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Diplomacy in Action

The President's Management Agenda


FY 2004 Performance and Accountability Report
Bureau of Resource Management
November 2004
Report
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The Department has made substantial progress on all five of President's Management Agenda (PMA) initiatives, as well as the Overseas Right-sizing initiative. Each quarter, the Office of Management and Budget (OMB) releases an executive scorecard that rates progress and overall status in each of the President's Management Agenda initiatives. The progress and status ratings use a color-coded "stop-light"system that is based on OMB standard criteria used to assess all agencies. As of September 2004, the Department achieved five "green" scores 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, Budget and Performance Integration, and Expanded Electronic Government now at "green." The following is a brief overview of the Department's overall PMA progress:

 

BUDGET AND PERFORMANCE INTEGRATION

Progress: Green Status: Green

GOAL

  • Improve the performance and management of the federal government 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 2004

  • Fully integrated all Program Assessment Rating Tool (PART) elements into planning documents (Department & Bureau Performance Plans) and created efficiency measures for all PART designated programs.
  • Developed a Performance Indicator and Analysis catalogue.
  • Developed Quarterly Management Reports to ensure performance information is used to make decisions on a regular basis and address marginal cost issues.
  • Developed Knowledge Management repository for PART information.
  • Completed Version one Pilot of the Dashboard Reporting Module, an executive reporting tool that will allow the sharing of performance and budget data among other agencies with foreign affairs programs.

UPCOMING ACTIONS

  • Further institutionalization of PART and expand program evaluation.
  • Work with OMB to create Congressional justification documents that better link performance goals to resource requests.
  • Create a methodology that allows the Department to capture actual costs related to performance goals, so that this information can be used to better estimate the marginal cost of changing performance goals.
  • Further develop Central Financial Planning System modules including the Bureau Resource Management System, the Bureau Allotment Control System, the Bureau Reimbursement Management module, and the Planning and Performance module (Dashboard) to include PART reports.
  • Automation of Quarterly Management Reports in the Bureau Performance Plan application.

 

STRATEGIC MANAGEMENT OF HUMAN CAPITAL

Progress: Green Status: Green

GOAL

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

PROGRESS DURING FY 2004

  • Implemented third year of the Diplomatic Readiness Initiative that increases personnel strength, improves recruitment, and streamlines hiring process.
  • Completed third year of mandatory leadership and management training initiative; and delivered expanded training in public diplomacy, consular affairs, and foreign languages.
  • Developed plan to improve Civil Service hiring with milestones to attain Office of Personnel Management (OPM)'s 45 day model.
  • Updated comprehensive Human Capital Plan to 1) incorporate strategic milestones for restructuring/process redesign, 2) incorporate Domestic Staffing Model (DSM) findings, and 3) ensure alignment with the Department's Strategic Plan.
  • Made management decisions and took action to begin implementation of approved DSM recommendations.
  • Completed work on changes to the SES and Civil Service performance appraisal system to better differentiate levels of performance.
  • Completed implementation assessment report on first year of accountability system.

UPCOMING ACTIONS

  • Implement Operational Readiness plans to increase the numbers of employees with skills needed to respond to new foreign policy challenges through development of expanded skills databases and plans for more rapid identification and deployment of personnel - including retirees, contractors, and Foreign Service Nationals.
  • Implement pay for performance system for Senior Executive Service and Senior Foreign Service.
  • Complete strategic human capital milestone plan for OMB's "Proud to Be" II.
  • In partnership with OPM/OMB, obtain certification for SES/Senior Foreign Service systems.

 

COMPETITIVE SOURCING

Progress: Green Status: Red

GOAL

  • Achieve efficient, effective competition between public and private sources and establish infrastructure to support competitions.

PROGRESS DURING FY 2004

  • Completed Streamlined Competition for Archiving (3 FTEs).
  • Established transparent web-based collaborative FAIR Act Inventory process and submitted inventory on time.
  • Completed five streamlined competitions within the OMB mandated timeframes.
  • Completed groundwork in preparation for announcing first standard competition.

UPCOMING ACTIONS

  • OMB and State will continue to work to meet the criteria for "green" in FY 2005.
  • Complete the challenge and appeals process for 2004 inventory.
  • Announce first standard competition by end of first quarter FY 2005, and complete two additional streamlined competitions by end of second quarter FY 2005.

 

IMPROVED FINANCIAL PERFORMANCE

Progress: Green Status: Yellow

GOAL

  • World-class financial services that support strategic decision-making, mission performance, and improved accountability to the American people.

PROGRESS DURING FY 2004

  • The Department's FY 2004 Financial Statements received an unqualified opinion, marking the eighth consecutive unqualified opinion, and were issued by the accelerated deadline of November 15, 2004. The Independent Auditor's Report cited no material weaknesses in internal controls.
  • The Department's FY 2003 Performance and Accountability Report received the prestigious Certificate of Excellence in Accountability Reporting (CEAR) Award.
  • The Secretary issued the Department's second consecutive unqualified Statement of Assurance under the Federal Managers' Financial Integrity Act.
  • Relocated the majority of Washington, DC-based financial operations to the Charleston Financial Services Center.
  • The collaborative effort between the Department and USAID to establish a common financial systems platform for the beginning of FY 2006 continued on schedule.

