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In today’s world, solving big hairy problems requires flexible, cross-functional solutions. The siloed organizational structure of the Federal Government can impede our ability to meet these problems head on. The good news is that we are increasingly working across structures to identify long-standing problems, set clear goals, and implement solutions.

Sports teams use playbooks as a set of strategies to inform how to respond to the situation on the field. This set of plays is designed to help individuals and teams think through how to set a goal; develop a plan for the way forward; and achieve the goal through execution and continuous refinement of the plan, tracking progress, and continuous improvement. While inspired by the Cross Agency Priority (CAP) Goal and Agency Priority Goal (APG) processes which identify ambitious, time-limited goals, we hope this playbook will be a useful resource when applied to any new goal or initiative.

Who Can Use This Playbook

Who Can Use Goal Playbook

How to Use This Playbook

While the plays are broken into three phases — Set, Plan, and Achieve — we see all of these activities as interrelated and interdependent. It’s critical to loop back and forth throughout the phases as you learn more and the environment you’re working in inevitably changes.

How to Use Goal Playbook

For Additional Support

The Performance Improvement Council (PIC) staff can help you at any point in your goal journey, and if we can’t help you ourselves, we can connect you to excellent resources across government. To that end, you’ll see that each play has a resource section. While external resources (not developed by the PIC staff) are not formally endorsed by the PIC staff and definitions may not match our own perfectly, we find them useful. If there is a resource that you think others would find useful, let us know at


Making specific commitments to a limited number of actions and results allows organizations and teams to focus efforts and resources for maximum impact. If everything is a priority, then nothing is a priority.

Goal Playbook Anchor Graphic - Set Phase v3

Play 1: Set the Goal

While priorities may fluctuate and shift over time, identifying desired outcomes and setting specific goals around those outcomes will give programs a clear, steady purpose. Developing and adhering to goal selection criteria sets organizations and teams up for success by ensuring goals will be relevant over the lifecycle of the goal.

Key Questions

  • What criteria should be used to select a goal? Which criteria matter more than others? Who sets the criteria and prioritization method?
  • What is the goal area(s) that meets your criteria and rises to the top in terms of priority?
  • Does the goal clearly address a critical problem and/or opportunity?
  • Would this goal, and the contributing affiliated programs, benefit from elevated attention from leadership, regular monitoring and discussion, and possible public reporting?
  • Does the potential implementing program(s) have sufficient authority, resources, and levers to move the needle for the proposed goal?
  • Is the goal reflected in the priorities and incentive structures for the implementing agency, teams, and individuals? Is there buy-in throughout the delivery chain? If not, is there potential for this?
  • Who will/should champion the goal? How much influence do/will they have among the key stakeholders? (see “build the goal team”)


list-item Develop goal selection criteria in coordination with the appropriate senior leaders and communicate criteria for goal selection.

list-item Develop and communicate the method of prioritizing, ranking, or otherwise assessing comparative value of proposed goals.

list-item Develop a list of goal options and articulate, share, and incorporate feedback on those goal options with relevant stakeholders. (see “identify key stakeholders”)

list-item Select which goal or goals will move forward for further refinement and planning.

list-item Begin engaging with the potential goal champion/leader, discuss expectations, and gain a tentative or tacit agreement to engage further.




Play 2: Refine the goal statement

Once a goal area has been identified, developing a clear goal statement — specific, time-bound, measurable — is critical to framing and articulating the goal and vision of success for internal and external stakeholders. The process of developing the goal statement should cultivate a robust conversation around and decision on what success looks like.

