Most Important Results
|
| Status | Number of Measures |
|---|---|
| Blue: exceeded performance target | 1 |
| Green: met performance target | 6 |
| Yellow: almost met performance target | 0 |
| Red: did not meet performance target | 2 |
The Department achieved success in 78 percent of the targets that were set for this goal.
The Department received an unqualified audit opinion for the eighth consecutive year, and obligated almost half of its contracting resources to small businesses. In the field of human resources, it implemented a five-tier performance appraisal system in more than half of the Department. The Department’s Learning Management System (LMS), which provides one-stop access to more than 1,600 e-learning courses, made possible the timely training of some 2,000 managers on developing performance work plans for the new appraisal system.
Promoting information security throughout the Department: Overcoming the threat to the security of information that organizations generate and use remains a constant challenge. Although the Department has made much progress over the last few years in improving information security, it will continue to develop and implement security controls for its systems and will equip its personnel with the necessary training to administer systems securely and effectively.
Improving budget and performance integration: To ensure that taxpayers are receiving an appropriate return on investment, the Department must continue to assess the relationship between funds spent and performance outcomes. The establishment of quarterly monitoring by the Deputy Secretary has fostered greater accountability for delivering program performance, but the Department must continue to strengthen the link between budget and performance to ensure it is making effective use of public funds.
In recognition of growing budget constraints, in FY 2006 the Department undertook a review of administrative processes and activities to ensure that it is optimizing the quality and effectiveness of service delivery to its clients, customers, and ultimately, to the U.S. taxpayer. The Department is reviewing contracts, grants, acquisitions, human resources operations, accounts payable, travel and library services, and real property to identify sound opportunities for improved service.
Effectively managing Departmental and bureau acquisition processes: The Department is continually challenged to maintain an effective business environment in which administrative costs are minimized and contract cost avoidance is maximized. During FY 2006, the Department continued to focus on professionalizing the acquisition workforce through training and certification of contracting officers’ representatives and technical representatives. In addition, a contracting officer representative element must be included in the performance plans of individuals who spend more than 20 percent of their time working on contracts. The increasing expertise of the Department’s acquisition workforce will contribute to positive results when feasibility studies of all major commercial functions are conducted and competitions to be held in the next several fiscal years are identified.