In this article
Introduction
From day one, the new administration has quickly followed through on their stated objective of addressing efficiency in government. Teams from the Department of Government Efficiency (DOGE) have upended the day-to-day activities of agencies across government, who have needed to rapidly respond to an expansive new oversight function of the executive branch.
Efficiency reviews have operated at a speed and depth unlike previous oversight efforts and have created a new set of challenges for agencies and their employees. In many cases they are now confronting large funding cuts and large-scale reductions-in-force while trying to sustain mission impact into the future.
In response to this new environment, new models are emerging for agencies looking to proactively engage with DOGE’s goals of modernization, efficiency, and reduced waste. Here are seven tips for agencies to prepare for the upcoming efficiency review process.
Do: Provide Data with Context.
When submitting data (e.g., performance metrics, program costs), include explanations of how it supports mission goals, public impact, or legal requirements to prevent misinterpretation by reviewers unfamiliar with agency operations.
For instance, a contracting officer summarizing a project could mention if canceling it would incur penalties or harm mission goals. One expert noted DOGE analysts – even ones with strong technical coding and analytical skills, lack understanding of government processes and the nuances of the funding processes.
Agencies would be wise to avoid sending massive datasets without summaries or insights. While teams are often asking for the raw numbers, these can be misunderstood or undervalued without accompanying context or interpretation.
Don’t: Downplay Internal Efficiency Efforts.
If your agency has already made cost-saving reforms or streamlined operations, make sure those efforts are known. Don’t assume they’ll be noticed without documentation. DOGE is far from the first attempt to streamline and modernize government, and many agencies already have planned and ongoing efficiency efforts.
The USPS is an example of how this can foster a productive dialogue. Postmaster General DeJoy proactively engaged with DOGE and identified areas requiring structural fixes (such as congressional mandates and funding) along with existing reform efforts his agency that were already underway. As a result, the administration has backed away from a wider privatization plan.
Do: Align Projects with Broader Efficiency Goals.
Highlight how your programs reduce duplication, modernize service delivery, or improve cost-effectiveness. Even if the gains are long-term or not purely financial, communicating the outcomes associated with high-impact programs will be important to their continued success. This is of heightened importance for outcomes tied to programs that are of national strategic importance, such maximizing warfighter lethality or industrial base output.
Multiple agencies across the government have used this strategy when engaging with DOGE teams. For instance, the Department of Defense recently announced $580 million in savings from eliminating programs deemed non-essential or misaligned with the administration's agenda, including $280 million from a HR software implementation. Instead of justifying programs based on tradition or internal priorities, focus on their current impact, alignment with federal goals, and evidence of efficiency. Some other examples include the Department of Justice exploring the sale of non-core real estate assets and the Department of Housing and Urban Development (HUD) recovering $1.9 billion in de-obligated funds.
Don’t: Assume Reviewers Understand Agency Nuance.
DOGE teams may not be familiar with the legal, scientific, or procedural details of your work. Don’t skip explanations, even if they seem obvious internally. Agencies accustomed to interfacing with their respective Office of Inspectors General may find that these new review teams lack the degree of background and domain knowledge they are used to.
Agency employees are quite often technical experts in their respective fields and may be accustomed to communicating information to others within the agency that understand their domain, terminology, and jargon. Therefore, it falls on employees to explain the value behind the numbers. Backing your work with tangible results or cost-benefit context can help reviewers see the full picture, shining light on the true impact of every program.
Do: Maintain Professionalism and Transparency.
Withhold nothing that is legally and ethically shareable. Lack of transparency — even if unintentional — can erode trust and invite more scrutiny. In many cases, agencies are bound by security classification, privacy laws, and other statutes that preclude the sharing of information. Even if review processes feel abrupt or external teams seem inexperienced, respond respectfully and focus on solutions. Professionalism under pressure reflects well on the agency and builds credibility.
Often, agency teams are bound by archaic technology and processes that make it difficult to access, aggregate, and share data. DOGE teams are moving quickly, and Elon Musk has admitted that they mistakes are possible, and when made they attempt to “correct them quickly and move on.” Being transparent about hared shortcomings and constraints is critical to creating a two-way dialogue.
Don't: Wait to Prepare for Data Requests.
In the first few weeks of the administration, many agencies were caught flatfooted by the speed at which the DOGE team initiated and conducted efficiency reviews. This often made it difficult to assemble the data and reporting needed to both defend programs investments and identify areas of improvement. By now, most agencies are actively engaging with the administration and should be preparing for more data requests in the future. While the exact scope is hard to pinpoint, public reporting suggests that efficiency reviews have touched most (if not every) government agencies.
Centralizing core contract, grant, and financial data so that it can be instantly accessed and analyzed for mission impact is an increasingly critical capability. Agencies facing ongoing efficiency reviews and future administration dialogues should now expect to maintain up-to-date, quantifiable records of program outcomes to show value and impact when questioned. For most agencies, this will involve significant changes to their technology infrastructure, processes, and staff skillsets.
Do: Use Modern Tools Where Possible.
While reductions-in-force and other personnel matters have been the primary focus of media coverage, modernizing federal technology and software was a key principle outlined in the Executive Order that established DOGE in January 2025.
Commercial-Off-the-Shelf (COTS) software has the potential to transform government by providing transforming outdated, siloed systems, the widespread use of which is under increasing scrutiny. This is an especially acute need for leaders responsible for program planning, prioritization and funding decisions. They need to understand the mission impact of their investments in real-time, to effectively respond to oversight and (more importantly) make better, faster decisions for the American public.
Conclusion
At a time when agencies are balancing the difficult job of simultaneously improving efficiency, reducing costs, and meeting the mission, modern technology provides a path forward. Decision Lens provides the tools and insights needed to eliminate waste, restore trust, and drive measurable impact. Our no-cost, no-commitment Efficiency Preparedness Pilot helps eligible agencies quickly optimize budget and resource allocation in as little as two weeks – click here to learn more.
