Only 50 percent of federal managers use performance information to help them run more effective programs. This percentage has not changed in more than a decade, according to two Government and Accountability Office studies conducted in 1997 and 2008. Similar results were noted in the 2011 survey of federal performance improvement officers (PIOs) by the Partnership for Public Service and Grant Thornton LLP. Yet performance information officers only spend a fraction of their time on performance management. Why not more? Government planning offices play an important role in institutionalizing the use of performance information within their organizations. At the same time they must balance several different external demands for performance information. Figure 1 depicts how external reporting demands and internal use do not always complement each other.