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Strategic Goal 12: Management and Organizational Excellence


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Strategic Goal 12: Management and Organizational Excellence

Ensure A High Quality Workforce Supported By Modern And Secure Infrastructure And Operational Capacities

Public Benefit

Human Resources: The approximately 26,500 Foreign Service, Civil Service, and Foreign Service National employees posted throughout the world in over 300 different locations are the Department's most significant resource.  To maintain the U.S. role as a world leader in the twenty-first century, the people of the Department - America's foreign policy representatives - must be the best the nation has to offer.  The Department must have sufficient resources to attract, train, promote, and retain the very best employees. The Department's goal is to employ the right people, with the right skills, in the right place, at the right time.

Information Technology: The Department's ability to fulfill its mission effectively depends heavily on the collection, analysis, communication, and presentation of information in forms useful to its stakeholders - the public, businesses, other USG agencies, foreign governments, and its employees.  In turn, these capabilities depend heavily on the presence of a secure, modern, information technology infrastructure.

The Department is making a concerted effort to use commercial best practices to deploy secure modern office automation platforms, secure global networks (unclassified, classified, and the Internet), a centrally managed IT infrastructure, a modern messaging/archiving/knowledge management system, streamlined administrative systems, and a customer-focused portal. 

In addition, the Department continues to implement a comprehensive risk management program for IT systems, using state-of-the-art tools.  Further improvements in the ability of users to access information and services, and virtual collaboration in such areas as foreign policy initiatives, passport and visa services, crisis management, grants management, acquisition data and internal administrative functions, will become a reality by the end of FY 2004.

Diplomatic Security: The Bureau of Diplomatic Security (DS) provides protection that ensures the safety of personnel and information in order to maintain the Department's ability to conduct diplomacy.

Facilities: The Department's worldwide network of facilities is a major element of the nation's diplomatic readiness from which USG employees are able to advance U.S. interests.  By providing secure, safe, and functional overseas facilities, USG employees are able to pursue the vital interests of the American public more effectively.

The consolidation and renovation of the Department's office space in Foggy Bottom will both serve the conduct of diplomacy in Washington and provide a more secure, safe, and efficient workspace for employees.  The completion of a modern office building for the U.S. Mission to the United Nations at 799 UN Plaza in New York will not only serve employees better, but will also provide a more suitable face to the world for the U.S. delegation.

Budget: Better budget formulation and execution, grounded in better performance planning and the tracking of results against targets, will permit more efficient and accountable use of funding.  It will also facilitate achievement of the Department's mission and program goals for the benefit of the American people.

Financial Management: Integrated budgeting, planning and performance measurement processes, together with effective financial management and demonstrated financial accountability, will improve the management and performance of the Department.  It will ensure that the resources entrusted to the Department are well managed and judiciously used.  The American people will be able to see how well programs perform, and the costs they incur for that performance.  This improved accountability for performance, together with unquestionable fiscal integrity, will deliver meaningful results to the American people.

Administrative and Information Services: The 80 percent reduction in the backlog of Freedom of Information Act (FOIA) requests by FY 2005 will make a significant contribution to advancing the knowledge of the public about foreign policy operations.  This is especially important as the United States pursues the war on terrorism and enforcement of international regimes to control weapons of mass destruction.

A new modern information system providing allowance and differential rates for U.S. civilian personnel serving abroad will enable the Office of Allowances to be more effective and efficient in carrying out its critical mission.  This office's vision for the future is to implement a simpler, faster, more accurate and reliable information system that uses state-of-the-art technology, including web-based resources that allow overseas posts to submit allowances data electronically. 

Accreditation of individual overseas schools by U.S. accrediting agencies ensures that the overseas schools are comparable to those of public schools in the United States.  Accreditation by U.S. accrediting agencies helps to guarantee the availability of an appropriate, high quality American-style education for USG dependents overseas, and facilitates their transfer between overseas and U.S. schools.  Most of the overseas schools assisted by the Department have been accredited by U.S. accrediting agencies.  The Department is working to obtain accreditation of those few schools that have not yet been accredited.

The Department's Office of Logistics Management provides sustainable support to diplomatic activities by ensuring on-time delivery of products and services to U.S. embassies and consulates around the world.   E-logistics processes and other improvements will enhance services by eliminating redundancies, increasing efficiencies, decreasing cycle time, and providing global visibility about the status of transactions in the chain of supply and by using secure, near real-time query tools.  These tools will display key information from ordering to receipt about item type, shipment dates, and shipment history.

Electronic commerce offers American businesses expanded opportunities to compete for Department contracts.  Performance-based service contracting will result in more efficient and effective use of program dollars to promote cost-effective results.


Performance Goal 1

A High Performing, Well-Trained, and Diverse Workforce Aligned With Mission Requirements

Summary: Projected FY 2004 Performance

Through the Diplomatic Readiness Initiative, the Department has begun to address the severe imbalance that formed in the 1990s between an expanding workload and a diminishing labor force.  By the end of FY 2004, the Department will have fulfilled the initial plan to restore diplomatic readiness through additional hiring.  Additional hiring efforts will also continue to include significant outreach activities designed to attract minorities to the Foreign Service.  The adjacent chart shows that in FY 2002, 34 percent of the people who sat for the Foreign Service exam were minorities.  The Department hopes to maintain or increase this percentage in FY 2003 and FY 2004.

Performance Trend: FY 2000 - FY 2004 --
Number of Takers of the Foreign Service Written Exam:
2000 (Result): 8,000 total; 2,100 minority.
2001 (Result): 13,000 total; 4,000 minority.
2002 (Result): 31,400 total; 10,700 minority (34% of total).
2003 (Target): 20,000 total; maintain or increase 2002 minority level.
2004 (Target): Maintain or increase 2003 level for total; maintain or increase 2002 minority level.

In 2004, the Department will implement comprehensive workforce planning tools.  With the completion of the Domestic Staffing Model and a Civil Service Succession Planning Model the Department will be able to ensure that workforce is aligned with mission.  The efforts begun in 2003 to reform the Civil Service hiring process should be paying off in 2004, resulting in shorter hiring times and fewer staffing gaps.  In 2004, the Department will expand use of a locally engaged staff appointment authority that will streamline the hiring process and expand use of a computer-aided job evaluation program.  Finally, the Department will continue to take appropriate steps, in cooperation with other relevant USG agencies, to ensure that U.S. citizens are satisfactorily represented in multilateral organizations.

Example of an FY 2002 Achievement:
Diplomatic Readiness Task Force --
The "Diplomatic Readiness Initiative" strategic human capital plan depends on increased productivity through the human resources chain--from recruitment to testing to clearance to intake. Every element of the system must work to make the process function. During FY 2002, all these elements came together to produce results characteristic of a high-performing workforce. Oral assessments were administered to more candidates in less time than in FY 2001. The Diplomatic Security "Surge Team" accelerated security clearances, reducing clearance time by half. In a change from standard business procedures, contract security investigators worked overtime at the seven nationwide testing sites to reduce the six-month application collection process to a 24-hour period. The Department reduced the time necessary to complete medical clearances, and FSI met the challenge of training 25 percent more students under new mandatory training standards, creatively managing its limited space and classrooms.

