# **[DOI "Getting to Green" Scorecard for]{.underline}** 

**Initiative: Budget and Performance Integration**

SCORECARD CRITERIA:

1.  Quarterly Integrated Assessment of Budget and Performance -- **7**

2.  Routine Application of Performance Info in Budget Decisions - 8

3.  Link Individual Performance Evaluations to Mission Performance - 8

4.  Report/Estimate Full Cost of Changes in Performance Goals -- 6

5.  Application of Efficiency Measures -- **4**

6.  Application of PART Information in Decisions - **6**

> Total 39 points/6 criteria = 6.5 average
>
> **RATING PERIOD: September 30, 2005**

**[10-Point Scoring Key:]{.underline} 1-3 Red** **4-6 Yellow** **7-9
Green** **10 Blue**

Please note that the scorecard criteria in this case are made up of
several component measures. When calculating your bureau/office's score
for each criterion **ADD** the component measure scores together to get
a total (between 0-10) for each criterion.

+-------------+------------------+---------------------+--------------+
| **          | **DESCRIPTION**  | **METRIC**          | **RATING**   |
| CRITERION** |                  |                     |              |
+-------------+------------------+---------------------+--------------+
| **Criterion | In PMB conducted | **0** --            | 3-- The      |
| #1:**       | quarterly        | Projections not     | Service      |
|             | reviews, each    | provided or actual  | explains     |
| **Senior    | bureau provides  | performance for a   | reasons for  |
| Agency      | its projection   | majority of         | program      |
| managers    | of whether or    | measures reported   | performance  |
| meet at     | not the formally | at end of year are  | and          |
| least       | published annual | more than 20%       | efficiency   |
| quarterly   | performance      | different from      | relative to  |
| to examine  | targets will be  | previously provided | previous FY  |
| reports by  | met by the end   | quarterly           | in terms of  |
| bureaus     | of the fiscal    | projections         | annual end   |
| with        | year (R/Y/G).    |                     | outcome      |
| integrated  | Where a goal is  | [**1** --]{.mark}   | measure      |
| financial   | projected as     | Bureau provides a   | targets and  |
| and         | potentially or   | quarterly           | their        |
| performance | not being met,   | projection as to    | c            |
| information | the Bureau       | whether or not each | orresponding |
| that covers | provides         | annual end outcome  | annual       |
| all major   | information on   | measure target will | funding      |
| respon      | corrective       | be achieved by the  | estimates.   |
| sibilities. | actions being    | end of the fiscal   |              |
| Demonstrate | considered       | year (FY) along     | *The Service |
| improvement | and/or taken     | with corresponding  | has one year |
| in program  | (including       | corrective          | of cost data |
| performance | changes in       | strategies and      | not          |
| and         | program,         | resolution dates,   | sufficient   |
| efficiency  | management,      | where targets are   | to           |
| results.**  | resource         | projected as        | accurately   |
|             | allocation,      | potentially or not  | project      |
|             | etc.) in order   | achievable by the   | future       |
|             | to achieve the   | end of the FY       | performance  |
|             | annual target.   |                     | cost*        |
|             | Justifications   | **2 -** Bureau also |              |
|             | and resolution   | explains reasons    | *Service     |
|             | dates for        | for program         | does not     |
|             | corrective       | performance and     | report       |
|             | strategies are   | efficiency relative | quarter      |
|             | maintained for   | to previous FY in   | data*        |
|             | each end outcome | terms of these      |              |
|             | measure target   | annual end outcome  |              |
|             | projected as not | measure targets     |              |
|             | achievable.      |                     |              |
|             |                  | **3 -** Bureau also |              |
|             |                  | explains reasons    |              |
|             |                  | for program         |              |
|             |                  | performance and     |              |
|             |                  | efficiency relative |              |
|             |                  | to previous FY in   |              |
|             |                  | terms of these      |              |
|             |                  | annual end outcome  |              |
|             |                  | measure targets and |              |
|             |                  | their corresponding |              |
|             |                  | annual funding      |              |
|             |                  | estimates           |              |
|             |                  |                     |              |
|             |                  | **4** -- Bureau can |              |
|             |                  | also explain why    |              |
