# Presentation: 705258

## I-MANAGE Key Design Decisions

**Governing regulations, policies, and guidance**
**Factors to consider**
**Proposed system design**
**Proposed business / policy decisions**

**Integrating Budget and Performance**

## Integrating Budget and Performance

**Requirement for a Strategic Plan**
**"Government Performance and Results Act of 1993“ enacted January 5, 1993.**
- Chapter 3 of title 5, United States Code, Sec. 306. Strategic plans, paragraph (a): “No later than September 30, 1997, the head of each agency shall submit to the Director of the Office of Management and Budget and to the Congress a _**strategic plan**_ for program activities.”

**Governing Regulations, Policies, and Guidance**

## Integrating Budget and Performance

**Requirement for a Strategic Plan  "Such plan shall contain-**
- A comprehensive _mission statement_ covering the major functions and operations of the agency;
- General goals and objectives, including _outcome - related goals and objectives_, for the major functions and operations of the agency;
- A description of how the goals and objectives are to be achieved, including a description of the operational processes, skills and technology, and the human, capital, information, and other resources required to meet those goals and objectives;
- A description of how the _performance goals_ included in the plan required by section 1115(a) of title 31 shall be related to the general goals and objectives in the strategic plan;
- An identification of those key factors external to the agency and beyond its control that could significantly affect the achievement of the general goals and objectives; and
- A description of the _program evaluations_ used in establishing or revising general goals and objectives, with a schedule for future program evaluations.

**Governing Regulations, Policies, and Guidance - GPRA**

## Integrating Budget and Performance

**Requirement for a Strategic Plan**
**"(b) The strategic plan shall cover a period of not less than five years forward from the fiscal year in which it is submitted, and shall be updated and revised at least every three years.**
**"(c) The performance plan required by section 1115 of title 31 shall be consistent with the agency's strategic plan. A performance plan may not be submitted for a fiscal year not covered by a current strategic plan under this section.**

**Governing Regulations, Policies, and Guidance - GPRA**

## Integrating Budget and Performance

**"Government Performance and Results Act of 1993“ enacted January 5, 1993.**
- Chapter 11 of title 31, United States Code, Sec. 1115. Performance plans, paragraph (a): “In carrying out the provisions of section 1105(a)(29), the Director of the Office of Management and Budget shall require each agency to prepare an _**annual performance plan**_ covering each ***program activity*** set forth in the budget of such agency.”

**Governing Regulations, Policies, and Guidance - GPRA**

## Integrating Budget and Performance

**The annual performance plan shall:**
- Establish goals to define the level of performance to be achieved by a _program activity_;
- Express such goals in an objective, quantifiable, and measurable form unless authorized to be in an alternative form under subsection (b);
- Briefly describe the operational processes, skills and technology, and the human, capital, information, or other resources required to meet the performance goals;
- Establish _performance indicators_ to be used in measuring or assessing the relevant outputs, service levels, and outcomes of each program activity;
- Provide a basis for comparing actual program results with the established performance goals; and
- Describe the means to be used to verify and validate measured values.

**Governing Regulations, Policies, and Guidance - GPRA**

## Integrating Budget and Performance

**Terms and Definitions Within GPRA:**
- _‘__Outcome measure'_ means an assessment of the results of a program activity compared to its intended purpose;
- _‘__Output measure'_ means the tabulation, calculation, or recording of activity or effort and can be expressed in a quantitative or qualitative manner;
- _‘__Performance goal'_ means a target level of performance expressed as a tangible, measurable objective, against which actual achievement can be compared, including a goal expressed as a quantitative standard, value, or rate;
- _‘__Performance indicator'_ means a particular value or characteristic used to measure output or outcome;
- _‘__Program activity'_ means a specific activity or project as listed in the program and financing schedules of the annual budget of the United States Government; and
- _‘__Program evaluation'_ means an assessment, through objective measurement and systematic analysis, of the manner and extent to which Federal programs achieve intended objectives.

