OTHER
AGENCIES
GSA
| OPM | SMITHSONIAN
General
Services Administration
GSA made
significant progress in several areas. GSA successfully replaced its core
accounting system to improve the management of funds. GSA is now focusing
its efforts to move other financial systems into one agency-wide system.
GSA also successfully converted 398 jobs (or five percent overall) during
2002, and is expected to convert 15 percent of its commercial inventory
by the end of 2003. GSA’s major challenges in improving its status
on these initiatives include: purchasing IT systems that work for the
entire agency, rather than parts of it; improving management and execution
of its human capital strategy; and developing long-range performance goals
and the budgets needed to achieve those goals.
Initiative |
Status |
Progress |
Human
Capital |
•
|
•
|
Competitive
Sourcing |
•
|
•
|
Financial
Performance |
•
|
•
|
Expanding
E-Government |
•
|
• |
Budget/Performance
Integration |
•
|
• |
See
Program Assessments
Office
of Personnel Management
OPM is making
good progress towards meeting each of the initiative’s standards
for success. It is reorganizing its workforce to better help federal agencies
put effective human resource management practices into effect that, in
turn, will improve agency performance. Last year OPM competitively sourced
82 full-time job slots, and has plans to contract or compete another 202
in 2003. OPM received a clean audit on its 2001 consolidated financial
statement, and used its new COTS financial management system to close
its accounts within the same year. OPM leads five e-Gov initiatives, including
consolidation of federal civilian payroll service providers from 22 to
four. A new web site, www.GoLearn.gov, is one of the world’s most
active online training sites, with over 35 million hits to date and 20,000
registered users. OPM is developing a zero-based budget and an annual
performance plan that adjusts to the goals of the reorganization. It also
has kicked off a project to create an agency-wide program evaluation and
performance measurement program.
Initiative |
Status |
Progress |
Human
Capital |
•
|
•
|
Competitive
Sourcing |
•
|
•
|
Financial
Performance |
•
|
•
|
Expanding
E-Government |
•
|
• |
Budget/Performance
Integration |
•
|
• |
|
arrows
indicate change in status since baseline evaluation on September 30,
2001. |
See
Program Assessments
Smithsonian Institution
While the
Smithsonian Institution is making some progress in addressing the President’s
Management Agenda, it still has a long way to go before its status ratings
will improve. The Smithsonian has produced successful business cases for
all of its IT projects, but must address the 22 material weaknesses discovered
in its IT security system. The Smithsonian also began to implement a new
financial management system designed to improve its management information
and decision-making abilities. The first components of this system were
introduced in October 2002, with overall completion scheduled for spring
2005 The Smithsonian also has committed to competing positions for facilities,
custodial, and grounds maintenance at its newest aviation and space artifacts
museum, the Udvar Hazy Center at Dulles Airport. Finally, the Smithsonian
2004 Budget submission marks the Institution’s first attempt at
having budget and performance measures complement one another. The Smithsonian
will work to ensure that full budgetary costs are charged to all mission
activities in upcoming budgets.
Initiative |
Status |
Progress |
Human
Capital |
•
|
•
|
Competitive
Sourcing |
•
|
•
|
Financial
Performance |
•
|
•
|
Expanding
E-Government |
•
|
• |
Budget/Performance
Integration |
•
|
• |
Program
Assessments
Eleven program
assessments were conducted for programs in smaller agencies, including
the General Services Administration, Office of Personnel Management, Consumer
Product Safety Commission, Corporation for National and Community Service,
and the Tennessee Valley Authority. The budgets for these programs range
from $59 million to $53 billion.
As with
other programs, much of the effort in completing ratings involved developing
informative, useful performance measures. For instance, OPM’s Federal
Employees’ Group Life Insurance (FEGLI) and Retirement programs
are well-administered benefit programs and both use annual performance
measures to improve service delivery and increase efficiency. However
neither program has any long-term measures that relate to identifying
and evaluating the role these benefits play in helping the government,
as an employer, attract and keep a high-quality workforce. A similar lack
of long-term outcome goals was identified in five GSA programs and in
others that follow.
|