Office of Management and Budget
Executive Office of the President
  Site Search     
About OMB  
- Organization Chart
- Contact OMB
President's Budget
- Budget Documents
- Supplementals, Budget Amendments, and Releases
Federal Management
- President's Management Agenda
- Office of Federal Financial
-- Agency Audits
- Office of Federal Procurement
  -- CAS Board
-- FAIR Act Inventory
Office of Information and Regulatory Affairs
- OIRA Administrator
- Regulatory Matters
- Paperwork Requirements
- Statistical Programs & Standards
- Information Policy, IT & E-Gov
Communications & Media
- News Releases
- Speeches
Legislative Information
- Statements of Administration Policy (SAPs)
- Testimony
- Reports to Congress
Information for Agencies
- Circulars
- Memoranda
- Bulletins
- Pivacy Guidance
- Grants Management
- Reports
Site Map
First Gov  


Since it was established in 1849, the Interior Department has consisted of semi-autonomous bureaus with diverse missions and strong, independent cultures. Interior’s challenge is to improve efficiency by managing common functions collectively. Interior has recently begun to make significant progress in overcoming these century-old institutional barriers, in part by effectively using an internal scorecard to monitor the bureaus.

Initiative Status Process

Human Capital — Interior has developed a human capital strategy that is generally aligned with mission, goals, and objectives. It has also completed a final action plan to guide implementation steps, such as an SES performance system and mid-career exchange program.

Competitive Sourcing — DOI has many work sites with few employees, so it is taking the initiative to find more efficient ways to review small groups. While these efforts are reflected in progress, the limited number of cost comparisons completed to date is reflected in status.

Financial Performance — Indian Trust Fund reform remains the greatest financial management challenge facing Interior. DOI has done well to correct eight FMFIA material weaknesses this past year, but it still has several outstanding material weaknesses and non-compliance issues. It also needs to incorporate its business processes into its Enterprise Architecture.

Expanding E-Government — DOI has documented its Capital Planning and Investment Control process and drafted an initial Enterprise Architecture. It still needs to better manage its IT portfolio and IT security. The Department leads two e-gov initiatives: and Geospatial one-stop.

Budget/Performance Integration — Interior will soon release for public comment a new, department-wide strategic plan to replace multiple bureau-level plans. The draft plan has already helped formulate the 2004 Budget, as well as other management initiatives. Three bureaus already use activity-based costing to track and manage costs, with all bureaus scheduled to do so by 2004.

Program Assessments

The PART process resulted in new goals and performance measures for most of the programs assessed. The Department performed slightly above the government-wide PART average with six programs rated as Moderately Effective, two as Adequate, and seven as Results Not Demonstrated. The last group will develop new measures to better indicate effectiveness.

Previous Table of Contents Next