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February 2004 |
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Government-wide News Agencies are Taking Ownership and Making Progress with the President's Management Agenda
Overall, the latest scorecard
ratings show that agencies got off to a good start in the first quarter of
fiscal 2004. Agencies are taking ownership of the president's management
agenda to make lasting management improvements. OMB's quarterly scorecard
tracks agencies' success at implementing each of the five areas outlined
in the president's management agenda. The latest scorecard contained eight
green lights, 54 yellow lights and 68 red lights. In contrast, OMB's first
scorecard, released in February 2002, showed only one green light, 19
yellow lights and 110 red lights. The Office of Personnel Management and
Energy Department were the only two agencies that managed to receive
yellow or green lights in every category, and should serve as examples to
the other 24 agencies. Energy received five yellow lights, while OPM
earned four yellows and moved up to a green on the e-government section.
To view the latest scorecard go to: Congressional Budget Office Forecasts 10-Year Deficits
The Congressional Budget Office
projected that federal deficits will total nearly $2.4 trillion over the
next decade, a worsening of nearly $1 trillion since its last forecast in
August last year. It also found that the deficit would hit a record $477
billion this year. On a positive note, the report envisions next year's
shortfall dipping to $362 billion. All the congressional projections
assume the president and Congress will not cut taxes or increase spending.
To view this article go to: Harvard to Award Government Programs for Innovation
From a pool of nearly 1,000, 50
best and brightest government programs were selected as semifinalists, for
Harvard University’s John F. Kennedy School of Government’s awards for
innovation. Programs run by government at all levels are competing for the
Innovations in American Government Awards, five grants of $100,000 each,
for being the most creative, forward-thinking and results-driven. Harvard
will announce the winners July 28. Judges made their choices based on
novelty, effectiveness in addressing important problems, significance and
the potential for replication by other government entities. To view this
article go to:
Featuring Keynote Addresses
from: With the continued implementation of the President’s Management Agenda (PMA), Federal managers and employees have been called upon to “institutionalize” Performance management reforms in their agencies. The PMA—now in its third year—has been the focal point of management reform in the federal government. And come July 2004, each agency will be asked to demonstrate tangible results for the American taxpayer under the Administration’s “Proud-to-Be” Milestones. The federal management improvement agenda has never been more robust—and best practices are emerging across government on how to design and implement management reforms. To access these best practices and to share your perspectives on the management reform agenda, you are invited to attend the fifth annual Government Performance Summit, being hosted March 3-5, 2004 in Washington, DC. The event boasts a “who’s who” agenda of management reform leaders…from the Administration, Congress and leading federal agencies…and is filled with the latest government management innovations. Stay Ahead of New Legislation, New OMB Circulars, and New Methodologies The Government Performance Summit will provide a complete update on how your program can meet new management reform mandates unveiled in the past year. The Summit features an “implementation update” from the PMA Initiative Owners. Moreover, the Summit provides comprehensive coverage of new legislation passed by Congress in the past year, as well as various circulars, rules and regulations finalized by OMB and the Office of Personnel Management—covering everything from payment errors and IT budget justifications to competitive sourcing and employee performance evaluations. Plan, Measure, Manage, and Budget...For Results! Significant progress is being seen in the development of performance measures and the performance management capacities in the federal government. The Government Performance Summit provides comprehensive coverage of the latest innovations in performance management in government—from measuring outcomes to using management reforms to improve efficiencies and results. Moreover, two full tracks of the Summit are designed to help your program with the Program Assessment Rating Tool (PART)—the budget rating system used by the Office of Management and Budget (OMB) to evaluate performance management in each federal program. Learn How to Lead Performance-Based Change The management reforms mandated by the PMA must be viewed and implemented using an integrated approach in order to be truly successful. The barriers and ‘silos’ that have for too long separated the management functions of finance, acquisition, human resources, policy, planning, budget and technology must be broken down and their approaches coordinated. The Government Performance Summit will examine how to best bring those functions together into a cohesive, strategic approach to federal agency management. In addition, sessions will provide “how-to” advice from the front lines on designing and implementing management reform initiatives. The 2004 Government Performance Summit offers agencies the opportunity to master new approaches to federal management and to deliver improved and tangible results. Ensure your agency is well represented at this timely event by registering your agency today!
