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The President's Management Agenda
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"What matters most is performance and results. In the long term, there are few items more urgent than ensuring that the federal government is well run and results-oriented. This Administration is dedicated to ensuring that the resources entrusted to the federal government are well managed and wisely used. We owe that to the American people."
– President George W. Bush |
USAID has made significant progress in its business transformation and this has been reflected in the Agency's progress and status scores on each of the government-wide initiatives in the President's Management Agenda (PMA). Issued quarterly by the OMB, an Executive scorecard rates progress and overall status in each of the PMA initiatives using a color-coded system for all federal agencies. As of September 30, 2005, USAID achieved five "green" scores and one "yellow" score for progress in achieving the OMB-developed, government-wide criteria and remains "red" in status for four of the six initiatives. The Agency currently has "yellow" status scores for Human Capital, Budget and Performance Integration, and the PMA Agency-specific Faith-Based and Community Initiative. A score card for Real Property will be tracked beginning in FY 2006. The following is a summary of USAID's overall progress towards achieving the goals of the PMA during FY 2005. The progress and status scores below are as of September 30, 2005.
| USAID STRATEGIC MANAGEMENT OF HUMAN CAPITAL |
Progress:  |
Status:  |
Goal
- Build, sustain, and deploy effectively a skilled, knowledgeable, diverse,
and high-performing workforce aligned with strategic objectives.
Progress
- Reduced skill gaps through Human Capital (HC)/workforce strategies and began
integrating competitive sourcing and E-Gov into strategies.
- Completed information technology (IT) competency gap assessment and developed
plan to identify and close gaps.
- Developed plan to use redeployment and de-layering for adjustment of Headquarters
(HQ)/field organizational structures based on workforce analysis model.
- Submitted request for 2005 Senior Executive Service (SES) provisional plan certification.
- Showed results of improved succession strategies.
- Contracted for diversity study.
- Analyzed Federal Human Capital Survey (FHCS) and communicated results to
employees. Posted results of FHCS on Agency Web site.
Upcoming Actions
- Complete and demo refinements to the workforce planning model.
- Develop HQ/Workload assessment tool.
- Implement redeployment and de-layering to optimize HQ/field organizational structures.
- Complete draft SES performance plan enhancements.
- Demonstrate continued results in closing skill and competency gaps.
- Provide the Agency’s diversity action plan.
- Ensure Agency accountability plan incorporates the FHCS criteria and results.
- Evaluate General Service (GS) performance system using Office Personnel
Management (OPM) tool. Identify beta site and develop implementation schedule
to test system to link pay to the performance appraisal system and awards program.
- Plan with OPM to conduct review of Agency accountability system and use
results to strengthen HC results.
- Prepare briefing on working towards “Rightsizing Strategy.”
- Hold discussions with the Office of Management and Budget (OMB) and the
Department of State’s Office of Rightsizing.
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| IMPROVED FINANCIAL PERFORMANCE |
| Progress:
|
Status:
 |
Goal
- Improve accountability through audited financial statements; strengthen
management controls; implement financial systems that produce timely, accurate,
and useful financial information to facilitate better performance measurement
and decision-making.
Progress
- Closed two remaining Integrity Act weaknesses.
- Took actions to support closure of one of one auditor weakness.
- Completed prior year data clean-up from the Latin America and the Caribbean (LAC) Phoenix deployment.
- Completed deployment of Phoenix to the missions in LAC and Europe and Eurasia (E&E).
Upcoming Actions
- Issue FY 2005 PAR on time.
- Receive unqualified audit opinion on all financial statements for FY 2005.
- Compile action plan to address any auditor material weaknesses, reportable
conditions, or material non-compliances identified in FY 2005 Government
Management Reform Act (GMRA) audit report.
- Have no chronic or significant Anti-Deficiency Act violations.
- Deploy Phoenix to the missions in Asia Near East (ANE) and Africa.
- Complete move of Phoenix production operations to the Department of State facility in Charleston, SC.
- Brief OMB on current progress and plan for completing move to Object Class Coding (OCC) program funds.
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| BUDGET AND PERFORMANCE INTEGRATION |
| Progress:
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Status:
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Goal
- Improve performance of programs and management by linking performance to budget
decisions and improve performance tracking/management. The ultimate goal is
to better control resources and have greater accountability of results. Eventual
integration of existing segregated and burdensome paperwork requirements for
measuring the government’s performance and competitive practices with
budget reporting.
Progress
- Results of the Human Capital Model incorporated into the Bureau Program Budget
Submission (BPBS) review materials, at the country and mission level.
- All bureaus completed the analysis that incorporates marginal cost data into
their reviews of FY 2007 budget submissions.
- Program Assessment and Rating Tool (PART) results and final scores uploaded
into PARTWeb, appeals filed and resolved, and Agency recommendations negotiated
and resolved with OMB.