|             |                  | these projected     |              |
|             |                  | performance results |              |
|             |                  | and related funding |              |
|             |                  | estimates will/will |              |
|             |                  | not effect the      |              |
|             |                  | upcoming budget     |              |
|             |                  | submission.         |              |
|             |                  |                     |              |
|             |                  | **5** - Bureau can  |              |
|             |                  | also provide a      |              |
|             |                  | quarterly           |              |
|             |                  | projection for      |              |
|             |                  | achieving the       |              |
|             |                  | intermediate        |              |
|             |                  | targets             |              |
+-------------+------------------+---------------------+--------------+
|             | Bureau provides  | **0** -- Estimates  | 4 -- The     |
|             | an estimate of   | not provided        | Service is   |
|             | the annual level |                     | able to      |
|             | of funding       | **1-** Bureau       | track        |
|             | expected to be   | confirms annual     | quarterly    |
|             | identified       | funding estimate    | progress in  |
|             | through          | associated with     | reaching the |
|             | "activity based  | each annual end     | annual       |
|             | costing" by the  | outcome goal from   | funding      |
|             | end of the       | the prior FY        | estimate for |
|             | fiscal year      |                     | each annual  |
|             | against each end | **2** -- Bureau     | end outcome  |
|             | outcome goal in  | provides an         | target and   |
|             | which it         | estimate of the     | explain      |
|             | participates.    | level of funding    | differences  |
|             | Through          | expected to be      | from the     |
|             | PMB-conducted    | identified against  | originally   |
|             | quarterly        | each annual end     | expected     |
|             | reviews, each    | outcome goal during | value        |
|             | Bureau tracks    | the current FY      | defined at   |
|             | progress against |                     | the start of |
|             | reaching that    | **3** -- Bureau is  | the FY, or   |
|             | annual funding   | able to relate      | confirm no   |
|             | estimate,        | changes in an       | change       |
|             | updating the     | annual end outcome  |              |
|             | estimate with    | measure target with |              |
|             | accompanying     | changes to the      |              |
|             | explanation as   | related annual      |              |
|             | necessary.       | funding projection, |              |
|             | Explains how     | or confirm no       |              |
|             | changes in the   | change              |              |
|             | annual funding   |                     |              |
|             | estimate relate  | **4** -- Bureau is  |              |
|             | to achieving the | also able to track  |              |
|             | performance goal | quarterly progress  |              |
|             | in either the    | in reaching the     |              |
|             | present or a     | annual funding      |              |
|             | future fiscal    | estimate for each   |              |
|             | year.            | annual end outcome  |              |
|             |                  | target and explain  |              |
|             |                  | differences from    |              |
|             |                  | the originally      |              |
|             |                  | expected value      |              |
|             |                  | defined at the      |              |
|             |                  | start of the FY, or |              |
|             |                  | confirm no change   |              |
|             |                  |                     |              |
|             |                  | **5** -- Bureau is  |              |
|             |                  | also able to        |              |
|             |                  | provide an annual   |              |
|             |                  | funding projection  |              |
|             |                  | for areas of        |              |
|             |                  | special management  |              |
|             |                  | interest as agreed  |              |
|             |                  | to early in the     |              |
|             |                  | first quarter.      |              |
+-------------+------------------+---------------------+--------------+
| **TOTAL**   |                  |                     | **7**        |
+-------------+------------------+---------------------+--------------+