For more information go to: Budget and Performance Integration President’s FY05 Budget Delivers Big Dividends on Performance Budgeting With the release of the President's '05 budget, the federal government took another bold step towards a comprehensive "performance budgeting" system for the federal budget. As a result, 13 federal programs were eliminated saving over $1 billion in federal funds. This proves that the use of performance budgeting offers opportunities to save taxpayers billions. Carl DeMaio, president of the Performance Institute, noted that “performance budgeting is finally paying dividends for taxpayers." He further added "We can credit an Administration that has stuck to its promise to evaluate the performance of federal programs and actually impose positive and negative consequences in the budget based on performance." To view this press release go to: /media/04-0202_fy05budget_release.htm Budgeting by Results
The release of the President's
budget continues a dramatic shift toward performance in the federal budget
process. Already 40 percent of the federal government's programs have been
scrutinized by the Office of Management and Budget's Program Assessment
Rating Tool, or PART, and the findings of those studies are having a
credible and justifiable influence on the budget. In continuing its
commitment, OMB should be recognized for staying true to an initiative
that has already been proven a valuable tool for improving government
performance. The PART is the reason that performance is finally being used
in the budget process. The PART is a methodological, standardized and
evidence-based evaluation - offering hard data on whether federal programs
are doing what taxpayers are paying for them to do. It investigates the
most important aspects of performance… from relevance to results. To view
this article go to: House Committee to Study PART as it Relates to GPRA
Lawmakers started holding a series of hearings to examine the
effectiveness of the Office of Management and Budget's Program Assessment
Rating Tool (PART) in measuring results. The House Government Reform
Committee's Government Efficiency and Financial Management Subcommittee
will address the relationship between PART, which measures program
performance, and the Government Performance and Results Act (GPRA) of 1993
and how they can be better integrated. PART, which assigns each program a
grade, tries to address the agency-wide performance issues raised by GPRA,
which ties funds to an agency's performance results. The hearings will
examine how PART contributes to GPRA, where there may be some overlap in
the reporting requirements of the two and how to ensure PART is an
effective tool to fulfill GPRA. To view this article go to: GAO Evaluates the Use of OMB's Evaluation Tool for the FY04 Budget
The Program Assessment Rating
Tool (PART) helped structure OMB’s use of performance information for its
internal program and budget analysis. It made the use of this information
more transparent. Further, it stimulated agency interest in budget and
performance integration. GAO confirmed that one of PART’s major impacts
was its ability to highlight OMB’s recommended changes in program
management and design. However, there are great challenges in assigning a
single rating to programs having multiple purposes and goals, a common
complain from agencies. PART is not well integrated with GPRA—the current
statutory framework for strategic planning and reporting. It will be
important for OMB to discuss timely with Congress the focus of PART
assessments and clarify the results and limitations of PART and the
underlying performance information. A more systematic congressional
approach to providing its perspective on performance issues and goals
could facilitate OMB’s understanding of congressional priorities and thus
increase PART’s usefulness in budget deliberations. To view this report go
to: Bush’s Plan Proposes Program Cuts to Control Deficit
President Bush, in his FY05
budget proposal, asked lawmakers to control the deficit partly by
eliminating 65 federal programs. By cutting these programs, the government
could save $4.9 billion in 2005. Some programs have already accomplished
their mission, while others are either duplicative or have failed to live
up to the White House's expectations. Bush requested funding decreases
based on OMB's formal program evaluations for 2005. Of the programs slated
for elimination, 13 fared poorly completed using the Program Assessment
Rating Tool (PART). Joshua Bolten, director of the Office of Management
and Budget, said “if a program is not delivering results to the American
people, we’re going to be proposing to either fix it or take it out of the
budget." Lawmakers will decide during the fiscal 2005 appropriations
process whether to grant the Bush administration's request. To view this
article go to: 2004 Best Practices Forum: Performance-Based Budgeting and PART Simulation (May 3-4, Arlington, VA)
With the release of the Program
Assessment Rating Tool (PART) in 2002, the administration established the
clear commitment to performance and accountability for federal programs.
