Bill Overview
Title: Governmentwide Executive Councils Administration and Performance Improvement Act
Description: This bill addresses issues involving governmentwide executive councils. Specifically, the bill provides statutory authority for the Office of Executive Councils (OEC), which resides within the General Services Administration (GSA) and assists governmentwide policymaking entities including the Chief Acquisition Officers Council, the Chief Human Capital Officers Council, and the Performance Improvement Council. The OEC shall terminate six years after enactment. Each council must (1) provide legislative, policy, project funding, or shared services recommendations to the Office of Management and Budget (OMB) and the GSA related to the specific area of expertise of the council; and (2) serve as a primary advisory body to the OMB on the development and execution of the federal government performance plan and federal government priority goals. Each council must publish a strategic plan, which shall be updated and affirmed at least every two years. The Chair of the Chief Data Officer Council shall be the Administrator of the Office of Electronic Government. The GSA shall provide administrative and other support for various councils.
Sponsors: Sen. Peters, Gary C. [D-MI]
Target Audience
Population: People employed within the US federal government
Estimated Size: 500000
- The bill pertains to government executive councils that support government-wide policymaking, particularly affecting government employees.
- There are multiple councils involved, each based on expertise such as acquisition, human capital, and performance improvement, affecting federal personnel in those areas.
- The bill may impact how these councils function and interact with bodies like the Office of Management and Budget.
- While changes may be procedural or structural within the government, they can indirectly influence public service delivery and efficiencies.
Reasoning
- The policy primarily affects federal government employees involved in policy, acquisition, human resources, data management, and performance management.
- Not every federal employee will be directly impacted, so the policy's effect may not permeate to those outside of connected executive councils.
- As the policy involves coordination and strategy within governmental departments, the impact on individuals' well-being may be more noticeable among those in management or closely involved with the councils.
Simulated Interviews
Policy Analyst (Washington D.C.)
Age: 42 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 5/20
Statement of Opinion:
- This policy could streamline our strategic planning processes.
- Having a more formal structure might improve inter-departmental communication and effectiveness.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 7 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 8 | 7 |
Chief Human Resources Officer (Seattle)
Age: 50 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 6/20
Statement of Opinion:
- This might help us advocate better for policy changes in HR across departments.
- I hope it brings more transparency to processes that affect employee well-being.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 6 | 6 |
| Year 10 | 5 | 6 |
| Year 20 | 5 | 6 |
IT Specialist (San Francisco)
Age: 35 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 3.0 years
Commonness: 4/20
Statement of Opinion:
- I think this policy will give us the tech resources we need to enhance efficiencies.
- It's a solid move for promoting digital communication among councils.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 6 | 5 |
| Year 5 | 6 | 5 |
| Year 10 | 6 | 5 |
| Year 20 | 6 | 5 |
Federal Contractor (New York)
Age: 44 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 4.0 years
Commonness: 7/20
Statement of Opinion:
- The policy could standardize some of the processes we go through, making my job easier.
- I see potential for sustainable improvements in project execution.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 7 | 6 |
| Year 20 | 7 | 6 |
Retired Federal Employee (Atlanta)
Age: 60 | Gender: female
Wellbeing Before Policy: 8
Duration of Impact: 0.0 years
Commonness: 3/20
Statement of Opinion:
- It's reassuring to know that they are considering improvements and a more robust framework.
- Even in retirement, it feels good to see continued efforts in governmental structure enhancement.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 8 |
| Year 2 | 8 | 8 |
| Year 3 | 8 | 8 |
| Year 5 | 8 | 8 |
| Year 10 | 8 | 8 |
| Year 20 | 8 | 8 |
Data Analyst (Chicago)
Age: 29 | Gender: other
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 5/20
Statement of Opinion:
- The emphasis on data governance is crucial, and this policy supports our goals.
- Continued support could lead to better project results and satisfaction.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 6 |
Acquisition Manager (Dallas)
Age: 47 | Gender: male
Wellbeing Before Policy: 5
Duration of Impact: 10.0 years
Commonness: 8/20
Statement of Opinion:
- Centralizing authority may benefit our contracts and protocols.
- If structured properly, could catalyze major improvements in acquisition strategies.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 7 | 5 |
| Year 3 | 7 | 5 |
| Year 5 | 8 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 5 |
Performance Strategist (Boston)
Age: 39 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 7.0 years
Commonness: 6/20
Statement of Opinion:
- From my standpoint, policy improvement measures such as these empower our projects.
- It seems like a promising step towards government efficiency.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 8 | 7 |
Federal HR Specialist (Los Angeles)
Age: 53 | Gender: female
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 5/20
Statement of Opinion:
- I think it's going to support HR departments in delivering better personnel arrangements.
- Eager to see how it enhances HR policy alignment with targets.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 6 |
| Year 3 | 6 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 7 | 6 |
| Year 20 | 7 | 6 |
Project Manager (Phoenix)
Age: 31 | Gender: male
Wellbeing Before Policy: 5
Duration of Impact: 6.0 years
Commonness: 4/20
Statement of Opinion:
- Our efficiency could improve significantly with more structured oversight.
- Hopeful that it leads to more streamlined project executions.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 7 | 5 |
| Year 5 | 7 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 7 | 5 |
Cost Estimates
Year 1: $10000000 (Low: $8000000, High: $12000000)
Year 2: $10200000 (Low: $8100000, High: $12400000)
Year 3: $10404000 (Low: $8302500, High: $12648000)
Year 5: $10824336 (Low: $8648858, High: $13153920)
Year 10: $11974650 (Low: $9578267, High: $14584371)
Year 100: $310584350 (Low: $248467480, High: $378171726)
Key Considerations
- This policy would primarily affect internal government processes rather than the general public.
- Long-term success depends on the ability of these councils to effectively coordinate and communicate with OMB and other government entities.
- The establishment could set precedents for future policies around governmentwide coordination.