DOC FY 2007 PAR - Program Assessment Rating Tool (PART) Status

The Program Assessment Rating Tool (PART) is a component of the President’s Management Agenda (PMA) that the Office of Management and Budget (OMB) developed to assess and improve program performance so that the federal government can achieve better results. A PART review helps identify a program’s strengths and weaknesses to inform management decisions aimed at making the program more effective.

OMB conducted the following PART reviews during 2006 and FY 2007 with results reported in 2007. The results of previous PART reviews were reported in the FY 2004, FY 2005, and FY 2006 Performance and Accountability Reports (PAR). The results of PART reviews are used to inform the participants in the planning and budgeting process and are published in the annual President’s Budget submitted to Congress.

TABLE 1: RESULTS OF THE OMB PART PROCESS¹

TABLE 2: PART SUMMARIES BY STRATEGIC GOAL

STRATEGIC GOAL 1: PROVIDE THE INFORMATION AND TOOLS TO MAXIMIZE U.S. COMPETITIVENESS AND ENABLE ECONOMIC GROWTH FOR AMERICAN INDUSTRIES, WORKERS, AND CONSUMERS

PROGRAM NAME	MANUFACTURING AND SERVICES (MAS)
Year	2006
Score and Rating	Adequate – 67%
Lead Bureau	International Trade Administration (ITA)
Major Findings/ Recommendations	Resources are often not effectively targeted towards their best use. MAS researches policies that affect U.S. competitiveness and makes recommendations that support trade negotiations. However, MAS should continue to assess its structure and resource use to ensure they are effective in a dynamic economy. MAS has not been rigorously evaluated. No independent program evaluation has been completed that focuses on whether the program is accomplishing its mission and meeting long-term goals. Overall, MAS is achieving its performance goals to a small extent.
Actions Taken/ Planned	Undertaking a rigorous assessment of MAS’s current structure to make sure that it matches today’s economy and will yield the best results for U.S. industry’s competitiveness. Implementing an independent review board that will review and evaluate the work produced by MAS. Developing and implementing an activity-based cost accounting system to better link budget requests to accomplishments.

PROGRAM NAME	DECENNIAL CENSUS
Year	2007
Score and Rating	Moderately Effective – 83%
Lead Bureau	Census Bureau
Major Findings/ Recommendations	For Census 2000, all operations were completed on time while achieving the lowest net coverage error rate ever. However, the life cycle costs of the census have risen significantly over time. These increases outpace the increase in number of households within the United States and are driven, in part, by demographic challenges and the difficulty of achieving a highly accurate count. The Bureau is in the midst of a multi-year strategic effort to re-engineer the 2010 Census. This will include a short-form only census, a second mailing of questionnaires, and the use of hand-held computers for data collection. The Bureau is on track to implement a re-engineered census in 2010. In 2006, the American Community Survey (ACS) was fully implemented as a replacement for the decennial long-form, and census tests were conducted in 2003, 2004, 2005, and 2006, culminating in a 2008 Dress Rehearsal.
Actions Taken/ Planned	The Census Bureau is examining all key cost factors to identify potential areas for additional savings. The Census Bureau is ensuring there is adequate oversight of contractors developing critical 2010 information technology (IT) systems.

PROGRAM NAME	IMPORT ADMINISTRATION (IA)
Year	2007
Score and Rating	Adequate – 52%
Lead Bureau	International Trade Administration (ITA)
Major Findings/ Recommendations	IA has developed long-term measures that show the reduction in trade distorting practices in foreign countries and the percent of IA decisions overturned by U.S. courts. Reducing trade distorting practices overseas will produce freer markets for U.S. companies, while measuring the percent of IA decisions overturned promotes more accurate decisions. IA has had process evaluations that have complimented aspects of the program’s administration, but it has not had an impact evaluation assessing achievement of program mission and goals. The program is taking steps to perform an impact evaluation, and that and the relatively new performance measures will make determining actual program impact and performance better. IA has more characteristics of transparency and impartiality that exceed World Trade Organization (WTO) standards when compared to other countries’ antidumping and countervailing duty programs.
Actions Taken/ Planned	ITA will complete an impact evaluation that assesses achievement of the program’s mission and goals. ITA will implement a financial system to better track resource allocation across goals and activities.