Providing tangible, evidence-based evaluations in the areas of program
purpose, planning, management and results, the PART serves as an aid in
the tough budgetary decisions. The FY05 Budget release saw 399 programs
scored by the PART, which saw an increase in effective programs, and more
accountability for overall results. While this improvement is a good sign,
there is a long way to go towards overall performance. Whether your
programs have or have not been assessed by the PART, it is imperative that
you possess the skills and knowledge to fully explain your program in this
questionnaire. This hands-on training will provide you with an overall
explanation of OMB’s designs for the PART in FY05 and beyond, as well as
the PART’s integration with past performance mandates, such as GPRA and
PMA. Performance-based budgeting requires more than a high program
assessment score; it involves implementing a successful framework to fully
link resources to results to justify your program’s performance. We will
apply the Logic Model methodology to define agency mission, outcome goals
and intermediate strategies to accomplish those goals. You will then walk
through the “Ten Steps to Developing a Performance-Based Budget” and be
able to not only align resources to results, but calculate full costs for
existing activities. For more information go to: Timely Financial Information Needed To Track Costs
Managers spend money and deploy
personnel without knowing how much those decisions will cost, whether they
are getting the results they want from their money, or if they have the
money in their budgets to spend. This situation is common across
government. Even minor financial decisions can be treacherous if there
isn’t timely financial information. A lack of detailed financial
information has cost NASA program managers millions. Program managers at
NASA and other agencies need to be able to quickly understand the impact
of seemingly minor changes. There are several reasons why managers lack
that information. Many financial systems can’t exchange, track or
distribute data quickly or at all. Some managers are indifferent about
tracking program costs. And the process of developing budgets and getting
appropriations is fraught with uncertainty and delay, preventing managers
from having a fix on how much money they have to spend. To view this
article go to: Managerial Cost Accounting for Government – Measuring, Managing, and Reporting the Full Cost of Government Services (March 22-23, Arlington, VA)
Achieve relevant cost
accounting for operational management. Streamline the productivity of your
management processes to foster continuous improvement in all levels of
your agency. Reduce overhead and administrative expenses. Apply best
practices to consolidate your program expenses and reduce operational and
administrative costs. Design cost-efficient performance measures. Align
financial measurement systems with performance reports to effectively
manage cost information and achieve the objectives of your organization.
Integrate cost-efficient processes across government functions.
Communicate cost savings and efficiencies across management silos to
ensure proper allocation, management and accounting of resources. For more
information go to: Strategic Management of Human Capital Providing Performance-Based Flexibilities to Improve Recruitment in Government
The House Committee on
Government Reform Subcommittee on Civil Service and Agency Organization is
considering legislation (HR 1601 and S129) to provide federal agencies
more flexibility in setting pay rates for employees, providing bonuses for
recruitment and retention, and improving the management of training. The
proposed legislation has noble and worthy objectives. However, Carl
DeMaio’s testimony before the Committee proposed refinements to the
proposed legislation. His recommendations were based on a research report
done by the Performance Institute titled “Strategic Recruitment for
Government” that catalogues best practices in recruitment in government
from a survey of all major federal agencies. The legislation only
addresses two of the 10 innovative practices outlined in the report. While
legislation need not address all 10 (indeed for many of the 10 practices,
legislative action is not required) some amendments were suggested. To
view this testimony go to: GAO Identifies Lessons Learned in Designing Training and Development Programs
GAO identified important
lessons learned from five federal agencies’ experiences in designing
training and development programs for their employees that could be useful
to other agencies facing similar challenges. The agencies used a variety
of approaches to assess current and future skill requirements, such as
implementing workforce planning models and conducting knowledge and skills
inventories. The agencies considered a mixture of delivery mechanisms, as
well as potential sources for training and development opportunities.