To retain staff in a competitive labor market, the Department is committed to ensuring that its rising generation of leaders has a thorough and professional education from entry through the middle ranks and continuing on to the senior levels.  The center for these developmental programs is The Foreign Service Institute (FSI), which supports the Department's strategic goals and initiatives through training programs that reflect policy priorities such as counterterrorism, economics and trade, science policy, global issues, and human rights.  FSI helps ensure diplomatic readiness through training in leadership and management, foreign languages, area studies, professional tradecraft, and technical subjects such as IT.  FSI also helps family members prepare for the demands of a mobile lifestyle and life abroad.  In order to provide such training, however, the Department requires a sufficiently large complement of personnel so that it can release some employees for training and ensure that day-to-day responsibilities are met.

The Department will soon have a sufficient complement of personnel to mitigate staffing gaps and allow employees the time to take needed training.  To ensure the capacity to meet potential demand, FSI, given an adequate resource base, will increase the amount of course sessions it offers in professional tradecraft, foreign languages, and technical skills; continue the second year of implementing mandatory leadership training; and increase efforts to capitalize on Distance Learning as a means to reach the Department's worldwide target audience quickly and more economically.  To meet other Department priorities, FSI will further its efforts to strengthen consular training in interviewing techniques and border security, and bolster public diplomacy training that helps U.S. diplomats communicate America's message.  FSI will incorporate these subject into all of its language courses.

During FY 2004, the Department will work toward expanding programs that address spousal employment, dependent care, health and crisis response, working conditions, and support of families overseas.  These are only a few of the numerous programs aimed at providing the men and women of the Department with a work environment competitive with the best of the private sector.  Charged by the President and Congress with a major new hiring campaign, the Department can now provide its personnel with the kind of work environment crucial to a well-functioning organization.

Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Number of Individuals Taking the Foreign Service Written Exam (FSWE).

8,000

13,000

FSWE: 31,400
(4/02 and 9/02 exams)

20,000

Maintain or increase
FY 2003 level.

Indicator #2: Applicants to Foreign Service Specialist Positions.

3,028

3,695

4,000

3,300

Maintain or increase
FY 2003 level.

Indicator #3: Applicants to the Student Programs.

1,450

1,787

2,000

1,530

Maintain or increase
FY 2003 level.

Indicator #4: Minority Foreign Service Written Exam (FSWE) Takers.

2,100 - 27 %

4,000 27%

10,700 - 34 %
(04/02 and 09/02 exams)

Maintain or increase
FY 2002 level.

Maintain or increase
FY 2002 level.

Indicator #5: Hiring Levels
(to meet expanding priorities and to provide a training float).

Hired to attrition (about 800 new employees.

Hired to attrition

(about 800 new employees); including additional specialists in security, consular affairs, and IT programs.

Hired 470 junior FS officers and more than 700 FS specialists,

Including over 300 security personnel and 150 IT professionals.

(900 above attrition, to begin closing mission-critical gaps overseas.)

Hire 400 above normal intake and for security and consular needs, as required.

Hire 400 above normal intake and for security and consular needs, as required.


Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #6: Level of Civil Service Hiring.

Hired to attrition.

Hired to attrition.

Over 600 CS employees hired.

Reduce total vacancies by half.

Achieve sustainable level of hiring to minimize staffing gaps.

Indicator #7: Number of Course Offerings Supporting DRI and Mandatory Leadership Training.

3,021 course offerings.

Mandatory Leadership/ Management courses did not exist.

3,118 course offerings.

Mandatory Leadership/ Management courses did not exist.

3,329 course offerings.

Mandatory Leadership/ Management requirements approved.

About 700 employees received mandatory Leadership/ Management training.

Correct number of offerings support Department's hiring plan.

Mandatory Leadership/ Management training for 1,725 employees.

Correct number of offerings support based on  Department's hiring plan.

Mandatory Leadership/ Management training for 1,725 employees.

Indicator #8: Enrollment in Foreign Language/Area Studies Relating to

Enduring Freedom and Post-9/11 Initiatives.

63,408 hours of training, 109 enrollments.

57,320 hours of training; 106 enrollments.

109,921 hours of training; 231 enrollments.

Meet increased demand resulting from assignments to language designated positions (LDPs) in target languages; rebuild 'dormant' language training programs in Dari, Kurdish, Pashtu, and Farsi.

Meet increased demand resulting from assignments to LDPs in target languages.

Promote greater fluency in Arabic by launching a Beyond 3 training effort.

Indicator #9: Percentage of Employees Assigned to Language Designated Positions (LDPs) who Meet the Requirement of the Position.

In CY 2000,

83 percent fully met and

10 percent partially met LDP requirement.

In CY 2001, 80 percent fully met and 13 percent partially met LDP requirement.

In FY 2002, 88 percent fully met LDP requirement.

Maintain or improve
FY 2002 percentage.

Maintain or improve
FY 2002 percentage.

Indicator #10: Percent of Language Students Attaining Skill Objectives When Enrolled for at Least the Recommended Amount of Training.

66%

74%

75%
(FY 2001- FY 2002)

Maintain or improve current percentage.

Maintain or improve current percentage from FY 2002 level.

Indicator #11: Results of Employee Satisfaction Survey.

N/A

N/A

Baseline:

4,000 American direct-hire employees responded to survey.

Department morale is high, with a significant majority of employees categorizing morale as either outstanding (12.8%) or good (47.6%).

Seven out of ten surveyed employees plan to stay with the Department for the long term, at least until eligible to retire.

Use employee survey results to evaluate and develop programs.

Administer survey again.

Indicator #12: Percent of Eligible Family Members Employed in Local Economies Overseas Through Spouse Networking Assistance Program (SNAP). (New Indicator)

N/A

N/A

Baseline:
2%

4%

6%

Means and Strategies by Target

Maintain or increase number of individuals taking the Foreign Service Written Exam (FSWE).

•         Continue broad-based outreach through the Department's website, advertising, colleges and universities, and professional organizations to widen and deepen the talent pool. 

•         Continue using e-gov technologies to maintain contact with registrants and to encourage them to take the exam.

Maintain or increase number of applicants for Foreign Service specialist positions.

•         Continue targeted advertising and web-based recruiting for specialized skills.

Maintain or increase number of applicants to student programs.

•         Continue outreach to colleges and universities. 

•         Offer paid internships to expand opportunities.

Maintain or increase the percentage of minority takers of the FSWE.

•         In addition to general recruitment efforts, continue to have recruiters who focus on minority recruitment. 

•         Continue advertising and outreach to minority communities including the Diplomats-in-Residence Program and professional organizations. 

•         Continue efforts to encourage minority registrants to take the FSWE.

Hire 400 employees above normal intake.

•         Maintain high levels of interest in employment by implementing effective recruitment plans to provide a diverse and talented pool of candidates.

•         Continue to improve hiring processes for Foreign Service and Civil Service positions.

