A Good American President

James A. Rodger,¹ and James A. George²

Department of Management Information Systems,
Indiana University PA, Indiana, Pennsylvania, USA

jimgeorgeauthoerarchway@gmail.com²

Corresponding Author: jagpr.net@gmail.com

Abstract

James A. George and Dr James A. Rodger collaborated on a variety of initiatives in support of US Federal Government clients for over twenty years. Both have served Fortune 500 Company clients. They published How to Select an American President © 2017 Archway Publishing, and Regenerating America with Sustainable Economics © 2017 Archway Publishing. Before that, they published Smart Data, Enterprise Performance Optimization Strategy © 2010 Wiley Publishing.

This paper addresses the meaning of a “good American President,” as an instance of word-sense disambiguation (WSD).

Keywords—Word-sense Disambiguation (WSD), American President, the meaning of “good,” in a political context, Similarity, Score Equivalence, Group Knowledge Model, Formal Concept Analysis, Government Performance Results Act (GPRA)

Predicting the possibility of being a “good American President’ is founded on certain information discovered while vetting the candidate included in resumes and certifications. Incumbent Presidents’ past-performance provides some validation about defined criteria. Sources of deriving criteria include 1) the President’s job model, 2) incumbents’ task performance, and 3) behavioral characteristics that include a profile and specific actions measured against expectations.

The book, How to Select an American President by the authors © 2017 Archway explains the process in copious detail. This paper is different because it addresses the facets and considerations that make a “good president.” What is “good” in this context? Define and describe the context?

The corresponding project focuses on the most specific and concrete terms. The challenge remains daunting even in a simplified example. However, when applying the power of information technology, data facts, math, and algorithms, then understanding becomes more manageable.

Without the application of advanced technology and tools to support voters in a democratic republic, citizens are overwhelmed by their responsibility to engage their government. A “good citizen” must be actively involved in government at every level beginning in the village and county, extending to the district and host state, and continuing to the federal government. Making good citizenship seem easy is a disservice to democracy. Denying adequate support by political parties to assist voters is equally undermining. That is why research such as this is essential to improve the system.

1. Presidential Context

For this project, the lifecycle of a president begins when they become a declared candidate and put their resume and credentials on the public record for interrogation, vetting, and evaluation. Political parties, the media, and voters have roles to play in performing candidate evaluations. Anyone considering becoming a President can use this information to become better prepared and qualified.

Selecting candidates for elected office is one of predicting who will likely perform the best in executing the job tasks, and who will best represent the citizen’s needs, values, and beliefs. The voter’s job is akin to hiring a job candidate. It is like being a job applicant and having to submit a resume and application. As candidates, citizens are looking for ability, and as incumbents, citizens evaluate how well they applied it.

Any information on the resume and in the application that cannot be verified and validated is suspect. Any information that is found to be inaccurate or a lie should disqualify the candidate at once. The book, How to Select an American President, suggests specific criteria for consideration. The US Constitution is unhelpful in defining requirements because the Founders likely believed that subsequent generations would continuously upgrade and improve them. Instead, citizens have left it to vagueness that is a deficiency.

Citizen-voters depend on political parties to verify and validate candidates bearing the party’s name and brand. They also rely on the media to probe and investigate. The American Political System is open and largely informal, therefore citizens must be wary, vigilant, and attentive about what the candidates say.

The second phase of a presidential candidate is incumbency. Once they have been elected for one four-year term, citizens have an active and first-hand amount of information to continue to evaluate performance.

There is another phase in the context, and that has to do with the effect of incumbent Presidential policies and actions that begin with immediacy and project into the future, well-beyond the term in office.

Voters must predict who will perform best, and predict the success of presidential performance in outcomes measured in immediacy and for the life if their actions.

1.1. Outcomes

Throughout the range of tasks, the President analyzes, evaluates, approves and directs the allocation of the government’s resources to perform work and produce required outcomes. Only Congress can fund the work of government. Achieving the highest return on cost is a president’s responsibility.

