ACF tracks progress toward key goals to drive equitable outcomes through its Strategic Plan, released in January 2022. The plan includes five strategic goals that support the agency’s mission. ACF was also an active participant in the development of the U.S. Department of Health and Human Services’ (HHS) FY 2022-26 Strategic Plan and is an active participant in the HHS Strategic Review process. In order to know if its programs are working, ACF tracks outcomes, some of which are reported in HHS’ annual performance plan and report. In HHS’ FY 2024 Annual Performance Plan and Report, ACF is the lead agency on 15 performance measures.

ACL tracks outcomes, some of which are reported in the U.S. Department of Health and Human Services (HHS) annual performance plan and report. ACL is the lead agency on two objectives in the FY 2025 performance plan and report. The first, Measure ID – 2.10, is to increase the likelihood that the most vulnerable people receiving Older Americans Act Home and Community-Based and Caregiver Support Services will continue to live in their homes and communities. The second, Measure ID – 8F, is to increase the percentage of individuals with developmental disabilities whose rights were enforced, retained, restored or expanded. ACL works with associated divisions and leadership when reporting on these outcomes.

ACL also helped develop HHS’ FY 2022-26 Strategic Plan. During the strategic planning process, HHS held a 30-day public comment period and received feedback from individuals, tribes and organizations. It hosted a consultation with Tribal and Urban Indian Organization leaders.

The department’s 2022-2026 Strategic Plan includes key performance indicators for each strategic objective. The Annual Performance Plan and Report shows progress on the strategic goals using yearly Key Performance Indicators (KPIs). In addition, the website Commerce Performance Data Pro lets the public interact with datasets, monitor efforts to strengthen the U.S. economy and learn more about what the department is doing to improve critical services. The website’s analytic capabilities, interactive open data and ease of use directly support the department’s increased use of program impact and performance data in decision-making.

ED’s current Strategic Plan includes measurable goals to achieve equitable outcomes informed by underserved communities. The agency tracks progress toward key goals in the plan, which also includes strategic objectives, implementation steps and performance objectives.

FY 2024-25 Agency Priority Goals (APGs) were developed based on the priorities of the Administration and the ED’s Secretary and informed by engagement with internal and external stakeholders, including educators, education policymakers, state and local leaders, education researchers and related organizations, advocacy organizations, and students and families. Several of ED’s FY 2024-25 APGs are specifically aligned to meet the needs of underserved communities, including APG1 (eliminating educator shortages, aligned to Objective 2.2, supporting rural and high-poverty districts), APG2 (supporting the mental health needs of all students), and APG4 (expediting academic recovery, emphasizing schools that serve majority high-needs students). The Annual Performance Plan and Report also shows how ED tracks progress toward goals through annual reporting.

HUD’s FY 2022–26 Strategic Plan defines strategic objectives, priority outcome goals and program metrics supporting each objective. Strategic Plan goals were informed by people who are experiencing unfavorable outcomes; the agency gathered input at individual meetings, focus group discussions and through surveys to ensure HUD services help all who need them.

The agency tracks progress on the Strategic Plan’s key performance indicators in its Annual Performance Plans.

To achieve outcomes informed by underserved communities and to track progress on these key outcomes, MCC has developed a strategic plan with measurable goals. MCC leadership has named three strategic priorities for the agency: climate-smart investments, inclusion and gender, and private-sector engagement. The agency has developed an inclusion and gender strategy and climate action plan to better address the needs of underserved communities.

MCC has implemented common indicators across the seven sectors in which it invests. In all MCC countries, projects in these sectors capture evidence across a common set of indicators to allow MCC to build an agency-wide evidence base around its investments. Further, MCC used the occasion of the agency’s 20-year anniversary to take stock of its experiences over the past two decades and reflect on how to build upon MCC’s impact in the development space. In response to stakeholders and country government partners, MCC named three goals for the agency’s future: (i) to uphold the agency’s model of country selectivity, country ownership and accountability for results; (ii) to build resilience and foster sustainable growth in the face of unpredictable shocks, existing threats and opportunities; and (iii) to broaden MCC’s impact by mobilizing additional resources and embracing innovative approaches to foster long-term economic growth. Finally, MCC publicly documents the tracking of progress on key outcomes through its Common Indicator Report, which is updated quarterly. The report tracks common indicator outcomes and inputs across programs at the sector level, and also disaggregates results by gender.