However, projecting costs and benefits of proposed training and
development programs presented challenges for them. Overall, agencies
relied primarily on participants’ end-of-course evaluations, but they are
beginning to use more comprehensive evaluation approaches, including
limited use of return-on-investment analysis techniques. To view this
report go to: Strategic Workforce Planning Needed at SSA to Address Human Capital Challenges
The Disability Determination
Service (DDS)- part of the Social Services Administration (SSA)- faces
three key challenges in retaining examiners and enhancing their expertise,
according to a recent GAO study. These are: high turnover, recruiting and
hiring difficulties, and gaps in key skills. Examiner turnover was about
twice that of federal employees performing similar work. Most DDS
directors said they had difficulties over a three-year period in
recruiting and hiring examiners. These difficulties contributed to
increases in claims-processing times, examiner caseload levels, backlogs,
and turnover. At least a quarter of examiners need additional training in
areas critical to disability decision-making. To view this report go to: Management Intern Program Expands To Include Senior Fellows
The Office of Personnel
Management proposed that the Presidential Management Intern Program be
revamped. Managers would have more options to bring in fresh management
talent and more responsibility for training and developing those hired as
interns. The program, renamed the Presidential Management Fellows Program,
would have two tracks: a fellows program for new hires right out of
graduate school, and a senior fellows program for experienced managers to
fill higher level management positions. This latter is a new element. It
would allow agencies to recruit candidates from within or outside
government and assign them to areas where their expertise is needed
because of skills gaps or retirement surges. To view this article go to: Massive Brain Drain Forecasted of Senior IT Workers
A remarkable change is
occurring in the federal workplace. A new generation of IT workers is
realizing opportunities and potential in federal government. There will be
a huge turnover in the coming years. Younger people are learning that baby
boomers are retiring from the government. In fact, there is plenty of
evidence that federal IT shops are changing. There are more workers in
their 20s. Recent graduates are looking for job security, a healthy
benefits package and career advancement, all of which the federal
government offers. The stereotype of government workers being paper
pushers punching time clocks no longer exists. However, the requirements
are tough. Government employers want the best and brightest students who
are at the top of their classes, have straight As and major in IT as
undergraduates. In return, younger government workers deliver fresh ideas.
To view this article go to: Human Capital Planning and Workforce Assessment for Government (May 17-18, Arlington, VA)
To ensure your agency is ready
for the human capital crisis, The Performance Institute has developed a
methodology to craft an effective human capital plan to improve your
agency's performance. This is
a
strategic approach to attract qualified employees. This
framework is developed for strategic
recruitment that begins with workforce analysis and ends with effective
performance measures. It involves conducting
a workforce assessment to plan, allocate and manage your human capital,
based on your agency’s
strategic plan and project workforce gaps. Afterwards, you implement
a comprehensive workforce planning and management process, aligning
your workforce planning to agency mission, create clearly defined
end-outcomes and develop strategies to get your agency to green on the
President’s Management Agenda. For more information go to: Omnibus Budget Bill Preserves Job Competition Measures
President Bush signed the
fiscal 2004 omnibus budget bill on January 23. This ended a season of
heated debate over competitive sourcing language in budget bills. The
legislation remains unchanged from a controversial compromise version of
the bill completed in late November 2003. In that version, the White House
convinced House-Senate negotiators to remove language that would have
granted federal employees and union representatives the right to protest
job competition decisions before the General Accounting Office. In
addition, the spending package Bush signed into law sets multiple
standards for running streamlined public-private job competitions where 10
to 65 positions are at stake. Agencies covered by the
Transportation-Treasury section of the bill have different rules than
those receiving funds from the other six appropriations measures wrapped
into the omnibus. To view this article go to: Energy Workers Win Job Competition
In a public-private job
competition involving 181 financial services jobs, workers at the Energy
Department retained their jobs. Energy officials evaluated bids using new
"best value" criteria included in OMB’s Circular A-76. This evaluation
method gives less weight to cost and puts more emphasis on technical