American citizens have every right to expect the following outcomes listed in relative priority:

1. Human rights as defined in the Universal Declaration of Human Rights, to which the USA is a signatory supported 100%

2. The US Constitution and The Bill of Rights guaranteed 100%

3. The Rule of Law supported 100%

4. Nation secured economically - 100%

5. Nation has a sustainable economy - 100%

6. Clean air and water - 100%

7. Nation secured militarily - 100%

8. Best education in the world - #1

9. Homeland secured from foreign and domestic terrorists - 100%

10. Employment opportunities for all who can work - 100%

11. Upward mobility for all who are prepared commensurate with ability - 100%

12. All persons provided minimal sustainment as a baseline to start - 100%

13. Social security assured for all persons - 100%

14. Freest nation in the world - #1

15. Lowest crime rate in the world - #1 in least crime per capita

Let’s discuss the outcomes and their relative priority. America, the nation, is defined by the US Constitution and the Bill of Rights, however, those elements of the American Political System are subordinated to the larger principle of human rights for every citizen on the planet. That is why this list begins with “The Universal Declaration” and that is a teaching point for many citizens because equality for all begins with those propositions and instruments. The rule of law, “the restriction of the arbitrary exercise of power by subordinating it to well-defined and established laws,” is essential to all the rest.

A nation must be secured economically or else it is not viable and unable to care for citizens as they expect in a democratic republic. A nation must generate sufficient tax revenue to support its obligations. It must not spend more that it can afford and that is reflected in the debt and deficit.

It is essential that citizens come to agreement about the purpose of government. The primary purpose of government is to create an environment in which individuals and their corporations can thrive in a free-market economy. To what extent do citizens agree with that proposition? The purpose of government is to optimize return on the nation’s resources in partnership with citizens and their public and private corporations.

The rule of law applies internally and externally among trading partners and allies. Without that protection, there is no economic integrity and security.

Expectations about the economy have evolved into the concept of sustainable economics that is accomplished by balancing economic, social, and environmental responsibilities. Having sustainable economics is dependent on developing and field renewable energy systems. Renewable energy is a national requirement to be accomplished in public and private partnership as part of the national infrastructure.

Humanity cannot survive and thrive without clean air and water.

A nation state must secure its integrity with military power as long as the rogue and hostile nations exist.

Having an education system that produces superior students and citizens that compete in the global economy is essential as is providing sufficient employment opportunity with corresponding upward mobility.

Impoverishment must be illegal. That is, everyone is ensured a minimal sustainment, as a baseline to start.

Now, consider this idea in a very personal manner. What do people need as a matter of necessity at various stages in their life cycles?

Necessities

In the beginning:

· All citizens have affordable healthcare for their lifetime

· All citizens have affordable housing, food, and access to essential transportation

· Parents have work to perform to earn a living and to attend their obligations

· Community has police and fire protection to make the home safe

· Community has excellent schools that are accessible to young citizens

· Geniuses are provided opportunities to learn at a rate commensurate with their abilities based on their performance

· All children are encouraged to perform to their optimum ability as a matter of personal responsibility and self-reliance

· Opportunities are planned for, scaled to the demographics of the emerging population

Upon high school graduation:

· HS graduates have access to college to prepare for professions and vocations

· All graduates, HS and college have access to work to earn a sustainable living

· All HS graduates have access to low interest or no interest education and training loans

Upon college and training graduation or completion:

· Graduates have access to job opportunities commensurate with their abilities

· Graduates who seek to become entrepreneurs have access to capital resources commensurate with their plans and preparation

· Graduates may expect government and private enterprise to produce sufficient upward mobility to support their advancing preparation and development

As working citizens in professions, occupations, vocations, and jobs:

· Citizens may expect the opportunity to save and invest a portion of their earnings to enhance their well-being

· Citizens may expect programs from both the private sector and government to support planned retirement

· All citizens may expect to live a good life in the absence of poverty providing that they commit to performing to the best of their ability

What can citizens expect from their earnest labor and for being responsible citizens? Needed is a system that ensures exceptional reward and incentives for exceptional performance. Needed is a system that contains a balance of consequences such that poor performance is discouraged, or punished. That system needs to be shared throughout society in both private and government enterprise.

