we do, but on synergies within and across DOI to maximize the benefits realized by the American people. The Department has also taken steps to build evidence where there are gaps in knowledge in DOI program outcomes, to incorporate known science into our management decisions, and to fully use the breadth of data to support DOI’s performance. 

### DOI Learning Agenda

To implement the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act), the DOI Performance and Planning Office developed the FY (2022-2026) DOI Learning Agenda which is a road map of learning that will guide DOI’s evidence building activities. The learning agenda is also a flexible plan that will adjust as DOI learns about what works and what needs improvement and new challenges, priorities, and opportunities arise. The learning agenda identifies areas to build evidence and learn to make programs, projects, and organizations more effective and efficient in achieving their outcomes. For more details, refer to following link: Evidence at DOI | U.S. Department of the Interior, https://www.doi.gov/performance/evidence-doi

### Enterprise Risk Management

In an effort to  manage effectively and proactively unavoidable risks to minimize program failures, interruptions, delays, and cost increases, the DOI Performance and Planning Office is implementing enterprise risk management by working with Bureaus/offices program managers to pinpoint events that could negatively impact mission achievement, estimate the likelihood of these events occurring, and develop a plan to appropriately treat the risks. For more details, refer to the following link: Enterprise Risk Management | U.S. Department of the Interior (doi.gov), https://www.doi.gov/performance/enterprise-risk-management 

### Project Management – Improving Program and Project Management 

To promote efficient and effective program operations, the Department has developed program and project management standards and principles. Standardizing and improving program management across the Department is necessary to better ensure the delivery of intended program and project outcomes to beneficiaries and stakeholders. DOI is working across bureaus and offices to embed program/project management tools, and best practices into the design and daily operations of our programs. 

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**The DOI Strategic Plan****The DOI Annual Performance Plan and Report****The Government Performance Results Act of 1993****The GPRA Modernization Act of 2010****The Foundation of the Evidence-Based Policymaking Act of 2018****Performance.Gov****Reclamation's Performance Improvement Officer****Reclamation's Policy on Budget and Performance Integration / Performance Improvement**

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**Commissioner Camille Calimlim Touton highlights Reclamation's priorities in the following four categories:**
The President’s commitment to managing water resources in the West has led to additional focus on both existing and planned future infrastructure funding and funding for other purposes that will establish a foundation for Reclamation’s work for the next generation. In this effort, Reclamation has adopted four key priorities reflecting current and future challenges, our mission, and our role in pursuing the Department’s priorities.
            - Increase Water Reliability and Resilience
            - Support Racial and Economic Equity
            - Modernize Infrastructure
            - Enhance Water Conservation and Climate Resilience

*Last Updated: 6/6/22*

## More Information about the U.S. Bureau of Reclamation

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