Summary of FY 2003 Performance
To support the Department of State and the Broadcasting Board of Governors in achieving their missions as effectively, efficiently, and economically as possible.
The mission of the Office of Inspector General is to serve as an independent, objective reviewer and evaluator of the operations and activities of the Department and the BBG. We analyze those operations and activities with a view toward promoting effectiveness, efficiency, and economy. We seek out instances of fraud, waste, abuse, and mismanagement, and we work to prevent them. We report to the Secretary of State, the BBG, and the Congress, keeping them fully and currently informed of significant developments and serious concerns.
OIG's four strategic goals directly support the programs, operations, and activities of the Department and BBG, and are expressed in terms of their effect upon the agencies' ability to achieve their respective missions and strategic objectives. OIG's strategic goals are to support and assist the Department and BBG to:
- Effectively, efficiently, and economically advance the foreign policy interests of the United States.
- Adequately protect the people, information, and facilities under their control in the United States and abroad.
- Have the necessary financial management and support systems and controls to meet legal and operational requirements.
- Ensure accountability and prevent or eliminate fraud, waste, abuse, and mismanagement in programs
Highlights of OIG's Most Significant Results and Outcomes
During FY 2003, OIG reviews, findings, and recommendations resulted in benefits and outcomes, including improvements to Department security, programs, and operations. The most significant of these results and challenges are presented below.
|Financial Management & Administrative Support|
FY 2003 Performance Results
OIG's Performance Plan contains four strategic and eight performance goals, along with nineteen indicators and targets used to evaluate its success in achieving these goals.
|Performance Rating||Number of Results||Percentage of Results|
|Significantly Above Target||6||31%|
|Slightly Above Target||2||11%|
|Slightly Below Target||2||11%|
|Significantly Below Target||6||31%|
As shown in the table above, 58 percent of OIG's performance results met or exceeded performance targets. This represents an improvement over FY 2002, when 47 percent of results met or exceeded performance targets. In addition, 56 percent of FY 2003 results exceeded those for FY 2002, and 44 percent were the best results for the past four fiscal years (2000 through 2003).
The table below shows the percentage of results attained for each strategic goal that were equal to or exceeded the "on target" rating. The Security strategic goal met 83 percent of performance targets.
|Financial Management and Administration||40%|
OIG's most successful results included identifying $13 million in potential monetary benefits resulting from audits and investigations, versus a target of $7.8 million, and closing 92 percent of significant security recommendations within one year of issuance, versus a target of 50 percent. Results that fell significantly below target included closing 49 percent (versus a target of 72 percent) of financial and administrative support recommendations and 38 percent (versus a target of 50 percent) of the significant financial and administrative support recommendations within a year of issuance.
Reasons for Performance Shortfalls and Continuing Challenges
A significant reason why performance targets were not being met was resource shortages during the fourth quarter of the fiscal year, which resulted in cutbacks to staffs responsible for addressing compliance with OIG recommendations; cancellation, curtailment, or postponement of more than a dozen audits and inspections; and a halt on travel for all but high-priority investigations. Efforts to meet targets for recommendations resolved and closed, and in particular for closure of our most significant recommendations, also were hampered by agency delays in responding to recommendations and by some recommendations taking longer to implement than anticipated. In addition, the departure of senior and mid-level OIG staff to the new Department of Homeland Security delayed completion of some projects.
OIG continues to face two major challenges to its ability to achieve its strategic and performance goals:
- Addressing resource constraints that make it difficult for OIG to meet its oversight responsibility for a diverse and demanding workload of post management, security, and information technology inspections; an ever-increasing number of mandated audits and reviews; Congressional and Department requests for OIG assistance; allegations and indications of waste, fraud, abuse, and mismanaagement; and other self-initiated audits, inspections, investigations, and reviews of issues, programs and operations that OIG believes are necessary; and
- Identifying, attracting, and retaining Civil Service and Foreign Service personnel with the requisite skills, abilities, and experience.
OIG expects to reevaluate and revise its strategic and performance plans, goals, and indicators during FY 2004, as appropriate, once a new Inspector General is nominated and confirmed.