Should that system be a free-for-all or a natural accidental occurrence such as by invisible hands, or should it be more deterministic by a visible government that operates by the hands of We the People?

Being a responsible and self-reliant citizen who exhibits social and environmental responsibility is a sustainment position in a healthy economy.

1.2. Task Performance

There are six primary tasks performed by a president.

s, and been fourteen years a resident.”

Task 1: Planning, staffing, organizing, and scheduling Presidential work and government functions

Subtask 1.1: Recruit and staff the cabinet and department and agency appointments

Subtask 1.2: Conduct cabinet meetings to develop and implement strategies and policies for accomplishing the nation’s workload and issues

Subtask 1.3: Define the nation’s outcomes and priorities for each major department and agency to produce the nation’s strategic plan

Task 2: Develop the President’s management agenda and budget and reconcile with Congress

Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent

Subtask 2.2: Work with cabinet heads to develop performance plans and schedules

Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs

Task 3: Initiate and approve legislation

Subtask 3.1: Propose bills to Congress

Subtask 3.2: Consult and advise Congress

Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds

Subtask 3.4: Approve or veto legislation

Subtask 3.5: Request a declaration for war from Congress

Task 4: Implement plans and manage on-going operations

Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations

Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes

Subtask 4.3: Continuously improve

Task 5: Report progress and discuss issues with the American public to keep them informed

Task 6: Meet with heads of state and participate in international meetings and conferences for heads of state

Subtask 6.1: Participate in international economic conferences

Subtask 6.2: Respond to international crises and requests for assistance

Subtask 6.3: Promote democratic process and reforms

Given these six primary tasks, citizens should expect to see the candidate having experience in these areas in the context of having managed a very large organization in government or private enterprise.

1.3. Qualifications

Qualification for a President of the United States begin with statutory requirements as defined in the Constitution and they are minimal:

“No person except a natural born citizen, or a citizen of the United States, at the time of the adoption of this Constitution, shall be eligible to the office of President; neither shall any person be eligible to that office who shall not have attained to the age of thirty-five year

Knowledge, Skill, Experience, and Proficiency Requirements are derived from the President’s Job Model and from a thorough consideration of all President’s past performance.

The operating environment of the US Government is one of collaboration and consensus in a pluralistic structure. The government is a system of systems, governed by laws and regulations where elected officials should possess knowledge of the law and knowledge of systems engineering.

Quoting from How to Select an American President:

“Education

A president of the U. S. A. in the 21st Century should be expected to have graduated from an accredited college or university with a Bachelor’s Degree. A Master’s Degree is surely preferred and a Doctorate would be highly respected. Should it matter how well the candidate performed in school? We think so.

Should the quality of the educational institution matter? We believe that prestige of the college or university on academic merit matters as it does so in evaluating people in private enterprise. Candidates that were formerly good students, above average, should matter. Therefore, when designing the ultimate selection and evaluation tool, we will allow voters to add extra credit for quality and performance.

Graduating is good but not good enough. What also matters are the fields of study, the curriculum. In our review of pre-presidential resumes, we saw that in past times, before colleges and universities, presidents had very distinguished tutors.

It matters today from whom presidential candidates studied or were mentored. Are their sources of learning and mentoring distinguished for excellence?

Curriculum Major Areas of Study

The job of President is Chief Executive of the Federal Government Enterprise that includes all of its departments and agencies. While it would not be reasonable for a presidential candidate to be an expert in every aspect of the federal government, it is reasonable to expect candidates to be 1) knowledgeable about the U. S. Constitution and three branches of government, 2) knowledgeable about management functions and disciplines, and 3) that candidates are knowledgeable about primary areas of government responsibility such as national defense and homeland security, justice, foreign policy, health and human services, energy, and the environment for instance.

We would be remiss not to identify an obviously relevant subject and that is the law itself. Since a president initiates laws and supports the implementation of laws and regulations and is inextricably involved in proposing and approving laws, it makes sense that knowledge about law is most significant.

