U.S. Department of State

 

The President's Management Agenda (PMA) is the President's strategy for improving the management and performance of the federal government, with a focus on results. The PMA contains five government-wide and nine agency-specific initiatives that hold federal agencies to a standard of excellence for achieving results that matter to the American people. Since the PMA was launched in 2001, the Department of State has made substantial progress on the agenda's five government-wide initiatives: human capital; e-government; competitive sourcing; financial performance; and budget and performance integration.

On an annual basis, the Department works with the Office of Management and Budget (OMB) to set a vision for where the agency would be "Proud To Be" the following year on PMA goals. The Department and OMB then strategize on how best to accomplish "Proud To Be" goals through incremental progress on each initiative. OMB tracks agency activities and issues a PMA executive scorecard on a quarterly basis. The scorecard rates the Department's progress and overall status for each of the PMA initiatives using a color-coded grading scale of red, yellow, and green.

The Department's FY 2006 Fourth Quarter Scorecard is provided below. For more information on the PMA and the executive scorecard, please visit www.whitehouse.gov/results/.

 

STRATEGIC MANAGEMENT OF HUMAN CAPITAL
Progress:	Status:
Goal Build, sustain, and deploy effectively a skilled, knowledgeable, diverse, and high-performing workforce aligned with mission objectives and goals. Progress Finalized a succession plan that was approved by the Office of Personnel Management. Completed a pilot of a new civil service performance appraisal system. Finalized human resources skill gap analysis and plan for closing skill gaps. Implemented a pilot to consolidate human resource functions in Centers of Excellence. The Office of Personnel Management approved State's accountability system in June 2006. Upcoming Actions Update implementation results of the first two biennial human resource demand studies and report findings on third study. Submit results of the pilot civil service performance appraisal system and update implementation plan for communicating with employees. Report on language gap analysis, SES 30-working day hiring goal implementation plan, and leadership and management training program. Provide final mission critical occupation targets for the period ending June 2007. Submit information technology hiring plan and status of gap closure plan. Conduct quality control review of personnel actions.

 

IMPROVED FINANCIAL PERFORMANCE
Progress:	Status:
Goal World-class financial services that support strategic decision-making, mission performance, and improved accountability to the American people. Progress Continued implementing corrective action plans addressing systems security and personal property material weaknesses. Enhanced Diplomatic and Consular Programs initiative on cost accounting of overseas posts, and briefed OMB on the effort and next steps. Finalized a managerial cost accounting concept paper. Issued preliminary FMFIA assurance statement with draft results from the FY 2006 A-123 Appendix A assessment. Upcoming Actions Issue PAR by November 15 with audited financial statements and issue first statement of assurance of controls over financial reporting. Update and report on status of corrective action plans for all material weaknesses, including development and implementation of plans for any new material weaknesses identified in the audit.

 

COMPETITIVE SOURCING
Progress:	Status:
Goal Achieve efficient, effective competition between public and private sources and establish infrastructure to support competitions. Progress Completed the human resources assignment technicians function in the Bureau of Human Resources, Office of Career Development and Assignments (HR/CDA). Received and addressed industry questions on motorpool operations. Completed multimedia services performance decision on September 29, 2006. Awarded a contract to help determine the scope of an IT support competition. Submitted a revised plan identifying new opportunities for additional competitions. Upcoming Actions Initiate business case analysis for Information Resource Management functions. Complete evaluation of human resources assignment technicians bids in HR/CDA. Announce decision for motorpool competition. Continue to work with OMB on approval of FY 2006 FAIR ACT inventory. Submit summary on results of independent validations conducted to date.