Key Questions

  • What is the problem we’re trying to solve? Whose problem is it? How do we know that it’s a problem?
  • Why are we doing this? Why does the effort matter?
  • How ambitious should the goal be? Attainable to drive achievement? Aggressive to drive improvement? Almost impossible to drive transformation?
  • What does the desired future state look like? How will we know we’ve been successful? What is the baseline and target?
  • Are the problem, goal, and future state articulated in terms of a clear outcome or target?
  • If the following people were to read the goal statement, what do we want them to know? US citizen; media; delivery partner; federal employees in contributing agencies. Does the goal statement speak to each audience? (see “develop a communications strategy”)


list-itemDevelop an inventory of available key measures to consider in the goal statement and solicit input from relevant stakeholders. (see “determine how to measure progress”).

list-itemDevelop a one sentence goal statement that explains the planned action or initiative and the intended outcome including the key metric or milestone that will indicate whether the goal has been achieved.

list-item Develop a succinct theory of change that maps the causal relationship between the goal and the outcome defined in the goal statement. Consider creating a visual representation of assumed or documented causal connections. As planning continues, further flesh out the map to include the steps in between the goal and the outcome.

list-item Develop a methodology for setting a target that is both ambitious and realistic. Review the methodology with a data expert or statistician. (see “determine how to measure progress”).




Play 3: Build the Goal Team

A goal’s success is contingent upon having a limited set of senior leaders in place who are committed to providing vision and support, being a spokesperson for the goal, and delegating authority to make decisions and to take action, while accepting accountability for the goal’s results. Equally as important is a dedicated staff-level team that is given the authority to implement the key strategies over the course of the goal.

Key Questions

  • Which organizations are most directly aligned with the implementation efforts of the goal?
  • Who is in the most appropriate position to make decisions with regard to key strategies?
  • Who is passionate about the work?
  • Who are the deputy goal leaders that can help drive change over the course of the goal?
  • How will this goal be staffed? What knowledge and skills do we need to harness in order to meet or exceed the goal? Where will the people come from? How much time will they need to commit?
  • What governance structure will be most effective for this goal? (see “manage for success”)


list-itemIdentify and gain the commitment of one or more senior leaders who will help prioritize and enforce priorities. Begin to discuss and document expectations.

list-itemIdentify and create a list of career staff who will be involved, with initial estimates of their time and availability.

list-item Consider goal leadership and team incentives and accountability mechanisms (e.g., inclusion in annual performance plans, required presence and active role in data-driven review sessions, routine check-ins with senior leader, etc.). (See “manage for success”).





Planning is the act of considering and committing to a path forward in order to coordinate decisions and intended actions. The planning process should include multiple stakeholders, consider the needs of key customers, identify and plan for risk, and take into account timeline and resource constraints. The resulting plan should guide decision-making at both the strategic and operational level and be a living document updated on a regular basis.

Goal Playbook Anchor Graphic - Plan Phase v3

Play 4: Assess the Landscape

Understanding the lay of the land sets the stage for designing a path forward which can help goal teams avoid pitfalls, manage risk, and take advantage of opportunities. Assessing the landscape and identifying key stakeholders go hand-in-hand.

Key Questions

  • Who or what are the most influential people or organizations that can help or hinder success?
  • What is our assessment of risk to implementing the goal? What is the worst that can happen? What is the potential reward for varying risk paths?
  • What are potential barriers to achieving or exceeding the goal achievement?
  • What connections/relationships, emerging trends, or complementary efforts could be leveraged for this goal effort?


list-item Identify and document the key challenges inherent in the goal (calculation of potential pain).

list-item Identify and document the opportunities related to the goal (calculation of potential gain).

list-item Begin a stakeholder analysis that will continue to be fleshed out in the planning process. (See “identify key stakeholders”).

list-item Complete a risk assessment.




Play 5: Identify Key Stakeholders

Even goals that are championed by individuals or organizations rarely operate in a vacuum. Along with building the core goal team, knowing who and what exists in the orbit of the goal space will help clarify how to best coordinate efforts to achieve maximum impact.