Considering academic sources of management knowledge is only one source from which candidates may obtain knowledge as we will also consider work experience separately.

Did the candidate study with intent to become a government professional or did the candidate choose a business or technical professional goal? Some voters may assign greater value for private sector orientation than public sector and vice versa. Our system of evaluation allows for that type of voter preference variation: public sector or private sector career orientation.

Another consideration in addition to management knowledge is technical knowledge. If the primary aim of a president is to optimize government performance, then this requires a command of enabling technology that includes information technology as well as more specific knowledge such as systems engineering, systems integration, computer science, biotechnology, environmental science, nuclear science, healthcare, and more specifics.

Foreign policy and public administration are separate specialized fields of study that map to presidential needs.

Skills

Managerial skills in a contemporary paradigm include the following:

· Planning

· Budgeting

· Strategizing

· Predicting and forecasting

· Decision making

· Sense making

· Integrating

· Collaborating and facilitating (aka organizing)

· Acquisition, logistics, procurement

· Financing

· Safety and security

In addition to cognitive learning that is represented by knowledge requirements, and skills that were just presented, there is another category to consider called affective.

Affective

“An attribute of the human experience that describes feelings or emotions and sometimes attitudes or values; often used to describe learning objectives or outcomes.” This is the area of attitude about which Dr. James David Barber talks about as we will discuss.

Values include:

· Allegiance to the Constitution and laws and regulations

· Loyalty to party and community

· Appreciation for diversity and collaboration

· Cherishing and relishing the opportunity for bipartisan collaboration

Work History (Sources of applying knowledge, acquiring new knowledge, and applying and developing skills and proficiency)

Voters should want presidential candidates who have had work experience of significant scope and scale to illustrate that they can handle managing the most sophisticated enterprise on Earth.

· Private Sector: Consideration of a candidates work history as it might appear on a resume is important whereby focus is given to demonstrated advancement and managerial responsibility, especially corporate executive (C-level) experience. This is the source of applying knowledge and developing managerial skills. For presidential candidates, voters are looking for demonstrated success at commanding and leading complex organizations toward achieving world class performance. Has the candidate achieved recognition among peers in the corporate community and public? Has the candidate demonstrated ability to achieve a high return on resources?

· Public Service: Similar consideration is given to public service. In the instance of evaluating presidential candidates, having had managerial or CEO experience is significant. Public Service includes the candidate having served in the capacity of Congressman, Senator, or Governor or Mayor. Having been elected to office is relevant experience. Having served in an executive capacity is most valuable. Having served in government provides the basis for understanding the legislative and budgeting process as that is a major role and responsibility.

· Military Service: In the instance of military history that is a form of public service, we consider the following:

o Military occupation

o Officer, Non-Commissioned Officer – having graduated from a military institution with distinction is on par with having been an ROTC graduate from a distinguished educational institution. Having achieved veteran status is noteworthy of special distinction.

o Enlisted, Drafted, National Guard

o Duration of service

o Commands

o Wars and battles

o Awards and Certifications

· Public Service: Has the candidate become an active leader in a political party? Some past presidents have been independent of political parties, though today, political parties are a pool from which to draw for staffing, for instance. With the need for bipartisanship in government, presidential candidates must manage affiliation with sensitivities to the voter population and greater constituency. Are parties a means to an end or are parties the means for control? Good question for presidential candidates. Good question for voters.

· Volunteering: This may be relevant as an indication of propensity to serve, and role and responsibility as a volunteer with impact on accomplishment is noteworthy.

· Family: Consideration is given to having overcome hardships, for instance. Relationships with family members may be insightful.

· Community: Consideration is given to leadership and issues advocacy, for example.

· Faith: We thought about not assigning a value for religious affiliation as relevance will show up in other factors and this is private to individuals. Furthermore, there are alternative sources from which people develop their principles. In America, to many people, being faithful is significant. Because 60% of Americans are faithful and guided by religion, special treatment is given to the topic at the end of this chapter.

