Strategic Goal 12: Management and Organizational Excellence - Performance Results for Performance Goal 6

FY 2003 Performance and Accountability Report
Bureau of Resource Management
December 2003
Report

PERFORMANCE GOAL 6

Customer-oriented, innovative delivery of administrative and information services and assistance

 

I/P #17: WORLDWIDE LOGISTICS

Improve customer support and increase the efficiency of the Department's worldwide logistics support system. Implement Quality Sourcing to provide the necessary technical support for competitive sourcing and performance-based service contracting.

EFFICIENCY INDICATOR

Indicator #1: Percentage of Service Contract Dollars That are Performance-Based

FY Results History 2000 N/A
2001 N/A
2002 Baseline: Plan for implementing a performance-based contract program approved.
FY 2003
Data
2003 Results Program implemented; through the third quarter of FY 2003, 8% of Department's service contract dollars are performance-based.
Target Implementation underway.
Rating On Target
Impact The Department has begun to take advantage of performance-based contracting which enables it to structure contracts so that vendors work towards a stated result, thereby giving the Department better control over the work and better value for its dollar.

INPUT INDICATOR

Indicator #2: Logistics in the Areas of Acquisition, Distribution, Transportation, Travel and Diplomatic Pouch and Mail

FY Results History 2000 N/A
2001
  • Detailed implementation plan and requirements analysis complete.
  • Design of the Integrated Logistics Management System (ILMS) 25% complete.
2002
  • Design/development 50% complete.
  • Deployment strategy complete.
  • Initial implementation of Diplomatic Pouch and Mail bar-code tracking system.
FY 2003
Data
2003 Results

ILMS

  • Procurement module operational in four domestic bureaus and one overseas regional procurement facility.
  • Asset Management module piloted at one overseas post.
  • Diplomatic Pouch and Mail module fully deployed and operational in both the unclassified and classified pouch facilities.

Logistics Management (A/LM) Balanced Score Card (BSC)

  • Conducting a "bottom up" review and developing scorecard initiatives and performance indicators within each Directorate, Division and Branch. These scorecards and initiatives will then be incorporated into the A/LM BSC.
Target
  • Deploy Perfect Order Performance for Secure Logistics (i.e., ILMS).
  • Implement the Balanced Score Card (BSC) system in all business units.
Rating On Target
Impact

ILMS

  • Increased Efficiency: Bureaus can now electronically enter, route and approve requisitions as well as commit funds in ILMS; Acquisitions Office no longer re-enters requisitions; Contracting Officers can obligate funds via ILMS in real-time.
  • Enhanced Visibility: ILMS users have greatly enhanced visibility into status of their request. The London pilot identified enhancements necessary to improve usability by overseas posts.
  • Increased Output: Diplomatic Pouch and Mail has increased their average daily output by 60% from 500 to 800 pouches per day.

BSC

  • Increased Customer Service: Incorporating results into A/LM scorecard will provide goals and indicators that measure accomplishments.

 

I/P #18: OVERSEAS SCHOOLS ACCREDITATION

Support posts abroad by ensuring to the fullest extent possible the availability of elementary and secondary educational opportunities to prepare USG dependents for reentry into the U.S. educational system.

OUTPUT INDICATOR

Indicator #3: Accreditation of Overseas Schools

FY Results History 2000 N/A
2001 Baseline: 148 accredited schools.
2002 155 accredited schools.
FY 2003
Data
2003 Results 165 accredited schools.
Target 162 accredited schools out of approximately 187.
Rating Above Target
Impact Accreditation is a major factor in determining school quality. More U.S. accredited overseas schools means that USG dependents abroad have access to education comparable to education in the United States. This is a key factor in the Department's ability to retain a qualified workforce.

 

I/P #19: RECORDS AND PUBLISHING SERVICES

Leverage information resources and institutional knowledge in support of goals for information availability and objectives regarding protection of and access to critical information.

EFFICIENCY INDICATOR

Indicator #4: Freedom of Information Act Request Backlog

FY Results History 2000 Zero percent reduction.
2001 Zero percent reduction.
2002 Baseline: Achieved a twenty percent reduction in the FY 2001 backlog of 6,214 FOIA requests.
FY 2003
Data
2003 Results Fifty percent reduction as of the end of FY 2003.
Target Achieve a forty Percent Reduction in the FY 2001 backlog.
Rating Significantly Above Target
Impact As the Office of Records and Publishing Services works to reduce the FOIA backlog, it is also improving business processes. Better use of and investments in technology have significantly improved responses to requesters.

 

I/P #20: ALLOWANCES

Maintain timely review and processing of overseas submissions for allowance and differential rates in order to compensate employees properly for current costs and conditions, and to ensure that the U.S. Government is paying appropriate rates.

OUTPUT INDICATOR

Indicator #5: Status of eAllowances System

FY Results History 2000 N/A
2001 N/A
2002 Baseline: User requirements identified.
FY 2003
Data
2003 Results
  • Customer Focus Team Meeting held and Alternative Analysis completed.
  • Systems Requirements Specifications and Per Diem Business Processing Re-engineering (BPR) completed;
    User requirements completed.
  • OMB Business Case developed.
  • Statement of Work in draft.
Target Complete preliminary work and development on eAllowances System.
Rating On Target
Impact Study period for eAllowances has been completed as described in Managing State Projects (MSP); developed communications and change management strategies; ready to move to Acquisition phase.