Key Questions

  • Which entities inside the Federal Government are delivering programs and services related to this goal? How are they contributing? What about non-Federal individuals or organizations?
  • How will we coordinate the efforts of the key players across organizations? Across functions? How can we maintain momentum with our coordination efforts?
  • What existing processes and governance structures can we leverage to coordinate across this shared goal?
  • Is there a legal (GPRAMA) need to consult with Congress? If so, how can that best be leveraged to move the goal forward?


list-item Continue to build out a stakeholder map (see “assess the landscape”) with descriptions of roles, overlap, complementary programs or services, and competing programs or services.

list-item Map the delivery systems for each of the contributing programs to better understand how they are delivering services and to whom.

list-item With a deeper understanding of key stakeholders, adjust the goal team as needed.

list-item Examine which Federal and non-Federal organizations and people impact and influence but do not directly contribute to the goal.

list-item If appropriate, consult with Congress and document what transpired.




Play 6: Identify Strategies

After determining the ultimate desired outcome (the what) and doing the legwork to best understand the ecosystem that the goal exists in (the who), the next step is to figure out how to get there by identifying strategies, choosing the most effective approaches, and mapping out the specifics of what the goal efforts will look like.

Key Questions

  • How will we move the goal from the current state to the targeted state? Under what conditions? Rapid or steady progress? Through existing means or by creating new ways of doing things? By methodically resolving underlying causes or by going directly after the desired end effects?
  • What evidence do we have that the strategies will have the desired effect? If we do not have sufficient evidence now, how will we collect it as we go? What is the causal connection between each strategy and each desired result?
  • Do resource limitations or the theory of change suggest phasing of strategies? What milestones might we set along the way in order to motivate periodic achievement at key points in the goal period? (see “determine how to measure progress”)
  • Are strategies complementary, additive, or synergistic and how might we accelerate progress using them?


list-item Diagram the goal, including sub goals (as appropriate) and strategies to ensure that work on the goal is aligned to achieve the desired outcome (e.g., logic model or theory of change).

list-item Develop a visual representation (chart, table, graphic, etc.) of the key strategies that make up the goal. Consider a logic model or similar structure that shows the relationship from inputs to the outcomes in the goal statement.

list-item Begin to document evidence of the problem and the utility of chosen strategies.




Play 7: Determine How to Measure Progress

Choosing milestones, measures, and targets that are meaningful — that make sense to people on the team and are logically linked to goals and strategies — will help the goal team track progress towards meeting the goal. Meaningful measures act as gauges to indicate when actions have moved the needle in the right direction or at the pace needed to meet the target within the timeframe. Each progress review can be used as an opportunity to make adjustments to strategies, resourcing, or actions along the way.

Key Questions: Milestones (Qualitative)

  • What meaningful, interim progress steps will we plan to achieve along the way? How will we know we have achieved them?
  • What types of milestones will be most helpful in maintaining momentum? How can we phase in a series of quick wins?
  • Are the milestones discrete and results-oriented?
  • How representative are the milestones in making real progress toward the larger desired outcome rather than just delineating the process or set of program activities?

Key Questions: Measures (Quantitative)

  • Which measures will tell us the most about our progress? How much will they tell us about the effectiveness of the actions we are taking?
  • Which measures have the most frequent data to inform how well we are doing so that we can make adjustments as we go? Can quarterly targets be developed?
  • For each measure, what is the reporting frequency? Historic data availability? Baseline data? Target? Data source? Data lag? Is the data quality sufficient for its intended use?
  • Are there supporting measures that would tell us something about the interim progress being made towards our key measure?
  • Are our contextual indicator(s) sufficiently sensitive to show progress in a limited period of time? What is the lag and how long will it take for this data to reflect movement of this effort?
  • Which measures are outcome-focused? Output-focused?
  • Is there data that is not currently collected which would enhance our ability to determine whether or not progress is being made? How can we develop those data collection(s) and acquire the data? When?
  • What are the best measures to use for internal management? For delivery partners? For the public?


list-itemDevelop a calendar of milestones that will help keep the goal (or intermediate outcomes) on track throughout the goal period.

list-itemDetermine and get buy-in on which measures will be used to track progress on both the ultimate goal and any interim outcomes.

list-itemRefine or expand the logic model (see “identify strategies”) that maps which strategies each key measure and milestone is connected to in order to ensure that activities and data collected are aligned to achieve the desired outcome.

list-itemRevise the data inventory (see “refine the goal statement”) or develop an inventory if not previously developed.