· Pays taxes: The presidential candidate is expected to have paid taxes and not to have any tax liability.

· Income and new worth: Income and net worth of a presidential candidate are relevant as this information is used in obtaining a top-secret and higher level security clearance. It connotes that the candidate is financially sound and is less corruptible.

· No legal encumbrance: Of course a presidential candidate cannot have been a felon and is expected to be without legal encumbrance.

· Marital status: While nearly all Presidents have been married, this factor is not so relevant except to know about the spouse to the extent that the spouse will not detract from the Presidency in any way. Throughout history, president’s spouses have played significant roles in strengthening presidents and their performance. Infidelity with a spouse is akin to broken allegiance. It is a behavioral deficiency worth deliberating.

· Incumbency

Once a candidate becomes a president, that is a steep hurdle and no one can underestimate the value of holding the office and gaining experience from it. As former New York Mayor Rudy Giuliani (R), said in an interview on WKCL-AM, “To a large extent, no matter what us Republicans do, an incumbent president either wins or defeats himself.”

Presidential Health

Voters need to make a judgment about presidential candidates’ health. They can do it blindly or with the candidates’ cooperation.

We advocate the establishment of a procedure for medical examinations of presidential candidates and reporting the state of their health.”

2. Operating Environment

2.1 Commonality

All governments have one thing in common, observes Daniel S. Appleton, “They all redistribute wealth.” No matter what the form of governance and economy, governments and their leaders make decisions on what and how the wealth of nations will be spent. They make determinations about their discretion to spend based on judgments about the elasticity of their decisions.

In the global economy, trading partners and the aggregate body of global governance determine the accuracy and truthfulness, and the viability of nation-state decisions. The aggregate body of governance can be formal organizations and arrangements of international law and agreements, or it can be informal realized through the behavior of nation states toward one another in trade and defense policies.

2.2 Optimizing the Return on National Resources

Our work as described in our books, suggests that the ultimate responsibility of governments is to ensure the optimal return on “national” resources. Observe that it not the same as “natural resources,” though natural resources are included along with arable land, materials, capital, people, infrastructure and technology assets. What is the optimal ratio of population size and demographics to available and addressable resources? The answer lies deep in the data.

Since humanity on the small planet Earth is dependent on clean air and water, governments must ensure that the resources are protected and provided to citizens. Debate about climate change and the effect of industrialization and overpopulation on the environment all stem from the necessity to balance economic, social, and environmental responsibility in triple-bottom-line accounting.

The Chinese government must weigh the effect of industrial development on the environment just as does the US government. Hazards to local citizens and the cost of healthcare and the resulting calamities must be weighed in both the immediate and long-term.

Opportunities for invention and innovation lies in the pursuit of solutions that stem overpopulation and guide people to live and prosper in the locations and systems that afford a good life for them.

2.3 Defining a Good Life

“When the nation has a considerable amount of debt and when there is a revenue shortfall with mounting deficit, those are significant trouble indications. At the end of the George W. Bush presidential term in 2007, America was facing a financial collapse.

Financial distress is an extraordinary problem because the nation’s security and viability are at stake. Nothing is more important than managing to restore financial integrity because everything else depends upon that.

What are some of the possible causes for a nation’s financial stress?

· Citizen needs exceed the government’s capacity to satisfy them.

· Government commits to doing more than it has the revenue capacity to achieve.

· The nation endures disasters from which resources are insufficient to recover.

· The nation embarks on foreign policy that requires military support at a very high cost.

There is a long-standing issue and debate about topics that are aligned with the causes of financial stress some of which include the following:

· The existence of impoverished people in the presence of others who have a good life and much more.

· Is it the nation’s purpose to create an economic environment in which there is a good life for all of its citizens?

· What is a “good life”?

· Is it national policy that “poverty” be illegal, or otherwise eliminated for all persons?

· Are we willing to ensure equality for all people in the absence of discrimination?

· Can women be treated equally at last?