PROGRAM NAME	MARKET ACCESS AND COMPLIANCE (MAC)
Year	2007
Score and Rating	Moderately Effective – 72%
Lead Bureau	International Trade Administration (ITA)
Major Findings/ Recommendations	In 2006, MAC successfully concluded 47 percent of cases, which was 27 percent higher than the target for the year. MAC also beat the number of cases initiated target by 19 percent. MAC and other trade compliance agencies lack an interagency strategy for assessing resource needs. GAO recommended that MAC and other trade compliance agencies develop a strategy to plan for resource needs to monitor and enforce trade agreements. Developing a strategy could improve efficiency and coordination, while streamlining trade compliance efforts. In 2006, MAC’s average cost-per-case concluded was $6000 lower than the target. Also, the average cost-per-case in 2006 was much lower than the average cost-per-case concluded in 2005.
Actions Taken/ Planned	ITA is developing a plan for resource needs with other trade compliance agencies to streamline the government’s market access and trade compliance efforts. ITA is completing an evaluation that assesses the impact MAC has on identifying and removing trade barriers.

PROGRAM NAME	MINORITY BUSINESS DEVELOPMENT AGENCY (MBDA) (ENTIRE BUREAU)
Year	2007
Score and Rating	Adequate – 60%
Lead Bureau	Minority Business Development Agency (MBDA)
Major Findings/ Recommendations	The program has developed appropriate annual and long-term measures that focus on the direct impact of its assistance on business clients. However, more research and evaluation needs to be conducted on the long-term impact of MBDA assistance. The program has strong management. It awards grants on a competitive process, and provides sufficient oversight of grant activities, including tracking of progress towards meeting performance goals. While MBDA is focused on minority small businesses, there are many other sources of business assistance and support at the federal, state, and local level. At the federal level, the Small Business Administration (SBA) provides similar assistance through its entrepreneurial development programs.
Actions Taken/ Planned	MBDA is investigating the feasibility of additional long-term measures, including the survival rate of MBDA-assisted small businesses. MBDA is seeking additional efficiencies to reduce the cost per client assisted. MBDA is exploring the feasibility of contracting with an independent organization to conduct an evaluation on the long-term impacts MBDA’s assistance has on minority businesses.

STRATEGIC GOAL 3: OBSERVE, PROTECT, AND MANAGE THE EARTH'S
ENVIRONMENT TO PROMOTE ENVIRONMENTAL STEWARDSHIP

PROGRAM NAME	MARINE AND AVIATION
Year	2006
Score and Rating	Moderately Effective – 72%
Lead Bureau	National Oceanic and Atmospheric Administration (NOAA)
Major Findings/ Recommendations	NOAA’s Office of Marine and Aviation Operations provides safe operation of NOAA’s fleet of ships and aircraft which are uniquely configured and staffed to meet the at-sea and airborne data collection requirements of all NOAA programs. To address platform capability and reliability, NOAA has routinely developed Fleet Modernization Plans which have led to improvements in the fleet’s capabilities. NOAA is investigating the potential use of emerging technologies for at-sea and airborne data collection. This program has shown mixed results for performance. Targets have been met for most performance measures. Areas where the program is performing well include acquisition milestones and provision of ship days-at-sea and aircraft flight hours. However, historical trends are not available for some measures and targets have not been met for customer satisfaction and lost-time accident rates.
Actions Taken/ Planned	Implementing efficiency measures to guide program management. Performing thorough analyses of capital acquisition alternatives to ensure that investments represent the best value to the government and taxpayers. Linking program managers’ personal performance evaluations to program performance results.

PROGRAM NAME	NAVIGATION SERVICES
Year	2006
Score and Rating	Moderately Effective – 84%
Lead Bureau	National Oceanic and Atmospheric Administration (NOAA)
Major Findings/ Recommendations	The program is achieving results in providing accurate positioning and navigation products to ensure safe navigation. The program has met most of its targets for long-term and annual performance measures. The program uses state-of-the-art technology to collect and disseminate navigation data. NOAA continues to develop electronic navigational charts (ENC) to support mariners who now navigate with electronic systems. The program partners with private industry to meet mapping and charting requirements, while maintaining core expertise for effective oversight. However, the program is not yet able to demonstrate that it employs the optimal mix of in-house versus private-sector capabilities.
Actions Taken/ Planned	Performing a rigorous analysis of the hydrographic surveying component of the program to ensure that NOAA uses the most effective approach to addressing hydrographic survey requirements. Proposing funding for state-of-the-art technology including ENCs.