+----------+----------------------+--------------------+--------------+
| **CRI    | **DESCRIPTION**      | **METRIC**         | **RATING**   |
| TERION** |                      |                    |              |
+----------+----------------------+--------------------+--------------+
| **C      | Budget activities,   | **0-** No evidence | 2 - For all  |
| riterion | subactivities, and   |                    | appropriated |
| #2:**    | program elements map | **1** - For all    | accounts,    |
|          | to performance goals | appropriated       | the Service  |
| **Annual | and targets          | accounts, Bureaus  | can map      |
| budget   |                      | can map budget     | budget       |
| and      |                      | activities and     | activities   |
| per      |                      | subactivities to   | and          |
| formance |                      | end outcome        | s            |
| d        |                      | performance goals. | ubactivities |
| ocuments |                      |                    | to           |
| inc      |                      | **2 -** For all    | performance  |
| orporate |                      | accounts, Bureaus  | end outcome  |
| re       |                      | can map budget     | and Service  |
| ferences |                      | activities and     | Operational  |
| to       |                      | subactivities to   | Plan         |
| outcome- |                      | performance end    | performance  |
| oriented |                      | outcome and        | measure      |
| goals    |                      | intermediate       | targets.     |
| and      |                      | measure targets    |              |
| obj      |                      |                    |              |
| ectives, |                      |                    |              |
| measures |                      |                    |              |
| id       |                      |                    |              |
| entified |                      |                    |              |
| in the   |                      |                    |              |
| PART,    |                      |                    |              |
| and      |                      |                    |              |
| focus on |                      |                    |              |
| inf      |                      |                    |              |
| ormation |                      |                    |              |
| used in  |                      |                    |              |
| the      |                      |                    |              |
| q        |                      |                    |              |
| uarterly |                      |                    |              |
| senior   |                      |                    |              |
| ma       |                      |                    |              |
| nagement |                      |                    |              |
| report   |                      |                    |              |
| d        |                      |                    |              |
| escribed |                      |                    |              |
| in       |                      |                    |              |
| C        |                      |                    |              |
| riterion |                      |                    |              |
| #1.**    |                      |                    |              |
+----------+----------------------+--------------------+--------------+
|          | Bureau               | **0-** No evidence | **3** -- The |
|          | Budget/Performance   |                    | Service      |
|          | Plans (Operating     | **1-** Plans       | Operating    |
|          | Plans) are completed | partially align    | Plan also    |
|          | which describe the   |                    | describes    |
|          | relationship of      | **2** - Bureau     | relationship |
|          | bureau-specific      | Operating Plan     | between all  |
|          | objectives and       | describes          | relevant     |
|          | measures to the DOI  | relationship       | Strategic    |
|          | Strategic Plan       | between all        | Plan         |
|          | performance goal     | relevant Strategic | intermediate |
|          | measures.            | Plan end outcome   | goals and    |
|          |                      | goals and bureau   | bureau       |
|          |                      | performance        | performance  |
|          |                      | measure targets    | measure      |
|          |                      |                    | targets      |
|          |                      | **3** -- Bureau    |              |
|          |                      | Operating Plan     |              |
|          |                      | also describes     |              |
|          |                      | relationship       |              |
|          |                      | between all        |              |
|          |                      | relevant Strategic |              |
|          |                      | Plan intermediate  |              |
|          |                      | goals and bureau   |              |
|          |                      | performance        |              |
|          |                      | measure targets    |              |
+----------+----------------------+--------------------+--------------+
|          | Analysis of          | **0-** No data /   | **3 --** The |
|          | historical trends    | information        | Service can  |