In America today (2019), unemployment is low and the GDP is up as is the stock market. Wages are increasing at a slow rate. However, government borrowing and spending results in enormous debt and deficits. How long can government sustain spending before the bubble bursts again?

A good life means that people are able to work to sustain themselves and their families, providing adequate food, shelter, clothing and transportation to get to school and work. They require jobs with upward mobile opportunity to improve their skill, knowledge, and proficiency to the best of their abilities. Impoverishment is unacceptable as that inhibits individuals from optimizing their contribution to society no matter what the form of government and economy.

2.4 Private Sector and Corporate Point of View

Corporations in free-market economies aim to optimize profits. They set aside profit to compensate executive leadership and talent, and to reserve capital for continuing improvement, innovation, and invention.

In mixed economies, corporate performance and behavior is regulated because unmitigated capitalism will maximize profits while sacrificing social and environmental responsibilities. The role of government is to create an optimal environment in which they perform while regulating for the good of the nation-state that is their host and for the worker citizens.

The political debate in America is about how much regulation is necessary. It is about the rule of law operative in a global economy.

Looking at corporations as systems and considering their interaction with government systems is essential to corporations optimizing their performance with respect for triple-bottom-line accounting of which an example is provided in the paper as referenced here.

3. Good American President

The challenge is to employ advanced information technology to map the ontology and to connects the threads such that information and data are actionable in evaluating presidential candidates and incumbents.

Here the focus is evaluating an incumbent’s performance. Dr. Rodger asked to consider the top twenty-five president performance management considerations. To arrive at a plausible answer, I first created a matrix with three major columns:

1. Outcomes

2. Tasks

3. Performance Measures and Metrics

Corresponding to outcomes and tasks is another column called Performance Measures and Metrics. This approach associates “Outcomes” with “Presidential Tasks” and associated “Metrics.” Yet, it is flawed and incomplete as explained below.

