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Diplomacy in Action

The President's Management Agenda


FY 2003 Performance and Accountability Highlights
Bureau of Resource Management
December 2003
Report
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The Department has made substantial progress on each of the five President's Management Agenda (PMA) initiatives. Each quarter, The Office of Management and Budget (OMB) releases an executive scorecard which rates progress and overall status in each of the President's Management Agenda initiatives. The progress and status ratings are based on a color-coded system that is based on criteria determined by OMB for all agencies. As of December 2003, the Department achieved four "green" and one "yellow" score for progress on implementation. With respect to overall status, the Department has made significant improvements in several areas, with the status scores for Strategic Management of Human Capital, Improved Financial Performance, and Budget and Performance Integration now at "yellow". The following is a brief overview of the Department's overall PMA progress.

STRATEGIC MANAGEMENT OF HUMAN CAPITAL
Progress: Green Status: Yellow

GOAL

  • Build, sustain, and deploy effectively a skilled, knowledgeable, diverse, and high-performing workforce aligned with mission objectives.

PROGRESS DURING FY 2003

  • Implemented the 2nd year of the Diplomatic Readiness Initiative (DRI).
  • Integrated Human Capital elements in all Bureau Performance Plans (BPPs).
  • Resolved Central Personnel Data File (CPDF) reporting problems.
  • Enhanced Domestic Staffing Model (DSM). Implemented Civil Service succession model. Refined skills/competency criteria. Identified opportunities for reengineering Executive Office (EX) functions.
  • Developed new Foreign Service (FS) evaluation form, and disseminated guidance on Civil Service (CS) evaluation.
  • Expanded use of Accountability System.

UPCOMING ACTION

  • Document Comprehensive Human Capital Plan.
  • Implement Central Personnel Data File reporting action plan.
  • Use enhanced workforce planning tools for budget preparation, financial plan implementation, and intake planning.
  • Evaluate enhanced Domestic Staffing Model (DSM) administrative function opportunities and report on management decisions regarding next steps. Finalize procedures and develop schedule for other functions in Phase 2 of DSM.
  • Finalize changes to Foreign Service performance evaluation process and prepare for pilot. Complete CS evaluation assessment.
  • Expand Accountability System to cover additional management processes.
  • Report on results of 3rd year leadership & management training initiative and new class of Senior Executive Service Candidates in OPM program.
  • Report results of CS succession.
COMPETITIVE SOURCING
Progress: Yellow Status: Red

GOAL

  • Use competition to determine the most effective method of providing commercial activities to the Department.

PROGRESS DURING FY 2003

  • Completed first streamlined competition. Secured $1.2 million for program, inventory, training, planning and office space. Received approval for five CS positions and hired support contractor.
  • 8(a) contractor hired to conduct market analysis, benchmarking and organizational assessment for entire Multi-Media Services organization.
  • Began program of expanded training including human resources, FAIR Act, and contracting staff.
  • Issued Competitive Sourcing guidance establishing a Competitive Sourcing Official, Competition Council, and Steering Committee.

UPCOMING ACTION

  • Release FAIR Act inventory and complete challenge/appeals process.
  • Evaluate competition candidates and report on status of media services review, the International Boundary and Water Commission, and other competitions.
  • Conduct first Foreign Service Institute classes in new curriculum.
  • Complete office space and identify remaining civil service staff.
IMPROVED FINANCIAL PERFORMANCE
Progress: Green Status: Yellow

GOAL

  • Improve accountability through audited financial statements.
  • Increase accuracy of benefit and assistance payments.
  • Strengthen management controls.
  • Implement financial systems that produce timely, accurate and useful financial information.

PROGRESS DURING FY 2003

  • In December 2003, improved status score from "red" to "yellow" as a result of the independent auditor reassessing the Department's IT security from a material weakness to a reportable condition.
  • The Department's FY 2003 Financial Statements received an unqualified opinion, marking the seventh consecutive unqualified opinion, and were issued five weeks earlier than FY 2002.
  • New Regional Financial Management System (RFMS) was implemented for all overseas posts, providing daily updates of worldwide spending and accounting information.
  • Received the prestigious Certification of Excellence for Accountability Reporting (CEAR) for the "FY 2002 Performance and Accountability Report". State was also honored to receive the Platinum 2002 Vision Award for the "Performance and Accountability Highlights" placing fourth overall from among over 900 entrants.
  • Resolved all material weaknesses and material nonconformances, as defined by the Federal Managers' Financial Integrity Act, allowing the Secretary to issue an unqualified Statement of Assurance for FY 2003 regarding the Department's systems of management control and financial systems.
  • Prepared and submitted monthly performance metrics as established by the CFO Council.
  • Relocated the Department's financial operations from the Paris Financial Service Center (FSC) to the Charleston, South Carolina and Bangkok, Thailand FSCs.
  • Developed a methodology to evaluate and report on the extent of erroneous payments within the Department's financial assistance programs. The OMB has cited the Department's methodology as a "best practice".
  • With USAID, developed a joint Enterprise Architecture and Business Case for a common financial systems platform.