Play 8: Manage for Success

Navigating complex systems, differing management structures, stakeholder needs, and team dynamics to achieve the goal will be challenging. Putting in place clear management and decision structures and using program and performance management tools helps to manage those challenges and set the team up for success.

Key Questions

  • What governance structures will our team use to generate engagement? To generate accountability? To manage goal efforts? What existing governance structures can be leveraged for this? (see “build the goal team” and “identify key stakeholders”)
  • Does the governance structure map to strategies? (see “identify strategies”)
  • What are the roles and responsibilities on our team? Who leads/supports each aspect of the goal (strategies, resources, decisions, etc.)? How will we coordinate and communicate with each other? What is the mechanism for resolving conflicts?
  • How will we monitor the goal’s progress? How frequently? By whom?
  • How will we learn who has what talents so they can be best leveraged? What talents will we need to recruit for?
  • What routines or standard operating procedures will we put in place to ensure smooth goal management (e.g., clearance process) or to ensure that problems are properly identified, raised, and handled?


list-itemDetermine the appropriate governance structure and consider developing a graphic (e.g., org chart) showing relationships and dependencies.

list-itemDevelop a roles and responsibilities matrix or other chart to identify who is leading/supporting which aspects of the goal management.

list-itemOutline expectations and commitments (e.g., memorandum of agreement, charter).

list-itemDevelop standard operating procedures (e.g., communication, reviews, clearance).

list-itemDevelop a resource directory including staffing and funding. Identify resource gaps and options for alternate resourcing.





Play 9: Develop a Communication Strategy

Proactive messaging about plans, progress, challenges, and results to internal and external stakeholders allows teams to discuss progress, get feedback, and keep decision-makers informed. It also provides a strategic opportunity to drive engagement from a variety of stakeholders (gather new ideas, become aware of unforeseen consequences, etc.), manage risk, and communicate success.

Key Questions

  • What internal messaging will be needed to get buy-in from the start? What about throughout the goal period?
  • Does messaging need to be tailored to different internal audiences (goal leader, goal team, oversight bodies, etc.)?
  • What do we want the public and external stakeholders to know about the issue, why it is important, what we are doing about it, how well we are doing, etc.? Do we know what stakeholders currently think and know about the issue?
  • What do we want special interest groups, delivery partners, or direct customers to know throughout the goal period? What do we want them to understand or to do? Can they help advance the goal or tell the story?
  • What communication platforms (outside of for APGs and CAP Goals) might be leveraged? What should the format and frequency be for key audiences?
  • What is the appetite for risks associated with communication?
  • Who needs to clear/approve different types of messaging?


list-itemDevelop a list of internal and external audience(s), frequency of contact, type of information needed, and the medium for delivering information.

list-itemIdentify information exchange and feedback needs and sources, frequency, and mechanisms.

list-itemDevelop specific language to communicate goal information internally and externally.

list-itemAssess communication risks and develop a mitigation plan.

list-itemDetermine an internal process for communicating progress to stakeholders, the associated expectations (e.g., clearance, public reporting, etc.), and who will be doing the communicating.




Pause Button


Before we move into the next phase, let’s pause and revisit the first phase. A few questions:

  • Does the goal still feel like the right goal? Is it still relevant?
  • Have any new information and insights gained suggest a change to the goal statement? The key measure?
  • Is the leadership and goal team still the right group of individuals to be leading and supporting this goal?
  • As we continue to learn through this process, how comfortable are we in looping back to our goal statement, team, strategies, milestones, and measures to refine them?




This phase is under construction.

Achieve Phase