|          | and accomplishment   | presented          | identify     |
|          | rates, derived from  |                    | changes to   |
|          | management           | **1 -**            | funding      |
|          | information systems  | Relationships      | levels (+/-) |
|          | including            | between proposed   | of end       |
|          | current-year's data  | budgetary changes  | outcome      |
|          | and discussions      | (+/-) and end      | measure      |
|          | during the quarterly | outcome measure    | targets in   |
|          | status reviews, is   | targets are        | advance,     |
|          | used to support      | explained, and     | during the   |
|          | budget requests and  | documented in      | quarterly    |
|          | to make the case for | budget submission  | review       |
|          | current annual goals | material           | process,     |
|          | in the Department's  |                    | prior to     |
|          | Performance Plan and | **2 -** Trend      | d            |
|          | Bureau Operating     | information is     | ocumentation |
|          | Plans.               | also provided for  | in budget    |
|          |                      | supporting         | submission   |
|          |                      | budgetary and      | material.    |
|          |                      | program            |              |
|          |                      | performance        | .            |
|          |                      | changes, with      |              |
|          |                      | targets adjusted   | *If the      |
|          |                      | accordingly with   | Service used |
|          |                      | the annual budget  | performance  |
|          |                      | decision process   | budgeting as |
|          |                      | to create          | a decision   |
|          |                      | realistic          | point, it    |
|          |                      | expectations;      | could        |
|          |                      | management makes   | accomplish   |
|          |                      | adjustments to     | metric       |
|          |                      | achieve targets    | 4/5..*       |
|          |                      |                    |              |
|          |                      | **3** -- Changes   |              |
|          |                      | to funding levels  |              |
|          |                      | (+/-) of end       |              |
|          |                      | outcome measure    |              |
|          |                      | targets are also   |              |
|          |                      | identified in      |              |
|          |                      | advance, during    |              |
|          |                      | the quarterly      |              |
|          |                      | review process,    |              |
|          |                      | prior to           |              |
|          |                      | documentation in   |              |
|          |                      | budget submission  |              |
|          |                      | material           |              |
|          |                      |                    |              |
|          |                      | **4 -** Proposed   |              |
|          |                      | budgetary changes  |              |
|          |                      | (+/-) which effect |              |
|          |                      | an intermediate    |              |
|          |                      | measure target can |              |
|          |                      | also be explained  |              |
|          |                      | in addition to     |              |
|          |                      | explaining funding |              |
|          |                      | changes effecting  |              |
|          |                      | end outcome goals  |              |
|          |                      |                    |              |
|          |                      | **5 -** Proposed   |              |
|          |                      | budgetary changes  |              |
|          |                      | (+/-) which effect |              |
|          |                      | an intermediate    |              |
|          |                      | measure target can |              |
|          |                      | also be explained  |              |
|          |                      | and are documented |              |
|          |                      | in budget          |              |
|          |                      | submission         |              |
|          |                      | material along     |              |
|          |                      | with documenting   |              |
|          |                      | explained changes  |              |
|          |                      | in funding levels  |              |
|          |                      | with corresponding |              |
|          |                      | end outcome        |              |
|          |                      | measure targets    |              |
+----------+----------------------+--------------------+--------------+
| *        |                      |                    | **8**        |
| *TOTAL** |                      |                    |              |
+----------+----------------------+--------------------+--------------+