- Supporting documentation of the incorporation of performance into budget
formulation included in the Annual Budget Submission (ABS).
- Fully institutionalized the process of collecting, analyzing, and reporting
on performance information generated by the quarterly monitoring process.
Upcoming Actions
- Incorporate comments into draft Marginal Cost Report.
- Summarize and include in the MD&A portion of the FY 2005 PAR, PART
ratings and programmatic impacts.
- For all completed PARTs, submit status on follow-up actions and propose
new follow-up actions.
- Propose programs to be assessed under PART in FY 2006, and certify that
100% of programs will now have been PARTed, or exempted by OMB.
- Develop applicability of common performance indicators for previously
PARTed programs, evaluate for use in new PARTed programs, document planned use.
- Formalize and communicate accountability plan for bureau and mission
submission of performance data.
- Submit first rough draft of Shadow Budget plan.
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| COMPETITIVE SOURCING |
| Progress:
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Status:
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Goal
- Achieve efficient, effective competition between public/private sources;
establish infrastructure to support competitions and validate savings and/or
significant performance improvements.
Progress
- Completed feasibility study for building services.
- Alternative approaches for grouping B-positions discussed with the Competitive
Sourcing Working Group (CSWG). Discussions were undertaken with the Department
of Transportation (DOT) (a green Competitive Sourcing (CS) agency) and USAID
will consider a Line of Business (LOB) strategy in FY 2006 based on a DOT proof
of concept.
Upcoming Actions
- Announce competition for building services.
- Develop and approve “soft landing” policies as needed for possible
impacts on direct-hires affected by competition.
- Meet with OMB on options for grouping activities for competition.
- Update CS strategic plan as needed to track to OMB approved 2005 inventory, and
results of discussions with OMB.
- Issue call for 2006 inventory preparation.
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| EXPANDED ELECTRONIC GOVERNMENT |
| Progress:
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Status:
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Goal
- Expand the federal government’s use of electronic technologies
(such as e-Clearance, Grants.gov, and e-Regulation), so that Americans can
receive high-quality government service, reduce the expense and difficulty
of doing business with the government, cut government operating costs, and
make government more transparent and accountable.
Progress
- Drafted USAID Earned Value Measurement System (EVMS) Policy document.
- Finalized EVMS Process Surveillance Group Draft Charter.
- Developed EVMS system description.
- Completed applicable OMB-approved E-Gov/LOB/SmartBuy Implementation and
Alignment Plans.
- Delivered an update on the Joint State-USAID enterprise architecture (EA)
effort.
- USAID and the Department of State developed a joint EA communications
strategy promoting enterprise architecture.
- Completed data analysis of existing Agency grant forms per guidance
provided in the Grants.gov Guide for Data Analysis and Form Development.
- Posted >25% of all discretionary grant application packages on Grants.gov,
including all discretionary grant programs using only the SF-424 family
of forms.
Upcoming Actions
- Provide baseline of the Agency’s EA.
- Identify gaps in performance measures and areas of duplication by utilizing
the mapping of architectural layers and the Federal Enterprise Architecture
(FEA) reference model. Provide report to OMB and Geospatial One-Stop identifying
all grant programs related to geospatial information.
- Provide report to OMB and E-Authentication identifying all existing and planned
Web-based systems requiring electronic authentication.
- Demonstrate Integrated Portfolio Level EVMS in Lab Environment.
- Provide Grants.gov an outreach plan for discretionary grant programs.
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| FAITH-BASED COMMUNITY INITIATIVE |
| Progress:
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Status:
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Goal
- Identify and remove the inexcusable barriers that thwart the work of
faith-based and community organizations.
Progress
- Staff visited Uganda and Ethiopia missions, key countries in pilot projects,
to conduct outreach on the Initiative.
- Outreach workshop delivered in Denver (September 13-15) with potential partners.
- Launched fifth of five planned pilot projects after receiving final clearance
from the Department of State (Global AIDS Coordinator), Health and Human Services
(HHS), and USAID Global Health Bureau.
- Completed comprehensive evaluation of CORE Initiative pilot program, and provided
interim reports on four other pilots.
- USAID General Counsel wrote a guidance memo on the strategy for addressing
potential violations of the new equal treatment regulation and confirmed that
no complaints alleging violations have been received to date.
- Secured funding and support for data collection.
- Reviewed end- of-FY 2005 reporting plan and confirmed that requirements can be met.
- Established plan for enhanced FY 2006 data collection.
Upcoming Actions
- Draft Annual Report for FY 2005 summarizing actions to date and barriers
removed.
- Expand technical assistance workshops in cooperation with White House
regional conferences.
- Complete FY 2005 data reporting using new systems and resolve any
outstanding gaps in collection.
- Provide interim quarterly reports on pilot programs.
- Continue regular monitoring on regulation compliance.
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