UPCOMING ACTIONS

  • Work with OMB to achieve "green" status by the end of the 1st quarter of FY 2005.
  • Complete consolidation of Washington, DC-based financial operations to the Charleston Financial Service Center.
  • Collaboration with USAID to establish a common financial systems platform by the beginning of FY 2006.
  • Provide additional examples of "financial data integration," including ICASS, Peacekeeping, Embassy Security, and International Crime and Law Enforcement, and finalize the expansion plan.

 

EXPANDED ELECTRONIC GOVERNMENT

Progress: Green Status: Green

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 2004

  • Completed the certification and accreditation project that resulted in full authorization of 5 general support systems, 133 major applications and 25 non-major applications. This met the FY 2004 project objective of authorizing 90% of the Department's systems by August 31 and was achieved one and one half months early.
  • Department and USAID completed a joint "As-Is" Enterprise Architecture with State also completing its "To-Be" Enterprise Architecture.
  • Joint State/USAID Management Council agreed on an implementation plan for the joint "To Be" Enterprise Architecture with milestones for lines of business.
  • Signed a Memorandum of Understanding (MOU) on 15 of the 25 Government wide initiatives in the President's Management Agenda: E-Records management, GoLearn (e-Training); E-Travel; SBA Business Gateway, USA Services Working Agreement, GovBenefits.gov, Grants.gov, E-Rulemaking, Federal Asset Sales, E-Clearance, E-Payroll, Integrated Acquisition Environment (IAE), Recruitment One-Stop, E-Authentication and Human Resource Management.

UPCOMING ACTIONS

  • Complete the Joint State/USAID Enterprise Architecture to drive decisions on Information Technology investments.
  • Reach agreement on selected payroll provider as prescribed by e-Payroll.
  • The Department continues to participate in 20 of OMB's 25 "Quicksilver" initiatives that will consolidate and improve various functions government wide.
  • Renew MOUs on the 15 Government wide initiatives and sign new MOUs on Financial Management (FM), Grants Management (GM), Case Management (CM) and Federal Health Architecture (FHA).

 

The President has emphasized the importance of security, 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 USG agencies and personnel overseas is appropriately aligned with foreign policy priorities, security concerns, and overall resource constraints. OMB is leading this PMA initiative. It is included in this report due to its importance to both the Department and OMB.

 

RIGHT-SIZED OVERSEAS PRESENCE (OMB LEAD)

Progress: Green Status: Yellow

GOAL

  • Reconfigure USG 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.
  • Ensure that accurate projected staffing patterns determine embassy construction needs.

PROGRESS DURING FY 2004

  • OMB and Department's Bureau of Overseas Buildings Operations worked together to develop a Capital Security Cost-Sharing (CSCS) Program to distribute the capital cost of new facilities in accordance with agencies' total overseas presence. 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 U.S. Consulate Frankfurt facility. The Frankfurt facility has 960 committed permanent tenants and 198 training desks. It is anticipated that additional commitments will bring the total permanent tenancy to over 1100.
  • The Department formed a Task Force to develop a new Model for Overseas Management Support (MOMS). MOMS is providing direct support to Mission Iraq from remote locations, thus reducing staffing requirements. MOMS is expanding support to other posts and developing new policies and procedures to facilitate greatly expanded and reorganized regional support for non-location-specific functions.

UPCOMING ACTIONS

  • Ensure that implementation of the CSCS Program is inclusive, cooperative, and transparent, in accordance with Congressional direction.
  • Finalize plans with all agencies to move regional support operations to the new U.S. Consulate Frankfurt facility to ensure full utilization.
  • Institutionalize the MOMS experience, expanding out-of-country support to a range of overseas posts, particularly to those in dangerous/difficult locations.
  • Develop capacity of Frankfurt Regional Support Center and Florida Regional Center to conduct "back office" functions for overseas posts and transfer work to these centers.
  • Work with OMB to continue interagency efforts to ensure uniform computations of the cost of staff overseas and focus attention on the staffing guidelines.
  • Issue detailed guidance to govern staffing projections for New Embassy Compound (NEC) construction. Conduct rightsizing analyses for each NEC project to Identify and implement rightsizing opportunities inherent in moves to new facilities.
  • Develop new ICASS funding methodology for regional support activities to equitably allocate costs to all serviced agencies in accordance with ICASS precepts.
  • Create web-based NSDD-38 application and decision process.
  • Review and revise as appropriate the Special Embassy Program, emphasizing work that can be reduced or performed externally.
  • Foster standardized global support systems, e.g., Computer Aided Job Evaluation for FSN personnel classification and the Post Administrative Software Suite.

 


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