+----------+----------------------+--------------------+--------------+
| **CRI    | **DESCRIPTION**      | **METRIC**         | **RATING**   |
| TERION** |                      |                    |              |
+----------+----------------------+--------------------+--------------+
| **C      | Performance          | **0** -- Appraisal | 8 --         |
| riterion | appraisal plans for  | plans do not link  | Appraisal    |
| #3:**    | agency positions     | to agency mission, | plans exist  |
|          | link to agency       | goals and outcomes | for all SES  |
| **Per    | mission, goals and   |                    | and other    |
| formance | outcomes, and will   | **1-2** --         | positions    |
| a        | allow for effective  | Appraisal plans    | for a total  |
| ppraisal | differentiation      | exist for all SES  | of 82% of    |
| plans    | between various      | that link to       | all Service  |
| and      | levels of            | agency mission,    | positions    |
| awards   | performance, and     | goals and          | that link to |
| for      | provide consequences | outcomes; allow    | mission      |
| \>60% of | based on             | for effective      | goals and    |
| agency   | performance.         | differentiation    | outcomes,    |
| p        |                      | between various    | and allow    |
| ositions |                      | levels of          | for          |
| eff      |                      | performance; and   | effective    |
| ectively |                      | provide            | dif          |
| link to  |                      | consequences based | ferentiation |
| agency   |                      | on performance     | between      |
| mission, |                      |                    | various      |
| goals,   |                      | **3-4** --         | levels of    |
| and      |                      | Appraisal plans    | performance, |
| o        |                      | exist for all SES  | and provide  |
| utcomes; |                      | and other          | consequences |
| hold     |                      | positions for a    | based on     |
| employee |                      | total of at least  | performance. |
| acc      |                      | 30% of agency      |              |
| ountable |                      | positions that     | .            |
| for      |                      | link to agency     |              |
| results  |                      | mission, goals and | *In FY 2006, |
| app      |                      | outcomes; allow    | appraisal    |
| ropriate |                      | for effective      | plans will   |
| to their |                      | differentiation    | exist for    |
| level of |                      | between various    | all SES and  |
| respons  |                      | levels of          | other        |
| ibility; |                      | performance; and   | positions    |
| diffe    |                      | provide            | for a total  |
| rentiate |                      | consequences based | of 100%.*    |
| between  |                      | on performance     |              |
| various  |                      |                    |              |
| levels   |                      | **5-6** --         |              |
| of       |                      | Appraisal plans    |              |
| perf     |                      | exist for all SES  |              |
| ormance; |                      | and other          |              |
| and      |                      | positions for a    |              |
| provide  |                      | total of at least  |              |
| cons     |                      | 60% of agency      |              |
| equences |                      | positions that     |              |
| based on |                      | link to mission    |              |
| perfor   |                      | goals and          |              |
| mance.** |                      | outcomes; allow    |              |
|          |                      | for effective      |              |
|          |                      | differentiation    |              |
|          |                      | between various    |              |
|          |                      | levels of          |              |
|          |                      | performance; and   |              |
|          |                      | provide            |              |
|          |                      | consequences based |              |
|          |                      | on performance     |              |
|          |                      |                    |              |
|          |                      | **7-8** -          |              |
|          |                      | Appraisal plans    |              |
|          |                      | exist for all SES  |              |
|          |                      | and other          |              |
|          |                      | positions for a    |              |
|          |                      | total of at least  |              |
|          |                      | 80% of all agency  |              |
|          |                      | positions that     |              |
|          |                      | link to mission    |              |
|          |                      | goals and          |              |
|          |                      | outcomes; allow    |              |
|          |                      | for effective      |              |
|          |                      | differentiation    |              |
|          |                      | between various    |              |
|          |                      | levels of          |              |
|          |                      | performance; and   |              |
|          |                      | provide            |              |
|          |                      | consequences based |              |
|          |                      | on performance     |              |
|          |                      |                    |              |
|          |                      | **9-10** -         |              |
|          |                      | Appraisal plans    |              |
|          |                      | exist for all      |              |
|          |                      | agency positions   |              |
|          |                      | that link to       |              |
|          |                      | mission goals and  |              |
|          |                      | outcomes; allow    |              |
|          |                      | for effective      |              |
|          |                      | differentiation    |              |
|          |                      | between various    |              |
|          |                      | levels of          |              |
|          |                      | performance; and   |              |
|          |                      | provide            |              |
|          |                      | consequences based |              |
|          |                      | on performance     |              |
+----------+----------------------+--------------------+--------------+
| *        |                      |                    | **8**        |
| *TOTAL** |                      |                    |              |
+----------+----------------------+--------------------+--------------+

