DEPARTMENT
OF EDUCATION
While much work remains, the Department has begun to put
its management and financial house in order. It is showing good progress
in all initiatives.
| Initiative |
Status |
Progress |
| Human
Capital — Under its “One-ED” strategy, ED
is assessing the efficiency of its human capital processes –
like hiring -- and has begun reengineering efforts to improve them.
ED must still assess skill gaps. |
•
|
• |
| Competitive
Sourcing —
To raise its score, ED should compete at least 15 percent of its
FAIR Act inventory. |
•
|
• |
| Financial
Performance — ED has deployed a new system for generating
more accurate and timely financial reports.
|
•
|
• |
| Expanding
E-Government —
The Department leads all other agencies in converting inefficient
paper processes to electronic ones, providing an electronic option
for 86 percent of its citizen-to-government transactions. |
•
|
• |
| Budget/Performance
Integration — No Child Left Behind provides a framework
for integrating budget and performance in many K- 12 programs. ED
will implement a similar framework for other education programs. |
•
|
• |
| Elimination
of Fraud and Error in Student Aid Programs — The
Department has reduced fraud and error in its student aid programs
by improving methods used to identify ineligible students and risky
and/or non-compliant institutions. |
• |
• |
| Faith-Based
and Community Initiative — ED
has reduced barriers to the participation of faith-based and community
organizations by setting aside grant funds for novice applicants,
conducting extensive outreach, and providing technical assistance
in applying for and administering grants. |
• |
• |
|
|
arrows
indicate change in status since baseline evaluation on September 30,
2001. |
Program
Assessments
PARTs were completed for 18 programs covering more than
$27 billion (55 percent) of ED’s 2003 discretionary budget. For
many programs, the PART revealed a lack of strong performance measures
and data. Several programs with low scores are proposed for reduction,
elimination, or reforms based on weaknesses identified in the PART. The
PART process also yielded improved performance measures in programs, like
TRIO Student Support Services and Upward Bound.
|