innovation. The in-house team won by agreeing to eliminate 63 positions
and restructure its operations. Accounting work done at 15 offices
nationwide will move to two centers in Maryland and Tennessee. Energy
officials predict that the new accounting organization will save $31
million over five years. To view this article go to: Officials Promote Share-In-Savings Contracting
Share-In-Savings is a
contracting initiative that pays vendors from savings that their programs
generate for the government. This could be an ideal vehicle for deploying
new e-government services. The share-in-savings programs require little or
no upfront spending by government entities. The contractors are paid for
services only from the savings the programs generate, thus the contractor
assumes all the risk and has a great incentive to achieve results. A 2002
e-government law gave federal agencies the incentive to deploy the
programs by allowing them to keep unused funds saved from the programs. To
view this article go to: Developing Most Efficient Organizations – Plan and Implement a Winning MEO for Government Competitions (March 25-26, Arlington, VA)
Competitive sourcing should no
longer be considered a trend in government acquisition. New laws and
mandates have established an altered acquisition environment that will
remain well into the future. Threatening myths surrounding the competitive
sourcing initiative forecast the elimination of government jobs. The fact
is, job competitions are won by the government Most Efficient Organization
(MEO) more than 50 percent of the time, but agencies still lack adequate
training to improve their chances in competitions. This event is designed
to take you through a successful model for designing and implementing an
MEO, as well as address the latest legislative updates and key strategies.
For more information go to: Competitive Sourcing in Government – Three Options for Understanding and Developing Agency A-76 Job Competitions (April 19-20, Arlington, VA)
Competitive sourcing and
government-wide acquisition have dramatically changed in the past year due
to the revisions of OMB Circular A-76 and new procurement legislation.
With the most recent developments, agencies are now facing changed rules
and regulations regarding public-private job competitions and need to
acquire the proper training in order to successfully fulfill their
responsibility in the job competition process. The Performance Institute
has come up with three options to help agencies meet the challenges and
requirements of the A-76 process: training forums, in-house facilitation
sessions, and implementation services. PI sponsors two-day, comprehensive
training events that are open to all agencies and feature the latest
updates and showcase best practices from the competitive sourcing
initiative. Many agencies prefer to have a customized, in-house session to
walk their team through the A-76 process using one of their own case
examples. The Institute also offers expert and proficient competitive
sourcing consulting services to develop agency job competitions from
beginning to end. These three options are different, yet effective ways to
achieve success in competitive sourcing. For more information go to: GAO Finds Mixed Progress Implementing Capital Planning Principles
GAO found that four agencies
have had mixed success with implementing the planning phase principles
found in OMB’s Capital Programming Guide and GAO’s Executive Guide. The
agencies’ capital planning processes generally link to their strategic
goals, and they all consider a range of alternatives to bridge an
identified performance gap. Most have established processes to review and
select from competing project proposals. However, case study agencies have
had limited success with using agency-wide asset inventory systems and
data on asset condition to identify performance gaps. Also, none of them
prepares an agency-wide long-term capital investment plan. Some have
long-term capital planning documents that could serve as a base for
development of a comprehensive agency-wide plan. While two case study
agencies indicated plans to develop agency-wide asset inventories and
condition data, only one plans to develop a comprehensive agency-wide
long-term capital plan. To view this report go to: OMB Evaluates Federal Enterprise Architecture Practices
The Office of Management and
Budget is examining how well agencies use the federal enterprise
architecture to drive investments to identify best practices. In the
coming year, OMB will determine goals for the federal enterprise
architecture at the agency level. The fiscal 2005 budget process showed
how closely agencies follow the architecture for their information
technology investments. For example, agencies did a good job using the
performance reference model, one of five models defined in the
architecture, to define performance metrics. The evaluation also revealed
that many agencies share metrics, signaling areas for potential
collaboration, a driving force behind the architecture. To view this
article go to: OPM Gets To Green on E-Gov Score
The Office of Personnel