+----------+----------------------+--------------------+--------------+
| **CRI    | **DESCRIPTION**      | **METRIC**         | **RATING**   |
| TERION** |                      |                    |              |
+----------+----------------------+--------------------+--------------+
| **C      | The funds that are   | **0**- No evidence | 3 -- The     |
| riterion | being invested in    |                    | Service can  |
| #4:**    | achieving each       | **1** **--**       | provide      |
|          | performance goal     | Bureau provides    | consistent   |
| *        | will be accurately   | consistent funding | information  |
| *Reports | reported at          | information for    | on all       |
| full     | quarterly reviews    | each applicable    | funding      |
| cost of  | and in budget and    | ABC/M activity on  | invested in  |
| a        | performance          | a quarterly basis  | each         |
| chieving | documents.           |                    | activity     |
| per      |                      | **2** -- Also      | out          |
| formance |                      | provides           | put/outcome, |
| goals    |                      | consistent         | including    |
| ac       |                      | information on     | DOI end      |
| curately |                      | funds being        | outcome      |
| in       |                      | invested in each   | measure      |
| budget   |                      | Bureau and         | targets, on  |
| and      |                      | Department         | a quarterly  |
| per      |                      | activity           | basis. This  |
| formance |                      | output/outcome on  | information  |
| d        |                      | a quarterly basis  | is prepared  |
| ocuments |                      |                    | for the      |
| and can  |                      | **3** -- Also      | quarterly    |
| ac       |                      | provides           | review       |
| curately |                      | consistent         | meetings.    |
| estimate |                      | information on all |              |
| the      |                      | funding invested   |              |
| marginal |                      | in each activity   |              |
| cost     |                      | output/outcome,    |              |
| (+/-     |                      | including end      |              |
| 10%) of  |                      | outcome measure    |              |
| changing |                      | targets, on a      |              |
| per      |                      | quarterly basis    |              |
| formance |                      |                    |              |
| goals.** |                      |                    |              |
+----------+----------------------+--------------------+--------------+
|          | Bureau-wide          | **0 --**           | 1 -- Service |
|          | information on       | Information not    | managers at  |
|          | funding being        | available          | all levels   |
|          | invested in each     |                    | have the     |
|          | ABC/M work activity, | **1-** Managers at | capability   |
|          | output and outcome   | all levels have    | to extract   |
|          | is available in a    | the capability to  | reports on   |
|          | useful fashion to    | extract reports on | funding and  |
|          | program managers at  | funding and        | performance  |
|          | all levels, as       | performance data   | data (where  |
|          | app                  | (where             | applicable); |
|          | ropriate---including | applicable); and   | and the data |
|          | business/operational | the data is        | is updated   |
|          | process improvement  | updated at least   | at least     |
|          | related information  | quarterly          | quarterly.   |
|          | tailored more to     |                    |              |
|          | field level issues.  | **2-** Information |              |
|          |                      | is used in         |              |
|          |                      | decision making at |              |
|          |                      | all levels (with   |              |
|          |                      | appropriate data   |              |
|          |                      | available at the   |              |
|          |                      | appropriate level, |              |
|          |                      | e.g. ABC/M level   |              |
|          |                      | data used at the   |              |
|          |                      | operational/field  |              |
|          |                      | levels, and        |              |
|          |                      | relatively more    |              |
|          |                      | aggregated data at |              |
|          |                      | the end outcome    |              |
|          |                      | measure level used |              |
|          |                      | by the Bureau and  |              |
|          |                      | Department, etc.)  |              |
+----------+----------------------+--------------------+--------------+
|          | The marginal change  | **0 --**           | 2 -- The     |
|          | in funding due to    | Information not    | Service      |
|          | changing the level   | provided           | provides     |
|          | of a performance     |                    | estimates of |
|          | target can be        | **1** -- Bureau    | the marginal |
|          | accurately           | explains           | changes in   |
|          | estimated.           | relationship       | funding      |
|          |                      | between budgetary  | associated   |
|          |                      | changes to changes | with changes |
|          |                      | in performance     | in an end    |
|          |                      | targets            | outcome      |
|          |                      |                    | performance  |
|          |                      | **2 -** Bureau     | measure      |
|          |                      | provides estimates | target by    |
|          |                      | of the marginal    | =/- 10%.     |
|          |                      | changes in funding |              |
|          |                      | associated with    |              |
|          |                      | changes in an end  |              |
|          |                      | outcome            |              |
|          |                      | performance        |              |
|          |                      | measure target by  |              |
|          |                      | +/- 10%            |              |
|          |                      |                    |              |
|          |                      | **3** - Bureau     |              |
|          |                      | provides estimates |              |
|          |                      | of the marginal    |              |
|          |                      | changes in funding |              |
|          |                      | associated with    |              |
|          |                      | changes in an end  |              |
|          |                      | outcome            |              |
|          |                      | performance        |              |
|          |                      | measure target by  |              |
|          |                      | +/- 10%, along     |              |
|          |                      | with specifying    |              |
|          |                      | the budget year in |              |
|          |                      | which the          |              |
|          |                      | corresponding      |              |
|          |                      | changes in the     |              |
|          |                      | target will occur. |              |
|          |                      |                    |              |
|          |                      | **4** -- Bureau    |              |
|          |                      | also provides a    |              |
|          |                      | quantification of  |              |
|          |                      | the changes in     |              |
|          |                      | annual funding and |              |
|          |                      | corresponding      |              |
|          |                      | target levels in   |              |
|          |                      | each effected      |              |
|          |                      | future year        |              |
|          |                      |                    |              |
|          |                      | **5** -- Bureau    |              |
|          |                      | also provides      |              |
|          |                      | estimates of the   |              |
|          |                      | marginal change in |              |
|          |                      | funding associated |              |
|          |                      | with changes in    |              |
|          |                      | most intermediate  |              |
|          |                      | targets by +/- 10% |              |
+----------+----------------------+--------------------+--------------+
| *        |                      |                    | **6**        |
| *TOTAL** |                      |                    |              |
+----------+----------------------+--------------------+--------------+