**Governing Regulations, Policies, and Guidance - GPRA**

## Integrating Budget and Performance

**OMB Circular No. A-11, Part 6: Preparation and Submission of Strategic Plans, Annual Performance Plans, and Annual Performance Reports**
- “The strategic plans provide the framework for implementing all other parts of this Act (GPRA) and set out a course of action and accomplishment over the long term.
- Complementing the strategic plans are annual performance plans that set annual goals with measurable target levels of performance, and annual program performance reports that compare actual performance to the annual goals. Together, these should define a course to improve the performance of government programs and operations, and the basis for the Federal Government to manage for results.”

**Governing Regulations, Policies, and Guidance**

## Integrating Budget and Performance

**Other guidance is found in:**
- The President’s Management Agenda
- OMB’s Program Assessment Rating Tool (PART)
- FASAB Statement of Federal Financial Accounting Standards Number 4 – “Managerial Cost Accounting Concepts and Standards for the Federal Government”.

**Governing Regulations, Policies, and Guidance**

## Integrating Budget and Performance

**Current Performance Management Systems:**
- Joule is the system provided by the Office of Program Analysis and Evaluation (PA&E), ME-20 for development, maintenance and administration of the Department’s Annual Performance Plans.
- Other programmatic or site specific systems are in use, including Environmental Management’s Integrated Planning, Accountability and Budget System (IPABS).
**The I-MANAGE Standard Budget System is not scheduled for deployment until sometime in early FY2006.**
- This should be the target system for design purposes.
- One package identified as a candidate for this system (RGII) has integrated performance metrics built into the package.
- The Oracle e-Business Suite does not provide a *federalized* performance management module.
**The proposed design (systematic and organizational) for managerial cost accounting within the I-MANAGE Systems must be considered in the context of this design decision.**

**Factors to Consider**

## Integrating Budget and Performance

**Joule will continue as an interim solution.**
- Currently built upon a non ANSI compliant, proprietary data structure with limited import / export capability.
- Eliminates tight integration as a possibility.
- In all probability, would not align with the Enterprise Architecture.
- The vendor has indicated that a new version of the application will be ported to Microsoft SQL Server, and Oracle.
- Targeted for end of FY2003.
- Currently, in technical jargon, this is “virtual-ware”.
- Still, we will work with the Office of PA&E to evaluate
- 	the product if/when it is released.

**Proposed System Design**

## Integrating Budget and Performance

**We will continue to work with Oracle to determine the status of a fully integrated, federalized performance management solution.**
**We will continue to review the RGII package capabilities to determine the feasibility of this solution for the Department’s requirements.**
**We will further analyze and review functionality in the IPABS system to determine its feasibility as an enterprise solution to address DOE requirements.**
**In parallel with those activities, and depending on the outcome of today’s session, we will develop a “physical” data model that fully integrates with the Oracle Federal Financial Applications database structure. **

**Proposed System Design**

## Integrating Budget and Performance

**Ledger**

**STARS Oracle Federal Financials V11i**

**Purchasing**

**Accounts **
**Payable**

**Accounts **
**Receivable**

**Fixed**
**Assets**

- Several questions must be answered:
- Where will performance metrics be stored?
- How many levels are required?
- Will the system provide for multiple “sets” of performance metrics?
- What degree of flexibility will be available in designing and maintaining performance metrics?
- How will the performance hierarchy be linked to the AFF?
- What reporting will be necessary?
- How will cross-cuts be handled?  Congressional earmarks?