•         Use a variety of staffing mechanisms such as Presidential Management Internships and the Career Entry Program.

Achieve a sustainable level of Civil Service turnover and prevent staffing gaps through targeted hiring.

•         Implement effective recruitment plans to provide pool of candidates.

•         Continue to improve hiring processes for Civil Service positions.

•         Use a variety of staffing mechanisms such as Presidential Management Internships and the Career Entry Program.

Offer sufficient numbers of FSI courses to support the Department's hiring plan and the Diplomatic Readiness Initiative.

•         Schedule the appropriate number of orientation and other training sessions to meet the Department's FY 2004 hiring plan.

•         Monitor and adjust, as warranted, the number of course offerings and/or class capacity as the training float takes effect.

•         If necessary, explore rented/leased training space to accommodate any training surge.

Conduct mandatory Leadership/ Management (L/M) training for 1,725 employees.

•         Schedule the appropriate number of L/M training sessions.

•         Ensure that targeted personnel are assigned to L/M training.

Meet the increased demand for target foreign languages.

•         FSI will realign and request adequate resources to support the demand. (e.g., increase capacity in previously lower-enrollment languages such as Persian/Farsi, based on an increase in LDPs.)

•         FSI will continue to rebuild target language programs (e.g., Dari, Kurdish, Pashtu, and Farsi), and develop appropriate language modules and other material to support strategic goals (e.g., strengthening consular interviewing skills).

Maintain and/or improve the FY 2002 percentage of language students attaining skill objectives when enrolled for at least the recommended amount of training.

•         HR will strive to ensure that personnel are assigned to language training for the appropriate length of time

•         FSI will continue to exploit the potential of technology based training tools.

•         FSI will undertake to develop a Language Learning Continuum to help guide employees throughout their careers on how best to acquire, maintain, and improve foreign language skills.

Administer an Employee Satisfaction Survey

•         Continue to implement programs to improve management culture.

•         Seek to expand participation in employee programs and evaluate program operations. 

•         Institute additional training for community liaison officers and enhance the capacity for crisis support for evacuations and response to catastrophic events.

•         Upgrade medical facilities so that more posts offer greater access.

Employ six percent of eligible family members on the local economy overseas through SNAP.

•         Continue to address spousal employment overseas and seek to expand opportunities at post and on the local economy.


Summary: Verification/Validation and Crosscutting Activities

Performance Goal 1

A high performing, well-trained, and diverse workforce aligned with mission requirements.

Verification and Validation

•         Maintain and generate training data from the Department corporate training database (STMS) and validate data through regular comparison with attendance rosters, program reviews, and periodic enrollment reports.

            Assess success in language skill based on end-of-training proficiency tests, instead of length of time in training.

            HR and FSI track these indicators as part of regular program management Staff regularly measure these indicators and report on them.

Crosscutting Activities

Collaboration with OPM on Civil Service hiring.


Performance Goal 2

Modernized, Secure, And High Quality Information Technology Management And Infrastructure That Meet Critical Business Requirements

Summary: Projected FY 2004 Performance

By June 2003, the Department will have successfully completed the deployment phase of the OpenNet Plus project on schedule and on budget; over 43,000 USG employees worldwide will have desktop access to the Internet.  This capability will greatly enhance communication, collaboration, and information sharing with all Department e-Government customers and stakeholders.  By FY 2004, the project will have moved into its routine maintenance phase.

By the end of FY 2003, the Classified Connectivity Program (CCP) will be completed.  It will provide Department employees worldwide who are authorized access to classified material with a single, modern, and secure classified network and e-mail system; greater access to web-based information via a classified Intranet; and improved communication and collaboration with other national security agencies via connection to the Secret Internet Protocol Router Network (SIPRNET).  By the second quarter of FY 2003, the Department will have installed CCP at 126 posts and it expects installation at all 221 eligible posts by the second quarter of FY 2004.  The project will then move into its routine maintenance phase. 

Example of an FY 2003 Achievement:
OpenNet Plus --
With its OpenNet Plus program, the Department is accomplishing the Secretary's highest IT priority - providing worldwide desktop Internet access for over 43,000 Department users. When completed in FY 2003, all sites will have Internet services and augmented bandwidth to handle increased workload. OpenNet Plus will provide an appropriate level of security against cyber intruders, consistent with good risk management practices. Open access to the Internet enables employees to take full advantage of its tremendous capability, and to facilitate communication and collaboration internally as well as with the public, business, other USG agencies, and foreign governments. Using the Department's existing OpenNet infrastructure instead of installing a new network has enabled this initiative to be performed rapidly in a cost- effective manner.

The Enterprise Network Management (ENM) program provides the services and infrastructure to manage the Department global network and systems assets.  In FY 2004, ENM plans to continue to focus on improved network and systems availability through Virtual Private Networks (VPNs), consolidation of unclassified and classified network operations and management systems, Windows 2000 transition, Remote Systems Management, Application Management, Universal Trouble Ticket, and IT Asset Management.  By the end of FY 2004, the Department projects that network reliability will improve to the 99-percent level and that over 75 percent of overseas posts will have had VPNs installed.

SMART (State Messaging and Archive Retrieval Toolset) is a simple, secure, sophisticated system that meets three critical business needs of diplomacy - - modern messaging, dynamic archiving, and desktop information sharing.  It will be able to search and manage the information contained in the more than 72 million messages sent each year through diplomatic channels.  Personnel of all other USG agencies (located at 260 overseas posts in 150 countries, their Washington headquarters, and at other domestic sites) will be able to access Department e-Documents via SMART messaging capability.  The Department will refine requirements, design, and technology concepts that lead to the release of a design competition Request for Proposal (RFP) during FY 2003, begin SMART deployment in FY 2004 and finish in FY 2005.

To ensure the integrity, confidentiality and availability of information and information systems, the Chief Information Officer (CIO) is implementing a comprehensive cyber security program.  As part of the program, systems undergo system authorization which is a risk management process.  Based on a risk management approach, the CIO plans to complete these assessments on all existing and emerging systems by September 2004.  To accomplish this objective, all systems will undergo Certification and Accreditation (C&A) over an eighteen-month period rather ending in FY 2004.  After FY 2004, a three-year recurring C&A cycle will be adopted.


Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Status of Commercial Networking Facilities Available for Unclassified and Classified Processing Completed.

Custom-leased telecommunications lines.




Limited bandwidth and availability.

OpenNetPlus (Internet) pilot completed.






Twelve Virtual Private Networks (VPNs) installed.

OpenNetPlus pilot period completed; lessons learned documented. Substantial progress made on deployment to domestic and overseas posts.

A cumulative total of fifty-four VPNs installed.

OpenNetPlus extends to all existing global OpenNet sites.



A cumulative total 125 VPNs installed.

OpenNetPlus project completed.  More than 43,000 users have desktop Internet access.

A cumulative total of 200 VPNs installed, thus providing over 75 percent of all posts will this capability.

Indicator #2: Networking Availability.

ENM program initiated to consolidate global network and systems management.