Management (OPM) joined the National Science Foundation in earning a green
score for e-government on the President’s Management Agenda. OPM’s
improvement is directly attributed to IT security. OPM really moved
forward with a comprehensive IT security plan. The agency certified and
accredited at least 80 percent of its systems. Overall, e-government
scores remained fairly stagnant, with the Transportation Department and
the General Services Administration joining OPM as the only agencies to
improve their scores. Transportation and GSA moved to yellow from red. IT
security remains a weakness among agencies, with between 60 percent and 65
percent of all IT systems certified as secure. To view this article go to: 2004 Summit on Project Management in Government – Acquire the Latest Project Management Innovations for your Agency (March 8-10, Arlington, VA)
In order to succeed in project
management, managers need to understand the existing principles, methods
and tools of project management, as well as the processes that have proven
to be successful in other agencies and complex contracting and outsourcing
processes. Join us in Arlington and for two days concentrate on developing
the basic and advanced skills needed to manage a project in a structured
and performance-based environment. Currently there is a growing viewpoint
that government project managers should be both full-time and certified,
acknowledging the lack of fundamental project management skills. This is
partly due to the fact that government programs of all types are being
held accountable for their performance and streamlined allocation of funds
and resources in these fiscally tight times, all the way down to the
project management level. Whether your interest is measuring and
evaluating performance in your project management practice, or the
development of policies and protocols to track and manage projects and
organizational change, this summit promises to be a valuable opportunity
for a peer-to-peer exchange of ideas that focuses on leading strategies
and best practices among project management specialists. For more
information go to: Agency Spotlight: Department of Energy The latest scorecard form OMB shows that DOE was one of the two agencies that managed to receive yellow or green lights in every area of the PMA. DOE recognizes that accountability to the American people is a basic tenet of the government. The Department is committed to improving its management and is taking steps by implementing the President’s Management Agenda to ensure that program management helps achieve program goals. The Department reports actual performance against set targets annually in the Performance and Accountability Report. This report provides the basis for evaluating the Department’s progress toward the strategic goals. Each year, the Department will adjust the strategies, as necessary, based on actual performance, the current resources available, and updated national, energy, and economic outlook. This will ensure that the Department is continuously fulfilling its mission to protect national, economic, energy security with advanced science and technology. Budget and Performance Integration DOE’s annual budget justification is based on projected performance for the requested funding. Beginning with the budget for fiscal year 2005, the Department will incorporate its annual performance plan into the budget presentation and justification of its programs. The Department issued a new strategic plan in September 2003 and developed a 2005 performance budget that fully aligns funding with its goals. Improvements were made to make performance goals, targets, and measures results driven, quantifiable or outcome oriented, and adequately integrated with budgets and decision making processes. Departmental performance measure criteria have been established, formal training implemented, performance tracking software with expanded analytical capabilities implemented, a five-year program/budget review formally considering performance completed, and the Office of Management and Budget's Program Assessment Rating Tool evaluating the effectiveness of programs implemented. The Department's success in addressing these issues has been recognized, and performance management has been removed from a list of management challenges facing the Department. Improved Financial Management For the fifth consecutive year, the Department's 2003 financial statements received an unqualified audit opinion. This demonstrates our commitment to maintaining sound financial practices and reliable financial information to support management decision-making. We have also completed our evaluation of the Department’s management controls as required by the Federal Managers’ Financial Integrity Act. The purpose of this evaluation is to identify any material weakness that places the overall control system at risk. No such weakness was identified in the Department for fiscal year 2003. In addition, we have evaluated our financial management system as required by the Federal Managers’ Financial Integrity Act and the Federal Financial Management Improvement Act, and