Outcomes	President’s Task Performance	Performance Measures & Metrics
1. Human Rights Assured	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Evidence of specific agenda and compliance with international agreements and commitments.	100% Universal Declaration of Human Rights
2. Constitutional/ Bill of Rights Allegiance	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100% The US Department of Justice Strategic Plan is out of date and noncompliant. The US President has allegedly obstructed justice and awaits Congressional action. The US President dishonors subpoenas from Congress by directing that they be ignored by the Executive branch.
3. Rule of Law Followed	President’s actions such as Executive Orders comply with the law.	100% Measures: Court Findings for and against the President. The US Department of Justice Strategic Plan is out of date and noncompliant. Many of President Trump’s EOs have been stricken by the court as being illegal and unenforceable.
4. Economic Security	Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve	100% Measures and Metrics Correspond with all appropriate Departments and Agencies plans, programs, and budgets. Budget Request/Annual Performance Plan and Reports “The Government Performance and Results Act Modernization Act (GPRAMA) of 2010 requires Treasury and other federal agencies to formally monitor and review organizational performance through strategic reviews, the annual performance plan, and the annual performance report.”[1] “The Congressional Justification of Appropriations (CJ) reflects the President’s Budget request for the Department of the Treasury and is prepared in accordance with OMB Circular A-11. The CJ includes agency priorities, requested budget levels, and performance plans and reports (in accordance with GPRAMA).”
5. Sustainable Economy	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100% Measures and Metrics Correspond with all appropriate Departments and Agencies plans, programs, and budgets. There is no requirement for a sustainable economy.
6. Environmental Security	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100% Clean Air and Clean Water “Planning, Budget, and Results EPA’s planning, budget, and results activities enable EPA to carry out its mission through: · coordinating EPA planning efforts and preparing EPA’s Strategic Plan; · developing and managing EPA’s budget; and · reporting on EPA’s financial and performance results.”[2] “The Clean Water Act (CWA) establishes the basic structure for regulating discharges of pollutants into the waters of the United States and regulating quality standards for surface waters. ... Under the CWA, EPA has implemented pollution control programs such as setting wastewater standards for industry. Mar 11, 2019”[3] “The Clean Air Act (42 U.S.C. § 7401) is a United States federal law designed to control air pollution on a national level. ... The first federal legislation to actually pertain to "controlling" air pollution was theClean Air Act of 1963.”[4]
7. National Military Security	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100% Measures and Metrics Correspond with all appropriate Departments and Agencies plans, programs, and budgets. Observe that the GAO evaluates GPRA implementation by department and agency and issues a report. “Pursuant to a legislative requirement, GAO reviewed the Department of Defense's (DOD) implementation of the Government Performance and Results Act of 1993 (GPRA). GAO noted that: (1) the implementation of GPRA within DOD is in its initial stages and many implementation strategies and key approaches need to be developed, but DOD has made progress at various organizational levels in implementing GPRA or strategic planning and performance measurement initiatives consistent with GPRA; (2) DOD has developed strategic goals and objectives and is refining a set of performance measures to meet the planning requirements of GPRA; (3) some subordinate DOD organizations, building on their experience as GPRA pilots, are developing or improving strategic planning and performance measurement systems; some other defense organizations are developing or improving such systems as well; (4) GAO's work suggests and DOD officials agree that DOD's effectiveness in implementing the requirements of GPRA may be improved by better hierarchical linking of goals and performance measures; (5) for example, GAO recently examined the degree to which DOD's logistics strategic plan provides an integrated logistics roadmap for the department to support its warfighting strategy; (6) while the services' strategic plans and initiatives generally support implementation of the DOD plan, their goals, objectives, and strategies are not always directly linked; (7) DOD indicated that it will ensure that the next edition of the DOD Logistics Strategic Plan includes specific guidance to require the services to link their goals to DOD's; (8) this is important because, without this goal alignment, DOD may have difficulty meeting its departmentwide logistics goals, which are to reduce logistics response time, develop a seamless logistics system, and streamline the logistics infrastructure; (9) GAO's recent work also found that DOD's strategic information resources planning effort does not appear to link its information resources management systems development with recent initiatives focusing on consolidating or privatizing various areas of logistics operations; (10) if not linked, DOD could end up spending millions of dollars on systems designed to support functions that it might not plan to do or in organizations that might be eliminated; (11) DOD stated that it is addressing these concerns by preparing a new logistics business systems strategy; (12) GAO's review of DOD's ongoing GPRA implementation efforts suggests that hierarchically linked goals and measures will be crucial for success; (13) DOD must ensure the services implement GPRA at their level and provide goals that link DOD's department strategic goals with those of lower level components; and (14) some of the officials assigned GPRA liaison responsibilities told GAO they did not know what, if anything, they should be doing to promote GPRA principles within their organizations.”[5]
8. Education	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.
9. Homeland Secured	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100%
10. Full Employment	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	100%
11. Upward Workforce Mobility	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.
12. All Citizens minimally sustained	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.	No Poverty
13. Social Security for all Disabled and Retired	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.
14. Free Nation	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes.
15. Low Crime	Task 2: Develop the President’s management agenda and budget and reconcile with Congress Subtask 2.1: Assume responsibility for the legacy agenda and make adjustments to align with the President’s management agenda or equivalent Subtask 2.2: Work with cabinet heads to develop performance plans and schedules Subtask 2.3: Work with Congressional leadership and collaborate to implement the nation’s strategy, plans, and programs Evidence of specific agenda and compliance with international agreements and commitments. Task 3: Initiate and approve legislation Subtask 3.1: Propose bills to Congress Subtask 3.2: Consult and advise Congress Subtask 3.3: Collaborate with industry and business leaders in the development of policies and regulations of all kinds Subtask 3.4: Approve or veto legislation Subtask 3.5: Request a declaration for war from Congress Evidence of specific plans, programs, initiatives and orders resulting in specific measurable outcomes. Task 4: Implement plans and manage on-going operations Subtask 4.1: Review and evaluate programs that include new acquisitions and on-going operations Subtask 4.2: Evaluate programs including legacy processes and engineer new ones for accomplishing and producing required and promised outcomes Subtask 4.3: Continuously improve Evidence of specific plans, programs, initiatives and orders resulting in specific measureable outcomes.