Baseline:
Network availability was 85 percent.

Network availability was 97 percent.

Improve network availability to 98 percent.

Improve network availability to 99 percent.

Indicator #3: Progress Toward Replacing Classified and Unclassified Desktop Computers More Than Four Years Old.

Unclassified—10 percent

Classified—90 percent

CCP installed at seventy-four posts.  Replacement of 1,875 desktops and 90 servers classified program for 2002 jump-started.

CCP significantly increased for a surge in installations in 2002 and completion in 2003.  CCP installed at 135 posts.  Six percent of overseas classified desktop computers are slower than the 450MHz standard.  Thirty-five percent of unclassified desktop computers are over four years old.

Expand CCP to all 221 overseas posts. Unclassified refresh continues.  No significant number of desktops are more than four years old.

Complete Classified program, thus providing classified connectivity to all domestic and overseas locations.  Continue consolidated program to refresh and maintain classified and unclassified computers.

Indicator #4: Progress Toward Elimination of the Current Cable System and Processes.

Current cable system outmoded.

CableXpress deployed as an interim solution.

Significant progress made in preparing groundwork for upgrade.  No actual work completed.

Comprehensive requirements analysis completed, steering committee formed, users consulted to determine requirements, BPR completed, and prototype developed.

Test prototype. 

Determine final requirements, and complete system design.

System piloted.

Initial Operational Capability (IOC).

Deployment begins.


Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #5: Certification and Accreditation (C&A) of Major Applications and General Support Systems.

N/A

N/A

Baseline:

Four percent of Department systems and networks certified and accredited in accordance with National standards.

C&A of one-third of the identified major applications in the Department.

All major applications and general support systems will have undergone the C&A process.

Means and Strategies by Target

Implement OpenNetPlus (Internet) project to provide desktop Internet access for 43,000 plus Department users.

•         OpenNetPlus Program Management Office (PMO) established to manage projects through study, acquisition, integration, deployment, and integration phases.  Funding obtained via the Department IT capital planning process.

•         OpenNetPlus Connection Approval Process (CAP) and Independent Verification and Validation process (IV&V) created to ensure existing security requirements met before Interim Authority to Operate (IATO) on the Internet granted to bureaus and posts.

ENM installs 200 VPNs, thus providing over 75 percent of this capability to all posts.

•         ENM office established an integrated project team and obtained requisite funding via the Department's IT capital planning process to set the policies, procedures, service agreements, and target technical solutions to complete this effort.

•         Project management uses Business Engine Software Corp's known as MPM to manage contract and project performance and report status to senior management. 

Improve network availability to 99 percent.

•         ENM office established an integrated project team and obtained requisite funding via the Department's IT capital planning process to set the policies, procedures, service agreements, and target technical solutions to complete this effort.

•         Project management uses Business Engine Software Corporation's planning tool to manage contract and project performance and report status to senior management. 

Completed the classified program, thus providing classified connectivity to all domestic and overseas locations authorized to handle classified material.  Continue classified and unclassified refresh and maintenance program.

•         A program management office (PMO) was established to develop and implement the Classified Connectivity Program (CCP). 

•         With the completion of the Classified Connectivity Program (CCP) at all 221 posts in the first quarter of FY 2004, a consolidated program office will be put in place to refresh, maintain, and enhance the Department's classified and unclassified infrastructure on a continuing basis.


Complete the SMART Pilot and begin deployment of a simple, secure, state-of-the-art system to meet three critical business needs: modern messaging, dynamic archiving, and desktop information sharing.

The SMART steering committee, chaired by a career ambassador and reporting to the Under Secretary for Management, provides project oversight.  Its primary responsibility is to ensure the inclusion of Department-wide perspective and participation in the project.  It is also responsible for ensuring coordination with all agencies with an overseas presence that will be potential users of SMART.  The steering committee is supported by four working groups, including an interagency working group, responsible for addressing critical issues in the conceptual development of the project.

Establish a PMO to manage the project.

Certification and accreditation of major applications and general support systems.

Establish a PMO with experienced in-house staff and contractor support.

Certify and accredit the IT environment consistent with the National Institute of Standards and Technology (NIST) guidance document and the types of accreditations.


Summary: Verification/Validation and Crosscutting Activities

Performance Goal 2

Modernized, secure, and high quality information technology management and infrastructure that meet critical business requirements.

Verification and Validation

            OpenNetPlus PMO reports monthly to the CIO and Under Secretary for Management on progress towards milestones and performance measures.  The IT Capital Planning Program Board, chaired by the Under Secretary for Management, also reviews OpenNetPlus at least annually.

            ENM uses Business Engine Software Corp's MPM to manage contract and project performance and generate comprehensive reports to senior management on status of VPN and network availability. The IT Capital Planning Program Board also reviews ENM.

            The management controls currently in place consist of a work breakdown structure that clearly defines roles, responsibilities and requirements for the entire program. The IT Capital Planning Program Board also reviews CCP.

            The Steering Committee headed by a career ambassador, will monitor progress and report directly and regularly to the Under Secretary for Management.  In addition, the IT Capital Planning Board reviews SMART.  Once the project approach has been determined, a performance-based management system will be employed based on a detailed work breakdown structure and cost estimates.  Currently, Microsoft Project is being used to manage the project.

            The Department will submit a completed security corrective action plan and quarterly updates to OMB on the Department's progress in remediating security weaknesses.  These reports will detail the Department's progress on implementing a C&A program, developing Public Key Infrastructure, a strengthened network intrusion and detection capability, an improved anti-virus capability, and other components of a comprehensive IT security program that provides the Department with a defense in depth.

Crosscutting Activities

            OpenNetPlus end users will include some representatives of the overseas interagency community who currently have access to existing networks at post.  Current proposals call for OpenNetPlus to be connected to the unclassified interagency Open Sources Information System (OSIS) and the classified interagency SIPRNET system.

            ENM will provide the infrastructure to all for an integrated network system for use by up to forty other USG agencies represented at posts depending on the size and scope of the mission.

            CCP is not a multi-agency initiative, but through this program the Department provides SIPRNET access to thirty other USG agencies with overseas presence.  The Department also has partnered with the Defense Intelligence Agency to provide procurement and deployment support to approximately 130 overseas agencies where there are Defense Attach´┐Ż Offices.

            Foreign affairs agencies are represented on the SMART Interagency Collaboration Working Group.

            The Department's C&A program benefits the agencies that rely upon Department IT assets and those that connect to the Department as separate but trusted networks.  The Department intends to work closely with NIST and other organizations to take advantage of lessons learned and best security practices.  The Department will use these organizations and the Federal CIO Council to share information with other agencies concerning effective methodologies, secure technologies, and lessons learned.