+----------+----------------------+--------------------+--------------+
| **CRI    | **DESCRIPTION**      | **METRIC**         | **RATING**   |
| TERION** |                      |                    |              |
+----------+----------------------+--------------------+--------------+
| **C      | Define               | **0** -- No        | **3** -- The |
| riterion | representative       | measures provided  | service has  |
| #5:**    | efficiency measure   |                    | provided     |
|          | for each PARTed      | **1** -- Bureau    | measures but |
| **At     | program that         | provides measure   | cannot       |
| least    | captures a major     | but cannot be      | compare all  |
| one      | cost driver of the   | compared to        | of these to  |
| ef       | program.             | previous time      | previous     |
| ficiency |                      | period             | periods.     |
| measure  |                      |                    |              |
| exists   |                      | **2** -- Measure   | The Service  |
| for each |                      | can be used to     | has three    |
| program  |                      | track changes in   | efficiency   |
| assessed |                      | efficiency over    | measures,    |
| using    |                      | time               | but only two |
| PART.    |                      |                    | have the     |
| Dem      |                      | **3** -- Measure   | baseline     |
| onstrate |                      | can be used to     | data         |
| imp      |                      | track changes in   | necessary to |
| rovement |                      | efficiency over    | track        |
| in       |                      | time and progress  | changes over |
| program  |                      | in efficiency      | time = 66%.  |
| per      |                      | improvement is     |              |
| formance |                      | reported by the    | One of the   |
| and      |                      | Bureau quarterly   | three        |
| ef       |                      |                    | efficiency   |
| ficiency |                      | **4** -- 80% of    | measures is  |
| results  |                      | the efficiency     | still        |
| (per     |                      | measures for the   | collecting   |
| C        |                      | PART programs are  | baseline     |
| riterion |                      | approved by OMB    | information. |
| #1).**   |                      | and can be used to |              |
|          |                      | track changes in   |              |
|          |                      | efficiency over    |              |
|          |                      | time and progress  |              |
|          |                      | in efficiency      |              |
|          |                      | improvement as     |              |
|          |                      | reported by the    |              |
|          |                      | Bureau using MITS  |              |
|          |                      |                    |              |
|          |                      | **5**-             |              |
|          |                      | OMB-approved       |              |
|          |                      | measures exist for |              |
|          |                      | 100% of PART       |              |
|          |                      | programs that can  |              |
|          |                      | be used to track   |              |
|          |                      | changes quarterly  |              |
|          |                      | in efficiency      |              |
|          |                      | improvement and    |              |
|          |                      | progress relative  |              |
|          |                      | to PART            |              |
|          |                      | recommendations    |              |
|          |                      | thru MITS          |              |
+----------+----------------------+--------------------+--------------+
|          | Describe what        | **0** -- No        | 1- The       |
|          | improvements in      | information        | Service can  |
|          | efficiency are being | provided that      | explain how  |
|          | made or can be made  | relates program    | programmatic |
|          | based on             | and/or resources   | and/or       |
|          | programmatic and/or  | decisions to       | resource     |
|          | resource             | efficiency         | reallocation |
|          | reallocation         |                    | decisions    |
|          | decisions.           | **1** -- Bureaus   | are related  |
|          |                      | can explain how    | to changes   |
|          |                      | programmatic       | in the       |
|          |                      | and/or resource    | efficiency   |
|          |                      | reallocation       | measure      |
|          |                      | decisions are      | (achieved or |
|          |                      | related to changes | expected) in |
|          |                      | in the efficiency  | general or   |
|          |                      | measure (achieved  | qualitative  |
|          |                      | or expected) in    | terms.       |
|          |                      | general or         |              |
|          |                      | qualitative terms  | By August    |
|          |                      |                    | 2005, the    |
|          |                      | **2** -- Bureaus   | FWS will be  |
|          |                      | can explain how    | able to      |
|          |                      | programmatic       | provide      |
|          |                      | and/or resource    | performance  |
|          |                      | reallocation       | against      |
|          |                      | decisions are      | costs at all |
|          |                      | related to changes | levels of    |
|          |                      | in the efficiency  | the          |
|          |                      | measure (achieved  | o            |
|          |                      | or expected) in    | rganization. |
|          |                      | quantitative terms |              |
|          |                      |                    |              |
|          |                      | **3** -- Bureau    |              |
|          |                      | can explain how    |              |
|          |                      | programmatic       |              |
|          |                      | and/or resource    |              |
|          |                      | reallocation       |              |
|          |                      | decisions are      |              |
|          |                      | related to changes |              |
|          |                      | in the efficiency  |              |
|          |                      | measure (achieved  |              |
|          |                      | or expected) in    |              |
|          |                      | quantitative terms |              |
|          |                      | and are documented |              |
|          |                      | in MITS            |              |
|          |                      |                    |              |
|          |                      | **4** - Bureau     |              |
|          |                      | reports quarterly  |              |
|          |                      | on how             |              |
|          |                      | programmatic       |              |
|          |                      | and/or resource    |              |
|          |                      | reallocation       |              |
|          |                      | decisions which    |              |
|          |                      | are related to     |              |
|          |                      | changes in the     |              |
|          |                      | efficiency         |              |
|          |                      | measures (achieved |              |
|          |                      | or expected) in    |              |
|          |                      | quantitative terms |              |
|          |                      | using MITS         |              |
|          |                      |                    |              |
|          |                      | **5** - Bureau     |              |
|          |                      | reports monthly on |              |
|          |                      | programmatic       |              |
|          |                      | and/or resource    |              |
|          |                      | reallocation       |              |
|          |                      | decisions due to   |              |
|          |                      | changes in the     |              |
|          |                      | efficiency         |              |
|          |                      | measures in        |              |
|          |                      | quantitative terms |              |
|          |                      | using MITS         |              |
+----------+----------------------+--------------------+--------------+
| *        |                      |                    | **4**        |
| *TOTAL** |                      |                    |              |
+----------+----------------------+--------------------+--------------+