we find that it generally conforms to governmental financial system requirements. As to erroneous payments, DOE has determined that none of its programs or activities are at risk of significant erroneous payments. The Department’s erroneous payment rates for Fiscal Years 2002 and 2003 were below one percent of total payments. Strategic Management of Human Capital The Department is executing a Human Capital Management Strategic plan that addresses all human capital standards and supports mission accomplishment. Completion of all major items is anticipated in 2004. Since 1995, the Department has experienced a 27 percent reduction in the workforce. By Fiscal Year 2000, up to 30 percent of the Department's critical workforce was eligible for retirement within the next five years. Combined with other factors such as lengthy hiring process, the relative age of the workforce, and a variety of incentives to leave Federal service, the decline in staffing has left the Department with a significant challenge. DOE has to reinvest in its human capital to ensure that the right skills, necessary to successfully meet its missions, are available. A Departmental framework for addressing this issue was put in place with the implementation of a comprehensive human capital management strategy; an improved senior executive performance management system; a guide on developing and retaining a highly-skilled workforce; and business visions and workforce plans for all major offices. Individual offices are now right-sizing to address their specific needs. Environmental cleanup officials began management rotations and succession planning in Fiscal Year 2003 and will reorganize the headquarters office in Fiscal Year 2004. Competitive Sourcing The Department initiated private-public competitions involving 1,180 Federal and 1,337 contractor positions, and completed 2 studies involving 21 Federal positions in Fiscal Year 2003. The remaining planned studies will be completed in 2004-05. Improvements are needed in the oversight of contractors managing and operating the Department's facilities. Specific oversight problems have been identified at environmental cleanup sites and laboratories conducting national security and scientific activities. Adequate oversight is needed to assure that contractor operations are effective and efficient. An improved contract administration structure that focuses on performance-based contracts has been put in place and efforts to institutionalize it are ongoing. In Fiscal Year 2003 new strategies for environmental cleanup contracts were implemented. These entail reevaluation and renegotiation to align contract incentives with accelerated cleanup objectives and to incorporate cost-sharing options for ensuring contractor efficiency. Expanded E-Government The Department has a Modernization Blueprint Enterprise Architecture and will be using it to ensure information technology investments improve performance. In addition, the Department is making progress in remedying information technology security weaknesses. The Department has a decentralized approach to information technology management, limited control by the Chief Information Officer in the budgeting process, and lack of an information technology baseline to guide management decisions. These problems have impeded the Department's ability to effectively manage its information technology resources. Management of information technology has been strengthened by making the Chief Information Officer a direct report to the Secretary and the primary official for agency information technology issues. A strategic plan targeted at Clinger-Cohen Act reforms has been developed as well as a high level enterprise architecture with an information technology baseline. In 2004, a detailed enterprise architecture, including mandatory standards, will be developed and an agency-wide directive establishing explicit information technology requirements will be issued.
For more information go to:
President:
Carl DeMaio The Implementation Update on the PMA is provided as an informational newsletter to all federal employees about the latest news from the federal government and independent news media about the President's Management Agenda—the Administration’s plan to improve performance of government. Should you not wish to continue to receive this newsletter, please reply to this email writing "unsubscribe" in the subject heading, and your email will be taken off our distribution list.
The Performance
Institute is a private think tank that serves as the nation’s leading
authority and repository on performance-based management practices for
government organizations. Its mission is to identify, study and disseminate
the leading management innovations pioneered by “best-in-class” government
programs at federal, state and local levels. Through its national
conferences on pressing issues, interactive executive training programs, and
best practice research projects, the Institute provides cutting-edge
expertise in the design, implementation and evaluation of strategies to
solve operational challenges and enhance government performance. |