Performance Goal 3

Personnel are Safe From Physical Harm and National Security Information is Safe From Compromise

Summary: Projected FY 2004 Performance

The adjacent chart shows that during FY 2004, the Department will complete technical security upgrades for the remaining twenty-nine posts scheduled.  The Chemical Biological Countermeasures Program will complete distribution of escape masks to all USG employees overseas. This will complete the last of the projects begun under the Emergency Security Amendment (ESA).  A capital replacement program is in place to ensure that armored vehicles deployed abroad under the ESA remain operational. The intrusion detection system for ClassNet will be near completion and the final posts will be in the process of being outfitted.  Also, during FY 2004, a new access control system has been designed and implementation is planned for half of the Department annexes in the National Capital Region.  The new access control system is needed to replace the current outdated system and to upgrade the Department to SMART card technology.  Finally, periodic reinvestigations will be conducted at a five year rate in accordance with E.O. 12968.

Performance Trend: FY 2000 - FY 2004 --
Number of Posts With Completed Technical Security Upgrades:
2000 (Result): 3
2001 (Result): 23
2002 (Result): 77
2003 (Target): 104
2004 (Target): 133

The Department signed a MOU with the Federal Emergency Management Agency (FEMA) to establish a highly survivable redundant capability for the Department's Critical Infrastructure Protection (CIP) Information Technology infrastructure at FEMA's Federal Support Center in Olney, Maryland.  This facility will serve as a live mirror site for the Beltsville Information Management Center (BIMC) and is designed to handle any disruption to the Department's communications infrastructure and ensure communications with our overseas posts.  Previous estimates for establishing an alternate communication site for BIMC exceeded $500 million; this effort will cost approximately $7 million.

Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Installation of Technical Security Upgrade Equipment

(100% = 133 posts.)

TSUs completed at three posts.

TSUs completed at twenty-three posts.

TSUs completed at 77 posts.

TSUs completed at 104 posts.

TSUs completed at 133 posts.

(An additional forty-four posts are deemed to meet the standard or cannot be completed because they require substantial renovations)


Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #2: CW/BW Countermeasure Masks Deployed to Posts Abroad.

0

0

26 posts

120 posts

240 posts

Indicator #3: Capital Replacement Program in Place; Countermeasures on Schedule

0

0

0

72 armored vehicles replaced.

225 armored vehicles replaced.

Indicator #4: Access Control Systems are Installed at Department of State Facilities

N/A

Baseline:
Phase 1 completed for HST and 150 new Smart Card badges issued.

Phase 2 was 85 percent complete; 75 percent of personnel data has been gathered and entered into the computer database.  Phase 2 completed for HST; half of personnel in the Washington National Capital area received new badges.

Access Control System is fully operational in the HST building.

Install Access Control Systems for half of Department's annexes.

Indicator #5: Conduct Periodic Reinvestigations of State Employees Every Five Years by Attaining a Rate of 300 per Month

100 reinvestigations per month.

100 reinvestigations per month.

189 reinvestigations per month.

300 reinvestigations  per month.

300 reinvestigations per month.

Indicator #6: Remediation of Identified Critical Infrastructure Protection (CIP) Vulnerabilities

Department-wide Vulnerability Assessment Review completed.

BIMC information assurance vulnerability review conducted.

Status of remediation for all Tier 1 vulnerabilities progressed to yellow. All other tiers remained at red.

Olney FEMA Federal Support Center reaches Initial Operating Capability (IOC) with half of BIMC redundant circuits installed and operational. 

All Tier 1 vulnerabilities progress to green.  All Tier 2 and half of Tier 3 vulnerabilities progress to yellow.  Tier 4 is red.

Olney FEMA Federal Support Center reaches Full Operational Capability (FOC), with all BIMC circuits installed.

All Tier 2 and 3 vulnerabilities progress to green and half of Tier 4 vulnerabilities progress to yellow.

Means and Strategies by Target

Complete TSUs at all 133 posts in the DS Technical Security Upgrade Project.

•         Current contract workforce in place is on schedule to meet target.

Distribute CW/BW Countermeasure Masks to 240 overseas posts.

•         Contract training staff in place to meet target.

•         Enhance logistical support to accelerate deployment.


Replace 225 armored vehicles.

•         Implement a plan to replace vehicles on a five-year cycle.

•         Develop purchasing schedule with vendor and armorer to meet increased need.

Install Access Control Systems at half of Department annexes.

•         Develop plan for remaining annexes using lessons learned from initial Harry S Truman project,.

•         Negotiate with contractor about the cost of and logistics for annexes.

Conduct 300 security reinvestigations per month.

•         Reorganized unit and adjusted processes to increase number of investigations.

•         Develop improved electronic capability for case management.

Olney FEMA Federal Support Center reaches Full Operational Capability (FOC), with all BIMC circuits installed.

•The Department has requested funding of $7,067,400 through FY 2004 for the project.

•Work with the SPAWAR contractors to accomplish the build-out of the Combined Bureau Processing Center (classified e-mail), the network Control Center (unclassified e-mail), Command and Control Communications (cable traffic), Telephone Switch (domestic telephone), and Alternate Routes (VPN).

All Tier 2 and 3 vulnerabilities progress to green; half of Tier 4 vulnerabilities progress to yellow.

•Work with concerned bureaus and offices through the CIP Working Group and CIP Governance Board to track remediation efforts that have been established in the CIP remediation executive summary based on known CIP vulnerabilities.  The strategy is to keep the Departmental CIP remediation efforts aligned with our budget and planning process.

Summary: Verification/Validation and Crosscutting Activities

Performance Goal 3

Personnel are safe from physical harm and national security information is safe from compromise

Verification and Validation

            Data are verified and compiled quarterly through program managers.  Project-completion close-out reports are obtained from both the program manager and through cable track with posts to ensure deliverables and installation.

            CIP Governance Board and CIP Working Group Reports and Budget Recommendations; Director of Central Intelligence's Community Management Staff Reports; Other RM/IRP/CIP-facilitated inter-agency and internal working group recommendations.

            Department-wide BPP's, FinPlan reviews and supplementals that track CIP-related remediation program requirements.

Crosscutting Activities

The Department contracts with FEMA for use of the Olney CIP facility.


Performance Goal 4

Secure, Safe, And Functional Facilities Serving Domestic And Overseas Staff

Projected FY 2004 Performance

The Department expects to meet the Secretary's challenge to complete new construction projects on time, within budget, and in the most efficient ways possible, while ensuring that facilities be well-built, secure, and modern facilities.  The Department now uses a design-build delivery method that reduces the time and cost of new construction, while using standard embassy designs to provide shorter design/construction periods and to control costs through standardization.

Currently, the Department has twenty-two capital projects under construction and forty-two major rehabilitation projects underway overseas.  Of the twenty-two projects, nine are to be completed by the end of FY 2004.  In FY 2004, the Department plans to acquire ten new sites for New Embassy Construction (NEC) construction projects, award contracts for eleven capital construction projects, and start construction on five major rehabilitation projects.  Other work planned for FY 2004 includes replacement of fire protection systems in 329,000 square feet of principal office buildings overseas, refurbishment of 6 percent of principal officer residences, and hiring full-time facility managers for 90 percent of critical overseas posts.  These facility managers are highly trained specialists responsible for establishing and managing maintenance and repair programs.