PROGRAM NAME	PACIFIC COASTAL SALMON RECOVERY FUND (PCSRF)
Year	2006
Score and Rating	Moderately Effective – 77%
Lead Bureau	National Oceanic and Atmospheric Administration (NOAA)
Major Findings/ Recommendations	The PCSRF has developed performance metrics and has shown progress in salmon recovery efforts. All targets have been met, though progress towards actual recovery of salmon populations through PCSRF continues to be slow. The PCSRF has not been able to allocate funds based on priority needs of salmon listed as threatened or endangered. However, states select projects based on the state-established priorities and some states provide matching funds. NOAA has proposed a matching requirement and allowing the Department to develop guidelines for targeting funding toward restoration of at-risk populations. The program has implemented and adhered to strong financial and management practices and addressed deficiencies when they have arisen.
Actions Taken/ Planned	Proposing in the President’s Budget to allocate funds based on recovery goals for salmon stocks that are listed as threatened or endangered. Proposing in the President’s Budget that all states be required to provide a 33 percent match for federal funds. Making an explicit link between resources and performance in future budget requests.

PROGRAM NAME	HYDROLOGY
Year	2007
Score and Rating	Moderately Effective – 74%
Lead Bureau	National Oceanic and Atmospheric Administration (NOAA)
Major Findings/ Recommendations	The program has made progress on meeting its long-term and annual program goals. Still, the program will have to develop and implement a community hydrologic modeling infrastructure to increase efficiencies. The program will work to expand its collaboration with other federal agencies, state and local government, the private sector, and academia. The program is moderately effective with its production and delivery of water forecast information. However, the program must deliver an expanded suite of water resource management information for use by the hydrologic community.
Actions Taken/ Planned	NOAA is developing and delivering the infrastructure and external communication procedures needed for community hydrologic modeling to increase efficiencies. NOAA is providing new water resource forecast information in an Internet-accessible digital format suitable for use by decision support assistance systems.

PROGRAM NAME	NATIONAL MARINE FISHERIES SERVICE (NMFS)
Year	2007
Score and Rating	Moderately Effective – 72%
Lead Bureau	National Oceanic and Atmospheric Administration (NOAA)
Major Findings/ Recommendations	The program is well designed, but needs to increase efforts to ensure partners commit to achieving program goals. Establishment of accountability measures and annual catch limits (ACL), as required by the reauthorized Magnuson-Stevens Fishery Conservation and Management Act, will provide a mechanism to ensure Agency and partner commitment to ending overfishing and promoting sustainable fisheries. Independent evaluations have found that the program is moderately effective and compares favorably with similar programs in other nations. In response to evaluation recommendations the program is increasing the number of market-based, Limited Access Privilege (LAP) programs to improve at-sea safety, reduce overcapitalization, create incentives for conservation, and enhance economic performance. The program’s relatively new performance measures show some progress toward the intended outcome of sustainable fisheries management. The reauthorized Magnuson-Stevens Fishery Conservation and Management Act sets an ambitious schedule to end overfishing and establish ACLs for all stocks by 2011. Achievement of these goals will be reflected in the program’s performance measures.
Actions Taken/ Planned	NOAA is addressing overfishing through the establishment and implementation of sustainable ACLs for all managed fish stocks. NOAA is increasing the number of fisheries managed through market-based approaches, which can lead to longer and safer fishing seasons and provide incentives for conservation.

Program Assessment Rating Tool (PART) Status

TABLE 1: RESULTS OF THE OMB PART PROCESS1

TABLE 2: PART SUMMARIES BY STRATEGIC GOAL

STRATEGIC GOAL 1: PROVIDE THE INFORMATION AND TOOLS TO MAXIMIZE U.S. COMPETITIVENESS AND ENABLE ECONOMIC GROWTH FOR AMERICAN INDUSTRIES, WORKERS, AND CONSUMERS

STRATEGIC GOAL 3: OBSERVE, PROTECT, AND MANAGE THE EARTH'S ENVIRONMENT TO PROMOTE ENVIRONMENTAL STEWARDSHIP

TABLE 1: RESULTS OF THE OMB PART PROCESS¹

STRATEGIC GOAL 3: OBSERVE, PROTECT, AND MANAGE THE EARTH'S
ENVIRONMENT TO PROMOTE ENVIRONMENTAL STEWARDSHIP