Client Story

Addressing TSA’s GAO-identified Deficiencies in Strategic Planning, Implementation, and Performance Management.

PLANNING

The Government Accountability Office (GAO) is an independent, nonpartisan agency that helps Congress assess the effectiveness of federal programs. It reviews policies and operations across government agencies and issues recommendations for improvement.

Since 2018, multiple GAO evaluations of TSA programs and policies concluded that the agency had not sufficiently adopted or implemented federal standards and best practices in strategic planning, performance management, and program evaluation—as outlined in the Government Performance and Results Modernization Act of 2010 (GPRAMA) and the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act).

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The Strategic Driver and Agency Objective

To institutionalize a comprehensive strategic planning capability at TSA and elevate the agency’s planning culture and expertise by aligning with federally recognized standards and best practices in strategic planning, performance measurement, and program evaluation, as defined in GPRAMA and the Evidence Act.

The Activities Kevin Performed:

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  • Developed TSA’s Strategic Planning Process and formalized it through a Management Directive.

  • Defined best practices for executing the strategic planning requirements outlined in the directive.

  • Created an accessible online resource to support implementation.

  • Established a framework for a strategic planning and performance measurement community of practice.

The Products Kevin Delivered:

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  • Co-authored TSA Management Directive 4102 “Strategic Planning Framework.”

  • Authored “Best Practices in Strategic Planning: Advancing the Planning Culture and Expertise at TSA.”

  • Designed and launched the Strategic Planning Resources webpage, housed on TSA’s Mission, Risk, and Knowledge Center website.

  • Drafted a Community of Practice Framework to steward best practices and knowledge-sharing among TSA professionals engaged in strategic planning, performance measurement, and program evaluation.

The Ultimate Outcome

With the Management Directives in place, TSA entered a prolific phase of enterprise-wide and capability-specific strategic planning. The agency published multiple public-facing plans and internal strategies that now guide operations and drive progress. Awareness and understanding of federal strategic planning principles expanded across TSA, and the agency’s ability to structure planning processes and produce strategic plans aligned with GAO and GPRAMA standards significantly improved