Examples of FY 2002 Achievements:
Long-Range Overseas Buildings Plan --
The Department completed two capital projects during FY 2002, the new embassy in Doha and the USAID building in Lima. - Congressional approval allowed the Department to award new capital projects in Abidjan, Abuja, Beijing, Cape Town, Conakry, Kabul, Phnom Penh, Tashkent, Tbilisi, Yaounde, Dushanbe, Sao Paulo, and Seoul.
Facilities in the U.S. -- The Department is consolidating and renovating Foggy Bottom offices and is working with GSA on a new building for the U.S. Mission to the UN.

Phase 1A of the Foggy Bottom renovation is on schedule.  DS will move to a new headquarters building in northern Virginia beginning in mid-2003.  The architectural design for a new building for the U.S. Mission to the United Nations (USUN) at 799 UN Plaza in New York has been completed.  Additionally, numerous capital improvements have been made in Department-owned facilities

Domestically, the Foggy Bottom consolidation of office space will continue on schedule.  The phased installation first of fragment-resistant film, and then of blast-resistant windows beginning in 2004, is now integrated into the multiyear renovation at the Harry S Truman building and other designated facilities.  Arrangements are under way with GSA to lease a planned addition to the American Pharmaceutical Association building adjacent to the Truman building, for occupancy by 2006.  Planning is also underway to develop new office space at the George P. Shultz National Foreign Affairs Training Center to accommodate additional employees and to provide a permanent daycare facility.  Several sites have been identified to serve as a possible interim office building (IOB) space for USUN.  Funding in FY 2003 will enable the IOB lease award and preparation for occupancy in early 2004.  Demolition of the existing office building (EOB) will begin as soon as complete construction funding is available for the joint GSA/State new office building (NOB) project.


Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Number of new Sites Acquired for NEC Capital Projects.

3

6

10

7

10

Indicator #2: Number of Capital Projects Awarded IAW LROBP.
(New Indicator)

N/A

N/A

13

7

11

Indicator #3: Foggy Bottom Consolidation: Renovation of HST.

Phase 1A of Old State demolition on schedule.

Phase 1A of Old State demolition begun.

Phase 1A of Old State demolition completed; infrastructure construction started.

Consolidation was
85 percent complete.

Begin Phase 1A of Old State renovations.

Complete Phase 1A Old State construction; start construction on
U.S. Diplomacy Center;
begin planning for New State Phase 1B.

Indicator #4: USUN New Construction (Indicator Keyed to GSA/DOS Funding Authorizations).

New Office Building (NOB) 50 percent design level completed.

NOB 90 percent design level completed; interim office building space sought.

NOB 98 percent design level completed; IOB space sought.

$18.3 million for IOB in
FY 2003.

Obtain IOB funding; Award IOB lease; complete IOB build-out.

Relocate staff; complete existing EOB demolition.
Obtain Department portion of NOB funding; begin NOB construction.

 

Means and Strategies by Target

Acquire ten new sites for NEC capital projects in FY 2004.

•         Include NEC site candidates in the six-year Long-Range Overseas Buildings Plan (LROBP), to ensure that target sites are identified, planned, and funded appropriately.

•         Use global real estate firms, internal assets, and post assets to identify suitable NEC sites.

•         Ensure responsibility and accountability in the acquisition of NEC sites.

•         Actively employ performance measures and program reviews.

Award eleven capital projects IAW LROBP in FY 2004.

•         Work extensively with stakeholders and partners (e.g., regional bureaus, Bureau of Diplomatic Security, overseas posts, and other USG agencies) to identify capital projects to be included in the LROBP.

•         Seek funding in accordance with the LROBP, award contracts expeditiously while taking advantage of flexibility in procurement.  Use other initiatives such as design-build contracts and employment of standard embassy designs.

•         Actively employ performance measures and program reviews to ensure targets are met.

•         Place awarded capital projects on the fast track.


Complete Phase 1A of Old State construction; start construction of U.S. Diplomacy Center; do planning for New State Phase 1B construction.

•         The HST building renovation, the highest priority project of the GSA National Capital Region, is the centerpiece of efforts to consolidate essential Department staff in Foggy Bottom.  The Department is contributing a significant portion of the funding for this project, in partnership with GSA.  The U.S. Diplomacy Center was approved for construction in the Old State section of the building.  Now in the design stage, construction will begin in FY 2004.

Relocate staff and begin construction at USUN.

•         The Department and GSA are prepared to relocate USUN staff and begin construction on a new secure, safe, and functional USUN office building, provided funding is made available in FY 2003 for the IOB build-out and USUN move to the IOB.  The move is anticipated by early January 2004.  GSA has funds to cover the demolition of the EOB and anticipates receiving construction funds for the NOB in FY 2003.  The Department needs FY 2004 funds for its share of the NOB construction.  GSA could bid the NOB project anytime between October 2003 and April 2004 in order to coordinate award of the NOB construction when the EOB demolition is completed in June 2004.

Summary: Verification/Validation and Crosscutting Activities

Performance Goal 4

Secure, safe, and functional facilities serving domestic and overseas staff.

Verification and Validation

            Review of contract documents, real estate transactions, and status reports from OBO project director's at construction sites, and data as reported during Director's monthly Program Performance Reviews (PPRs).

            The Director/Chief Operating Officer conducts monthly performance review meetings to ascertain that the acquisition schedule is on track such that sites are identified, researched, surveyed, and contracts closed on and signed based on established timeframes. [Indicator 1]

            Data verified by records and budgetary documents of the Bureau of Administration.  [Indicator 3 and 4]

Crosscutting Activities

            Close collaboration/coordination with Department bureaus, posts, and other USG agencies in developing the LROBP and with private industry representatives and contractors in using latest technologies to acquire overseas facilities.

            GSA, National Capital Planning Commission, and local jurisdictions. [Indicator 3 and 4]

 

Performance Goal 5

Integrated Budgeting, Planning and Performance Management; Effective Financial Management; and Demonstrated Financial Accountability

Summary: Projected FY 2004 Performance

The Department will achieve a green status rating for the President's Management Agenda (PMA) initiatives of Budget and Performance Integration and Improved Financial Performance.[4]  The Department will accomplish this by improving its annual performance and strategic planning process, receiving unqualified (clean) opinions on timely financial statements, modernizing corporate financial management systems, consolidating most financial operations in Charleston, South Carolina, and ensuring that effective management controls are in place and functioning.

Example of an FY 2002 Achievement:
Resource Management Consolidation --
The Department consolidated financial management, strategic planning, and budget authorities in a new Bureau of Resource Management (RM), bringing all resource management and planning activities together in one bureau, thereby significantly improving coordination between policy and resources.

The Department will continue to focus on improving its annual performance and strategic planning process, and its coordination between policy and resources.  At the mission level, the process will be automated to allow overseas posts to develop their performance plans on-line and in collaboration with each other.  In addition, the Department is working to develop bureau-specific performance plans to determine resource allocation.  Through the deployment of the Central Financial Planning System (CFPS), the Department will link its different databases and accounting systems with program performance results.  Using the Department's Central Resource Management System (CRMS) as its foundation, CFPS will be a comprehensive planning and budget system that will link and consolidate budgeting, financial planning, costing, and performance management activities.  CRMS will integrate into one database all data collection, budget formulation, financial planning, apportionment, allotment control, foreign currency transactions, and reimbursement management, as well as budget and financial plan preparation, publication, and promulgation. 