+----------+----------------------+---------------------+-------------+
| **CRI    | **DESCRIPTION**      | **METRIC**          | **RATING**  |
| TERION** |                      |                     |             |
+----------+----------------------+---------------------+-------------+
| **C      | Bureaus use          | **0**-- No          | 4 -- The    |
| riterion | performance          | relationship        | Service     |
| #6:**    | information,         | demonstrated /      | budget      |
|          | especially PART, to  | explained           | submission  |
| **Uses   | direct program       |                     | documents   |
| PART     | improvements and to  | **1**- Responses to | management  |
| eval     | justify funding      | deficiencies        | and budget  |
| uations, | requests, management | determined via the  | decisions   |
| ratings, | actions, and         | PART process have   | made as a   |
| and      | legislative          | been identified and | result of   |
| per      | proposals.           | documented in MITS  | the PART    |
| formance |                      | action plan         | assessment  |
| inf      |                      |                     | and is      |
| ormation |                      | **2** -- Bureau can | consistent  |
| to       |                      | demonstrate direct  | with        |
| direct   |                      | link between the    | documented  |
| program  |                      | PART assessments    | progress    |
| impro    |                      | and consideration   | against the |
| vements, |                      | of management       | PART        |
| justify  |                      | actions, potential  | reco        |
| funding  |                      | changes in funding  | mmendations |
| r        |                      | levels, and/or      | in MITS.    |
| equests, |                      | development of      |             |
| ma       |                      | legislative         | The         |
| nagement |                      | proposals and       | Nationwide  |
| actions, |                      | documented as       | Adm         |
| and      |                      | responses to PART   | inistrative |
| leg      |                      | recommendations at  | Functions   |
| islative |                      | least quarterly in  | Efficiency  |
| pr       |                      | MITS                | Review is   |
| oposals. |                      |                     | an example  |
| Less     |                      | **3** -- In         | of FWS use  |
| than 10% |                      | addition, budget    | of          |
| of       |                      | submission          | performance |
| Agency   |                      | documents           | information |
| PART     |                      | management and      | to direct   |
| programs |                      | budget decisions    | program     |
| receive  |                      | made as a result of | im          |
| a        |                      | the PART            | provements. |
| "Results |                      | assessment, which   |             |
| Not      |                      | is consistent with  | *Metric 5   |
| Demon    |                      | documented progress | is not      |
| strated" |                      | against PART        | under       |
| rating   |                      | recommendations in  | standable*. |
| for more |                      | MITS                |             |
| than two |                      |                     |             |
| years in |                      | **4** -- In         |             |
| a row.** |                      | addition,           |             |
|          |                      | management action   |             |
|          |                      | and/or changes in   |             |
|          |                      | funding levels due  |             |
|          |                      | to PART assessment  |             |
|          |                      | are reported during |             |
|          |                      | the year in         |             |
|          |                      | quarterly reviews,  |             |
|          |                      | in budget           |             |
|          |                      | submission          |             |
|          |                      | material, and in    |             |
|          |                      | MITS                |             |
|          |                      |                     |             |
|          |                      | **5** -- In         |             |
|          |                      | addition to the     |             |
|          |                      | activities listed   |             |
|          |                      | above, Bureau       |             |
|          |                      | applies recommended |             |
|          |                      | reviews when        |             |
|          |                      | triggered by        |             |
|          |                      | certain ranges of   |             |
|          |                      | PART scores.        |             |
+----------+----------------------+---------------------+-------------+
|          | Bureau has           | **0** --            | 2 - The     |
|          | identified those     | Significant gaps    | Service is  |
|          | PARTed programs      | remain in program   | i           |
|          | (past, present, and  | definition,         | mplementing |
|          | future) for which    | management process, | strategies  |
|          | measures do not      | and/or measures     | for         |
|          | currently exist and  |                     | resolving   |
|          | provided strategy    | **1** -- Bureau has | PART        |
|          | for developing and   | identified present  | de          |
|          | baselining measures  | and future programs | ficiencies, |
|          | in time for the PART | for which adequate  | especially  |
|          | assessment           | performance         | those       |
|          | activities. RePART   | measures to satisfy | related to  |
|          | those programs       | the PART            | the program |
|          | previously           | requirements do not | achieving   |
|          | classified as        | currently exist     | the         |
|          | "results not         |                     | distinction |
|          | demonstrated" for    | **2** -- Bureau is  | of "results |
|          | more than two years. | implementing        | not         |
|          |                      | strategies for      | de          |
|          |                      | resolving PART      | monstrated" |
|          |                      | deficiencies,       |             |
|          |                      | especially those    | *Currently, |
|          |                      | related to the      | 60% of      |
|          |                      | program achieving   | Service's   |
|          |                      | the distinction of  | PART        |
|          |                      | "results not        | programs    |
|          |                      | demonstrated"       | are         |
|          |                      |                     | classified  |
|          |                      | **3-** No more than | as results  |
|          |                      | 20% of the Bureau's | not         |
|          |                      | PART programs       | dem         |
|          |                      | classified as       | onstrated.* |
|          |                      | "results not        |             |
|          |                      | demonstrated"       |             |
|          |                      | remain as such for  |             |
|          |                      | more than two years |             |
|          |                      | in a row            |             |
|          |                      |                     |             |
|          |                      | **4** -- Less than  |             |
|          |                      | 10% of the Bureau's |             |
|          |                      | PART programs       |             |
|          |                      | classified as       |             |
|          |                      | "results not        |             |
|          |                      | demonstrated"       |             |
|          |                      | remain as such for  |             |
|          |                      | more than two years |             |
|          |                      | in a row            |             |
|          |                      |                     |             |
|          |                      | **5** -- No Bureau  |             |
|          |                      | PART programs are   |             |
|          |                      | classified as       |             |
|          |                      | "results not        |             |
|          |                      | demonstrated" for   |             |
|          |                      | more than 2 years.  |             |
+----------+----------------------+---------------------+-------------+
| *        |                      |                     | **6**       |
| *TOTAL** |                      |                     |             |
+----------+----------------------+---------------------+-------------+