UPCOMING ACTION

  • Ongoing consolidation of headquarters financial operations to the Charleston FSC.
  • Ongoing collaboration with USAID to establish a joint financial platform for the beginning of FY 2006.
  • Streamline processes to meet the accelerated financial reporting due date of November 15th for FY 2004 and beyond.
EXPANDED ELECTRONIC GOVERNMENT
Progress: Green Status: Red

GOAL

  • Expand the federal government's use of electronic technologies (such as e-procurements, e-grants, and e-regulation), so that Americans can receive high-quality government service.

PROGRESS DURING FY 2003

  • Completed certification and accreditation (C&A) for 56 out of 139 systems. This is a remarkable accomplishment as State had certified only 3 percent of systems as of in September 2002. State met its C&A milestone for FY 2003.
  • Department and USAID completed a joint As-Is Enterprise Architecture.
  • Submitted the first Federal Information Security Management Act (FISMA) report (previous report was GISRA).
  • Completed Classified Connectivity project ahead of schedule and under budget.
  • Designed and began implementing a full-scale select, Control and Evaluate process for Capital Planning and Investment Control (CPIC).

UPCOMING ACTION

  • The joint State/USAID Management Council agrees on an implementation plan for the joint "To-Be" Enterprise Architecture with milestones for lines of business.
  • Report on percentage of systems certified and accredited.
  • OIG verifies that there is a Department-wide IT Security Plan of Action and Milestones.
  • Review data required for each stage of the system development life cycle and report cost/schedule/performance results to OMB in annual business cases.
  • The State Messaging and Archive Retrieval Toolset (SMART) Program Management Office (PMO) will coordinate with the E-government initiatives to ensure the project is not redundant, or agency unique.
  • Review Government Paperwork Elimination Act non-compliant issues for possible modification and E-government project collaboration.
BUDGET AND PERFORMANCE INTEGRATION
Progress: Green Status: Yellow

GOAL

  • Improve performance and management by linking performance to budget decisions and improve performance tracking and management. The ultimate goal is to have better control over resources and greater accountability over results.

PROGRESS DURING FY 2003

  • Developed first-ever joint State-USAID Strategic Plan.
  • Reduced Strategic Objectives by 55%, reduced strategic goals by 40%, and developed outcome-oriented performance goals that directly link to the strategic objectives and goals.
  • Allocated resources at both the strategic and performance goal levels for both State and non-State administered accounts.
  • Developed PART ratings and substantive analyses for all completed PARTs for inclusion in the President's Budget to justify funding requests.
  • Created efficiency measures for all completed PART programs.
  • Developed a Performance Indicator and Analysis catalogue.
  • Addressed FY 2004 PART findings/recommendations, including taking key management actions to address deficiencies.
  • Completed automation of Mission and Bureau Performance Plan Modules (MPP - Version 1 and Version 2) and (BPP Module - Version 1), and Statement of Net Cost for the Central Financial Planning System (CFPS).

UPCOMING ACTION

  • Develop efficiency measures for all programs.
  • Devise methodology to demonstrate the marginal cost of achieving a performance goal.
  • Complete Bureau Performance Plan (Version 2).
  • Develop Bureau Resource Management System CFPS Module.

President Bush emphasized the importance of safety, efficiency, and accountability in U.S. Government staffing overseas by identifying Rightsizing as part of the President's Management Agenda (PMA). Rightsizing is ensuring that the mix of U.S. Government agencies and personnel overseas is appropriately aligned with our foreign policy priorities, security concerns, and overall resource constraints. The Office of Management and Budget (OMB) has the lead on this PMA initiative. It is included in this report due to its importance to the Department.

RIGHT-SIZED OVERSEAS PRESENCE (OMB LEAD)
Progress: Green Status: Red

GOAL

  • Reconfigure U.S. government overseas staff allocation to the minimum necessary to meet U.S. foreign policy goals.
  • Have a government-wide, comprehensive accounting of total overseas personnel costs and accurate mission, budget and staffing information.
  • Use staffing patterns to determine embassy construction needs.

PROGRESS DURING FY 2003

  • OMB and Department's Overseas Building Operations office developed a cost sharing program to fully implement the first year of the program. All affected agencies' budget requests include funding for their share of the FY 2005 cost.
  • The Department completed an assessment of all staff currently in and planning to move to the Frankfurt "Creekbed" regional facility.
  • State Department, with OMB guidance, developed a set of staffing guidelines in preparing estimates for new embassies. These improved estimates will shape budget decisions on embassy size and configuration.
  • OMB published guidance requiring agencies with staff overseas to submit overseas cost and staff data with their budget request submission to OMB.

UPCOMING ACTION

  • Take next step in Frankfurt regionalization pilot to ensure that the facility is fully utilized.
  • Convene interagency working group to discuss how to uniformly estimate cost of staff overseas and release staffing guidelines.
  • Complete follow up with agencies on Sec. 58 A-11 submissions and input data from agency submissions into rightsizing database to include in printed Budget.
  • Department and OMB to work to expand Frankfurt pilot; engage in rightsizing exercises at larger embassies using GAO rightsizing criteria.

 



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