Improving financial management consists of several critical efforts.  RM will ensure that there is continued excellence in the quality and timeliness of the Department's Financial Statements and Performance and Accountability Reports, and meet the increasingly short deadlines for issuing these reports as required by OMB.  The implementation of a new Global Financial Management System (GFMS) will establish a single, worldwide integrated financial management system that allows standardization of Department business processes.  Leveraging the benefits of a standardized, modern, worldwide financial management system, RM will continue to streamline and consolidate Department worldwide financial operations into the Charleston Financial Services Complex.  Having resolved all outstanding material weaknesses, RM will continue to aggressively administer the Department's management controls program.

The Department will continue to transform itself into an e-Government organization.  By adopting new technologies to improve and reengineer the Department's business processes, the Department will successfully leverage best business practices and electronic technologies.  An estimated 85 percent of U.S. embassies now operating in a batch environment will be connected in FY 2004 to the Global Direct Connect (GDC) network that will provide real-time, on-line connection with GFMS.  The Department will also complete implementation of Web-based procedures to collect worldwide Time and Attendance data (thereby eliminating hard-copy Earnings and Leave Statements), a web-based Travel Manager system integrated with GFMS, and an electronic Business-to-Government commercial invoice system.  Use of the Reuters foreign currency purchasing system in consolidated foreign currency purchasing operations will begin.  Finally, during FY 2004, the Department will expand the use of purchase charge cards.

The FY 2004 deployment of CFPS will allow the Department to plan, budget, and manage resources better and to track performance against strategic goals and objectives. It will integrate planning, budgeting, execution and performance information in a central data repository for use by decision-makers at all levels of the Department and other USG agencies.  CFPS will accomplish this by providing a central planning and budgeting system for use by bureaus and missions.  CFPS will also provide visibility of headquarter-, bureau-, and mission-level program decisions through all phases of the financial management process, and ensure consistency in essential performance planning, budgeting, and information tracking.

Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Improved Financial Performance Rating.

(New Indicator)

N/A

Baseline:

Status: Red (i.e., Unsatisfactory Results).

Progress: Red.

Status: Red. 

Progress: Green (i.e., Successful Results).

Status: Yellow (i.e., Mixed Results). 

Progress: Green.

Status: Green. 

Progress: Green.

Indicator #2: Budget and Performance Integration Rating.

(New Indicator)

 

Baseline:

Status: Red.

Progress: Red

Status: Red.

Progress: Green.

Status: Green.

Progress: Green.

Status: Green.

Progress: Green.

Indicator #3: Central Financial Planning System (CFPS) Modules are Successfully Implemented.

(New Indicator)

N/A

N/A

Baseline:

The initial design, funding, and preparations with pilot bureau completed.

Complete development of pilot testing and phased deployment of the Mission Performance Plan Module, the Bureau Performance Plan Module, and the Statement of Net Cost module.

Target reflects revision of CFPS development from a waterfall to a modular approach. 

Complete the development and deployment of Bureau and Field Budget Plan Module and Financial Performance and Reporting Module completed.

Indicator #4: Status of Annual Accountability and Performance Reports.

FY 1999 Accountability Report issued late.

FY 1999 Performance Report issued on time.

FY 2000 Accountability Report issued on time. 

FY 2000 Performance Report issued on time.

FY 2001 Accountability Report signed and submitted in
March 2002, including Performance Plan data.

Report received the Association of Government Accountants (AGA) Certificate of Excellence in Accountability Reporting(CEAR) award.

Submit the FY 2002 Combined Performance and Accountability Report on time.

Report receives the CEAR award.

Submit the FY 2003 Combined Performance and Accountability Report on time.

Report receives the CEAR award.


Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #5: Department Financial Services Consolidation.

The financial services of the United States Information Agency and Arms Control and Disarmament Agency were integrated into the Department.

Foreign currency purchasing moved from Financial Service Centers (FSCs) in Paris and Bangkok to FSC Charleston.

The Department approved the transfer of certain financial management functions to FSC Charleston. 

The Department approved the transfer of posts serviced by FSC Paris to FSC Charleston and FSC Bangkok.

Implementation plan submitted to OMB. Initial implementation of RFMS in Charleston.

The Department took occupancy of the second building in Charleston complex in April 2002.

Relocate domestic processing for American payroll and Foreign Service Pension to
FSC Charleston. 

Fully convert all posts serviced by FSC Paris to FSC Charleston and FSC Bangkok.

The Department takes occupancy of the third building in Charleston complex.

 

Means and Strategies by Target

Improved Financial Performance Rating.  Status: Green. Progress: Green.

•         Green status rating will be achieved through continued excellence in the quality and timeliness of the Department's Financial Statements and Performance and Accountability Reports, implementation of a new GFMS, streamlining and consolidating the Department's worldwide financial operations into FSC Charleston, and aggressively administering the Department management controls program.

Budget and Performance Integration Rating. Status: Green. Progress: Green.

•         Use CFPS to:

•         clarify how proposed program activities align with the Department's priority goals,

•         clarify what those activities can achieve and what they will cost, and

•         ensure budget amounts, financial plans, and execution will maximize the beneficial impact of Department program goals.

Complete the development and deployment of CFPS Bureau and Field Budget Plan and Financial Performance and Reporting Modules.

•         Develop/deploy an automated system that will be used by missions and bureaus to develop, submit for approval, and monitor resource decisions and financial performance against requests and approved spending plans.

•         Utilize regular meetings of the Configuration and Integration Council (CIC) to manage risk and keep the development of project modules on schedule.


Submit the FY 2003 Combined Performance and Accountability Report (PAR) on time.

•         Assign more staff to this area.

•         Develop new processes to receive information included by end of fiscal year, and improve development and publication of information.

The FY 2003 PAR receives the Certificate of Excellence in Accountability Reporting (CEAR) Award.

•         Continue participation in the Association of Government Accountants (AGA) CEAR program, incorporating improvements to the Report based on comments received from the annual CEAR Review.

•         Incorporate into the Report those best practices identified from reports from other entities and industry leaders.

Occupy the third building in the Charleston complex.

•         Detailed planning, oversight of construction of building (including incentive clauses), human resource rightsizing and hiring plan, and continued funding.

Summary: Verification/Validation and Crosscutting Activities

Performance Goal 5

Integrated budgeting, planning, and performance management; effective financial management; and demonstrated financial accountability.

Verification and Validation

            COTR certifications of milestones achieved.

            Independent Auditor's Report.

            Date of submission of Financial Statements to OMB. 

            Form and content of Financial Statements. 

            Independent Auditor's Report on annual financial statements.

            Status updates of milestones in FFMIA Remediation Plan.

            CFO's annual determination on FFMIA compliance.

            OIG review and semi-annual report.