**Integrating Budget and Performance**

**Proposed System Design**

## Where will performance metrics be stored?
As described earlier, performance metrics will reside in Joule, the new I-MANAGE Standard Budget System (e.g. RGII), or a new Performance Database tightly integrated with STARS and the new Standard Budget System.
How many levels are required?
There are no practical physical limitations to the number of levels available, however, policy will dictate the number of levels required within a given “set” of performance metrics.
Will the system provide for multiple “sets” of performance metrics?
Yes. The system will allow authorized end-users to establish different sets of performance metrics based on their individual needs.
These will be logically segregated as appropriate. For example, for each fiscal year, there will exist a unique set of performance metrics for the Annual Performance Plan as prescribed by GPRA and OMB Circular A-11.  These will exist as a logical set of metrics, accessible as a whole, segregated from other “sets” of performance metrics.

**Proposed System Design**

**Where will performance metrics be stored?**
- As described earlier, performance metrics will reside in Joule, the new I-MANAGE Standard Budget System (e.g. RGII), or a new Performance Database tightly integrated with STARS and the new Standard Budget System.
**How many levels are required?**
- There are no practical physical limitations to the number of levels available, however, policy will dictate the number of levels required within a given “set” of performance metrics.
**Will the system provide for multiple “sets” of performance metrics?**
- Yes. The system will allow authorized end-users to establish different sets of performance metrics based on their individual needs.
- These will be logically segregated as appropriate. For example, for each fiscal year, there will exist a unique set of performance metrics for the Annual Performance Plan as prescribed by GPRA and OMB Circular A-11.  These will exist as a logical set of metrics, accessible as a whole, segregated from other “sets” of performance metrics.

## What degree of flexibility will be available in designing and maintaining performance metrics?
Obviously, this depends on the solution selected and deployed, but the general idea is to provide great flexibility to build performance hierarchies, tabular performance structures, and stand-alone performance structures.
The system should provide the capability to cross-link and otherwise group performance metrics in multiple ways.
The system should protect the user from creating invalid rollups.
How will the performance hierarchy be linked to the Accounting Flex-field (AFF)?
Through the indexing features available within the relational database technology.
The system should provide the ability to link to any segment level within the AFF, or to logical structures within a given segment (e.g. summary roll-ups, parent/children rollups). 

**Proposed System Design**

- What degree of flexibility will be available in designing and maintaining performance metrics?
- Obviously, this depends on the solution selected and deployed, but the general idea is to provide great flexibility to build performance hierarchies, tabular performance structures, and stand-alone performance structures.
- The system should provide the capability to cross-link and otherwise group performance metrics in multiple ways.
- The system should protect the user from creating invalid rollups.
- How will the performance hierarchy be linked to the Accounting Flex-field (AFF)?
- Through the indexing features available within the relational database technology.
- The system should provide the ability to link to any segment level within the AFF, or to logical structures within a given segment (e.g. summary roll-ups, parent/children rollups).

## What reporting will be necessary?
Yet to be determined, but with proper data modeling and system design, the reporting possibilities will be extremely powerful.
Detailed reporting specifications will be developed.
How will cross-cuts be handled?
Through standard functionality available within the Oracle Applications software, we will be able to handle some of the existing cross-cuts.
In the position paper, we discuss some issues associated with policy changes that would potentially require policy changes.  
Congressional earmarks?
 Through standard functionality within the Oracle software, to the greatest extent possible 

**Proposed System Design**

- What reporting will be necessary?
- Yet to be determined, but with proper data modeling and system design, the reporting possibilities will be extremely powerful.
- Detailed reporting specifications will be developed.
- How will cross-cuts be handled?
- Through standard functionality available within the Oracle Applications software, we will be able to handle some of the existing cross-cuts.
- In the position paper, we discuss some issues associated with policy changes that would potentially require policy changes.**  **
- Congressional earmarks?
** **Through standard functionality within the Oracle software, to the greatest extent possible

## Integrating Budget and Performance

**We can provide an integrated systematic solution, but the entire process of performance based budgeting must be explored in detail as part of the Standard Budget System Implementation process.**
**Understanding the concept of cost accounting, and what constitutes full costs will be discussed in tomorrow’s session, however, integration of performance, budget, and costs hinges on agreement as to what each of these variables is comprised of.**
** **

**Proposed Business Process Changes**