 

BUDGET AND PERFORMANCE INTEGRATION
Progress:	Status:
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 better control of resources and greater accountability over results. Progress Updated improvement plans for Program Assessment Rating Tool (PART) programs. Submitted efficiency measures report. Submitted top-line FY 2008 budget request amounts and supporting budget submission justification material for State Operations and the draft annual performance summary. Worked with OMB to draft summaries and improvement plans for 2006 PART assessments. Submitted broad goal framework for Joint State/USAID Strategic Plan. Upcoming Actions Submit complete draft Joint State/USAID Strategic Plan. Finalize for distribution in February 2007. Submit Performance and Accountability Report, incorporating Joint State/USAID Performance Section based on FY 2006 Joint Performance Plan. Deliver performance management workshops for planners, program managers and budget planners. Submit draft foreign assistance Congressional Budget Justification materials to OMB.

 

EXPANDED ELECTRONIC GOVERNMENT
Progress:	Status:
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 Submitted quarterly Federal Information Security Management Act (FISMA) update and Corrective Action Plan. Conducted internal Major Business Case reviews. Completed Privacy Impact Assessments on new investments and re-certified assessments for existing investments to meet FY 2008 Capital Planning and Investment Control (CPIC) requirements. Continued work on a Foreign Affairs Manual article and a Department of State Acquisition Regulations update concerning contractor system compliance with FISMA requirements. Submitted quarterly progress reports on E-Gov Implementation Plan and Enterprise Architecture milestones; the Department has no IT acquisitions duplicative of E-Gov initiatives. Developed Governance Structure and Communications Plan for the new Joint Management Council optimization process. Upcoming Actions Post FY 2007 and FY 2008 Privacy Impact Assessments, and FY 2009 IT Capital Planning data call schedule on the web. Compare system lists to ensure CPIC and FISMA reporting tools and the IT Asset Baseline have a Privacy Impact Assessment. Submit FY 2007 first quarter progress report on E-Gov Implementation Plan milestones, FISMA Report & Corrective Action Plan and annual FISMA Report. Submit results of internal baseline review of State Messaging and Archive Retrieval Toolset (SMART) by Oct. 31 2006.

 

FEDERAL REAL PROPERTY AND ASSET MANAGEMENT INITIATIVE
Progress:	Status:
Goal To promote the efficient and economical use of America's real property assets. Progress Made enhancements to Real Property System to incorporate Federal Real Property Council 2006 Inventory Guidance. Marketed 100% of identified properties and decommissioned identified properties. Completed operations and maintenance benchmarking for 82 posts. Began development of initiatives to ensure that minimizing operations and maintenance costs are considered in the design of New Embassy Compounds. Aligned major long-range rehabilitation projects with capital security project timelines. Upcoming Actions Identify and complete remaining non-inventory and performance measures changes to the asset management plan and submit updated plan to OMB. Submit State and USAID data to the Federal Real Property Profile database by December 15, 2006. Provide update on efforts to ensure that minimizing operations and maintenance costs are considered in the design of New Embassy Compounds. Complete next phase of Operation and Maintenance benchmarking (additional 24 posts; 41% of total).

 

RIGHT-SIZED OVERSEAS PRESENCE (OMB LEAD)
Progress:	Status:
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. Ensure that accurate projected staffing patterns determine embassy construction needs. Progress For all agencies, personnel reports show that 5,374 overseas positions were abolished in FY 2006 and 2,984 were established, with a total of 75,542 authorized positions overseas. (This includes a 16% vacancy rate.) 19 of 20 non-New Embassy Construction rightsizing reviews submitted for review. Bureau of Overseas Buildings Operations submitted FY 2008 request for New Embassy Construction projects based on right-sized staffing review numbers. Guidance was sent to posts from the Joint Management Council on a three-tiered implementation for consolidating State and USAID administrative platforms overseas. Upcoming Actions Summarize agency personnel and cost data collected in overseas staffing Budget Data Request. Provide overseas staffing numbers on a rolling basis to agencies for validation. Establish validation process. Demonstrate progress on consolidation of State/USAID administrative platforms at co-located posts. Clearly define regionalization and centralization strategy.

 

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