            Status of milestones as reported on OIG review(s).

            Circulate proposed measure and targets to Department bureaus and to OMB for comment/concurrence.

            Consult with other Department offices, overseas missions, OMB and other international affairs agencies for comments and suggestions on milestones.

            Consult with other federal agency central budget/funds control offices and OMB for comment on standards.

            The indicator is a tangible activity that can be judged to have happened or not have happened.

            OMB Scorecard, Independent Auditors' Report on annual financial statements, date of submission of Performance and Accountability Report, annual FMFIA Statement of Assurance by the Secretary, and periodic progress reports on Consolidation Plan.

Crosscutting Activities

•         The Department always includes representatives of other USG agencies in the formal and informal review sessions for mission and bureau budget requests.

•         CFPS will support the future integration of USAID data into a consolidated view that adheres to both the new State/USAID Joint Strategic Planning Framework and the Joint Enterprise Architecture currently being developed.

•         OMB, the Department of the Treasury, and GAO.


Performance Goal 6

Customer-Oriented, Innovative Delivery of Administrative And Information Services, and Assistance

Summary: Projected FY 2004 Performance

Recent initiatives have emphasized business process improvement and customer-centered efforts in the areas of logistics, procurement, grants, official records, facilities, and other programs.  The Center for Administrative Innovation is inspiring new action to meet the needs of Department customers worldwide, and has worked with administrative professionals at posts to offer the Admin Toolkit and other information-sharing via the Intranet.  Another initiative, WebMove, allows Foreign Service personnel assigned overseas to manage their moves on-line.  A multi-year project is underway to eliminate the backlog of Freedom of Information Act (FOIA) requests, and to provide more information from historical foreign policy records to the public via the Internet.  Likewise, vendors used by the Department benefit from an expanded catalog of businesses available through the Statebuy Interactive Program, www.statebuy.gov.   

OMB has approved the Department's competitive sourcing plan, which also includes a quality sourcing initiative begun this year to provide a new approach to acquisitions.  This permits the Department seeks performance-based contracting rather than traditional labor-hours contracting.

Example of an FY 2002 Achievement:
Improved Administrative Services --
OMB approved the Department's competitive sourcing plan, which also includes a plan for quality sourcing. The amount of business available through the Statebuy Interactive Platform for e-Commerce (www.statebuy.gov) has been expanded, and projects are under way to provide web-enabled quality of life services to employees.

The Department will continue efforts to provide and measure the effectiveness of additional innovative administrative programs.  The planned Jefferson Information Center will transform the Ralph J. Bunch Library into a twenty-first century center for information and research on diplomacy and foreign affairs.  The Department will develop and implement a web-enabled allowances system for reporting between posts and Washington and will begin initial deployment of the Integrated Logistics Management System.  E-Commerce opportunities for vendors, including small and disadvantaged businesses, will expand.  The Department proposes establishing a rapid-response logistics capability both in Washington and Europe, as well as a consolidated warehouse and pouch facility in the Washington metropolitan area.  The Department will also address numerous requirements for proper management of official records to reduce life-cycle costs and to fulfill legal obligations.

Summary: Indicators, Results, and Targets

Baseline

Results

Targets

2000

2001

2002

2003

2004

Indicator #1: Percentage of Service Contracts Using Quality Sourcing Specifications.

(New Indicator)

N/A

N/A

Baseline:

Plan approved.

Implementation underway.

20%

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

Seventy percent customer satisfaction.

Seventy-two percent customer satisfaction.

ILMS implementation delayed until FY 2003.

Deploy Perfect Order Performance for Secure Logistics; implement the Balanced Score Card system in all business units.

Fill seventy-five percent of orders perfectly.

Indicator #3: Overseas Schools Accreditation.

A total of 146 accredited schools.

A total of 148 accredited schools.

A total of 150 accredited schools.

A total of 152 accredited schools.

A total of 155 accredited schools.

Indicator #4: FOIA Backlog Reduction.

0 percent

0 percent

Baseline:

Twenty-percent reduction in the FY 2001 backlog of 6,214 FOIA requests.

Forty-percent reduction in the FY 2001 level by July 2003.

Eighty percent reduction  in the FY 2001 level by
July 2004.

Indicator #5: E-Allowances System for Reporting From Posts to Washington.

(New Indicator)

N/A

N/A

Baseline:

User requirements Identified.

Preliminary work and development.

Development/

Initial deployment.

 

Means and Strategies by Target

Use Quality Sourcing specifications in 20 percent of service contracts.

•          Review advance acquisition plans, analyze OMB Form 300 submittals for IT capital projects, and coordinate with program offices to provide a means to identify contracts that could become performance-based.

•         Under the Quality Sourcing initiative, blanket purchase agreements for technical support under the GSA MOBIS schedule were awarded in FY 2003.  Pursue additional outreach to program offices and dissemination of instructional material.

•         E-Commerce return on investment will maintain the functionality of the Statebuy Interactive Platform.  Web site enhancements will continue as well as promotion of its availability, including both pre-award and post-award functions.

Fill 75 percent of orders perfectly.

•         Achieve Optimal Customer Relationships by collaborating across organizations to streamline and integrate business processes to reduce cycle time.

•         Provide Informed On-line Support by continuing to enhance the value of electronic communications, improving the quality and timeliness of interactive on-line communications such as e-mail exchanges and text messaging, and presenting non-interactive information and support using clear intuitive web page postings.

•         Implement a Flexible Product Configuration and Order Fulfillment by improving product selection and making changes to align product selection with customer requirements more effectively.

•         Integrate Operations Infrastructures by implementing integrated cost accounting and financial systems.

Have a total of 155 accredited schools.

•         Provide grants and technical assistance to overseas schools that educate USG dependent children.

•         Encourage accreditation, Advanced Placement (AP) examinations, programs for children with special needs, fundraising, and in-service training.

•         Enhance assistance to Department families about overseas schooling during bidding and assignment process.

•         Encourage the use of technology in overseas schools.

•         Provide support for the work of Regional Educational Associations.

Reduce the FOIA Backlog by 40 percent.

•         The funding and FTE allotted for this effort will allow for a 40 percent reduction in the FOIA backlog by the end of the third quarter of FY 2003.  The continued resource commitment to the project will reduce the backlog an additional 40 percent by the beginning of the fourth quarter of FY 2004.

Development/Initial deployment of E-Allowances system.

•          Phase I of the project to request a new system is underway; requirements review and justification are nearing completion.  This work will lead to a comprehensive OMB Exhibit 300 presentation within Department Information Technology Capital Planning guidelines.

Summary: Verification/Validation and Crosscutting Activities

Performance Goal 6

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

Verification and Validation

Data verified by records and budgetary documents of the Bureau of Administration.

Crosscutting Activities

National security/foreign affairs agencies; Congress; NARA; OMB; the Departments of Commerce, Agriculture, and Defense; and regional/domestic education associations.



[4] The PMA uses a stoplight scoring system as follows: Green for successful results, Yellow for mixed results, and Red for unsatisfactory results.

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