A President is responsible for on-going government services, systems, and operations that are legislated and funded by Congress. Therefore, the first act is to manage the bureaucracy to deliver required services to the satisfaction of Congress and Citizen Users.

Second, a President may propose changes and improvements, including retiring systems and services, however, that is subject to Congressional approval.

The question is, how does the US government measure the performance of Departments and Agencies that are responsible for services delivery? Since the President leads the Executive branch in staffing all of the departments and agencies, one of the most important tasks is staffing.

Outcomes	President’s Task Performance	Performance Measures & Metrics
16. Government Services Delivered	Task 1: Planning, staffing, organizing, and scheduling Presidential work and government functions Subtask 1.1: Recruit and staff the cabinet and department and agency appointments Subtask 1.2: Conduct cabinet meetings to develop and implement strategies and policies for accomplishing the nation’s workload and issues Subtask 1.3: Define the nation’s outcomes and priorities for each major department and agency to produce the nation’s strategic plan	100% As legislated and required by law. Performance is measured by each department and agency in accordance with Congressional Oversight and Executive Branch scrutiny.

The overarching legislation governing performance management in the Federal government is 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”[6]

The question today (2019), is the Executive Branch under incumbent Donald Trump, following the law? Is Congress enforcing the law with oversight?

#	President	Party	Total Executive Orders	Order Number Range	Years in Office	Executive Orders Per Year	Period
45	Donald Trump	Republican	110^[1]	13765 and above	2.31	47.6	January 20, 2017 – present

Executive Orders by Donald Trump

Many Trump Executive Orders have been found illegal by the Courts. Often, Trump reports inaccurate information about them.

“Discrepancies between White House versions and Federal Register versions

In February 2017, a review of presidential documents by USA Today showed that the White House posted inaccurate texts of Trump's executive orders on its website, conflicting with the official versions published in the Federal Register. Most of the differences were minor grammatical or typographic changes, but there were "two cases where the original text referred to inaccurate or non-existent provisions of law."^[371] This raised concerns among advocates for government transparency; the executive director of the Sunlight Foundation said that the "last-minute edits" to the orders indicated problems with the Trump administration's "vetting, sign-off, and publication processes for executive orders."[7]

Meaningless EO’s

“He had done “something that people have wanted presidents to do for a long time,” a triumphant Trump told the applauding military families who packed the White House East Room. “We will now ensure that you have better access to federal jobs.”

Yet 11 months later, the four-page document he signed in May did no such thing.

The order provided no money, created no policies and added no hiring authority. It merely required federal officials to post notices on their websites and draft reports about an order signed a decade earlier by President George W. Bush, which allowed agencies to waive competitive hiring requirements for military spouses in some circumstances.”[8]

Performance Management: The GPRA Modernization Act of 2010 Compliance

U.S. Department of Justice Strategic Plan
https://www.justice.gov/sites/default/files/jmd/legacy/2014/02/28/doj-fy-2014-2018-strategic-plan.pdf

“US Department of Defense FISCAL YEAR (FY) 2020 ANNUAL PERFORMANCE PLAN & FY 2018 ANNUAL PERFORMANCE REPORT”

https://cmo.defense.gov/Portals/47/Documents/Publications/Annual%20Performance%20Plan/FY%202020%20Annual%20Perf%20Plan%20and%20FY%202018%20Annual%20Perf%20Report.pdf?ver=2019-03-28-155655-073

“U.S. Department of the Interior 2017/2018 Annual Performance Plan & 2016 Report (APP&R)” https://www.doi.gov/sites/doi.gov/files/uploads/doi_appr_05262017_final.pdf

Acknowledgements

The inspiration for employing the systems engineering paradigm to address large-scale problems and needs developed from several prominent sources including:

Andrew P. Sage, Editor, Wiley Series in Systems Engineering, Wiley Publishing

Daniel S. Appleton, former President and CEO, D. Appleton Company.

John Ikerd, PhD, Professor Emeritus, Economist, University of Missouri, USA.

References