Order 1110340: The Balanced Scorecard
Most Effective Use of Contracting
Approaches to Maximize Efficiency
and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems,
FPDS-NG, IIPS, DOE/C-Webb, local
tracking systems.
Data Generation: Data is tabulated from the listed
tracking systems.
Data Verification: Procurement Directors are
responsible for accurately reporting results and
retention of records in accordance with records
management requirements. Records will be made
available for compliance and/or HQ reviews.
Performance Based Service Contracts:
Data Source: FPDS-NG.
Data Generation: Data is tabulated from the listed
tracking system.
Data Verification: Procurement Directors are
responsible for accuracy of data entered into the
FPDS-NG. HQ will randomly sample pre and
post award actions and compare against the
FAR PBSC standards.
Use of Electronic Commerce:
1. Percent of purchase and delivery orders issued
through electronic commerce as a percentage of
total simplified acquisition actions.
2. Percent of all synopses (for which widespread
notice is required) and associated solicitations posted
on FEDBIZOPPS for actions over $25K. This
measure will be tracked at HQ.
3. Percent of all new competitive acquisition
transactions over $100K conducted through
electronic commerce.
Performance Based Service Contracts:
PBSCs awarded as a percentage of total eligible new
service contract awards (applicable to actions
over $100K).
Percent of total eligible service contract dollars
obligated for PBSCs (applicable to all actions
over $25K). This measure will be tracked at HQ.
70%
100%
40%
66%
75%
INTERNAL BUSINESS PERSPECTIVE - Cont.
OBJECTIVE MEASURE TARGET
5
BALANCED SCORECARD
PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES
INTERNAL BUSINESS PERSPECTIVE
Procurement
6
|
OBJECTIVE |
MEASURE |
OPERATIONALTARGET |
MANAGEMENT INITIATIVES |
||
|
|
|
|
Project |
Action Officer |
Due Date |
|
Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness Use of Electronic Commerce: Data Source: Electronic Small Purchase Systems; FPDS-NG; IIPS; DOE/C Web; Local Tracking Systems |
Use of Electronic Commerce: 1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of total simplified acquisition actions. (Contd) |
70%
|
· Support Integrated Acquisition Environment: · Transition to electronic Subcontracting Reporting System and retire DOE’s legacy SRS · Assess Agency use of Federal Technical Document Solution
|
ME-65 D Hoexter |
4th Qtr |
|
|
2. Percent of all synopses (for which widespread notice is required) and associated solicitations posted on FedBizOpps for actions over $25K. This measure will be tracked at HQ. ( ( ( |
100% |
|
|
|
|
|
|
|
|
|
|
( Presidential Management Agenda ( FY05-09 Planning Guidance
( FY05 OMBE Congressional Budget ( Identified by Mgmt as a Critical Mgmt Improvement Initiative (DOE N 125.1)
( DOE 5-Yr Workforce Restructuring Plan ( GAO/IG Management Challenge
( FMFIA – Acquisition Workforce Issues ( OMBE Management Commitment Plan - FY05
( SES Performance Plan (RHopf) ( OMBE Strategic Workforce Plan FY05 Interim Update
ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE - FY 2005
Balanced Scorecard Initiative: Title of initiative (in italics and bold text)
Action Officer: Name of staffer (and office code) with responsibility for completion.
Objective of the Initiative: No more than one paragraph that clarifies WHY we are doing this action and the intended RESULTS. Also, if appropriate, provide a description of the scope of the initiative in terms of the work to be done (e.g., will this be a major effort requiring establishment of a large work group? etc.).
Approach: Briefly describe the plan, processes, and resources necessary to accomplish the objective.
Due Date: List the FY quarter in which completion will occur.
Planned Milestones: Identify the major processes, milestones, and list the scheduled start/completion dates. Attach any chart you may have developed that shows work flow/scheduling, etc.
Current Status: Current status is to be up-dated by each Action Officer and submitted to the Office Director prior to each of the quarterly reviews of BSC status (Office Directors and Mr. Hopf). This information will be important, particularly if the planned milestones listed above are not on-track, or have not been met.
Outcome: When the action is completed, provide a brief statement (one or two sentences) describing the finished product and its benefits.
(Note: When the initiative is complete, and the Outcome section is filled-in, send a copy of this Action Plan/Status Report to Yolonda along with a copy of the “completion document” for the initiative (i.e., the report, Acquisition Letter, or other document that evidences completion of the initiative. If there is no “completion document,” then state this in the Outcome section). At the end of the year, this Action Plan/Status Report will then serve as the cover page for the “completion document” that becomes part of the BSC Initiatives Completion Book that Yolonda maintains for Mr. Hopf.)
7
OBJECTIVE
MEASURE
OPERATIONAL
TARGET
MANAGEMENT INITIATIVES
Project
Action
Officer
Due
Date
Most Effective Use of
Contracting Approaches to
Maximize Efficiency and
Cost Effectiveness
Use of Electronic Commerce :
Data Source: Electronic
Small Purchase Systems;
FPDS-NG; IIPS; DOE/C
Web; Local Tracking
Systems
Use of Electronic Commerce:
1. Percent of purchase and
delivery orders issued
through electronic
commerce as a percentage of
total simplified acquisition
actions. (Contd)
70%
Support Integrated Acquisition
Environment:
o Transition to electronic
Subcontracting Reporting
System and retire DOE’s
legacy SRS
o Assess Agency use of Federal
Technical Document Solution
ME-65
D Hoexter
4
th
Qtr
2. Percent of all synopses (for
which widespread notice is
required) and associated
solicitations posted on
FedBizOpps for actions over
$25K. This measure will be
tracked at HQ.
100%
Presidential Management Agenda FY05-09 Planning Guidance
FY05 OMBE Congressional Budget Identified by Mgmt as a Critical Mgmt Improvement Initiative (DOE N 125.1)
DOE 5-Yr Workforce Restructuring Plan GAO/IG Management Challenge
FMFIA – Acquisition Workforce Issues OMBE Management Commitment Plan - FY05
SES Performance Plan (RHopf) OMBE Strategic Workforce Plan FY05 Interim Update