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FWS President’s Management Agenda (PMA) Scorecards

The Service’s Division of Cost and Performance Management coordinates reporting to the Department of the Interior (DOI) on progress toward achieving the President’s Management Agenda (PMA) initiatives for government-wide reform.  An adaptation of the President's PMA scorecards, DOI’s scorecards are intended to be used internally to help DOI bureaus and offices assess their status and progress in realizing PMA goals. Criteria specific to DOI and its bureaus were developed through a cross-departmental effort. The criteria are applied using rating scales tied to color-rating bars (red for low scores, yellow for middle scores, and green for high scores) that visually indicate progress and status scores.  DOI bureaus and offices use the scorecards to self-assess their progress every six months. The latest nine FWS Scorecards with the ratings for the 2nd quarter of FY 2008 follow.  Please click on the PMA initiative to view the scorecard summary.

Short descriptions of the PMA Initiatives include:

Human Capital

The Service is working on a comprehensive Workforce Planning strategy that addresses the integration of Strategic Habitat Conservation, 2006 Federal Human Capital Survey findings, and the analysis of critical competencies in its workforce. Strategic Habitat Conservation encompasses the important theme of working with others to do the right things, in the right place, at the right time. The Service is integrating Strategic Habitat Conservation by asking what kind of leadership, skills, communication, and culture are necessary to achieve landscape conservation and desired biological outcomes. 
Competitive Sourcing
The Service seeks to achieve efficient and effective competition between public and private sources to generate better value for our customers. The goal of Competitive Sourcing is not to decrease or arbitrarily contract Federal activities; instead, Competitive Sourcing focuses on bringing the best value for services to our citizens by opening up commercial functions to competition. All Federal agencies, including the Fish & Wildlife Service (FWS), comply with the FAIR Act of 1998 by conducting an inventory to identify functions of the federal government that are not inherently governmental. Commercial activities performed by federal employees and listed in FWS's FAIR Act Inventory are reviewed for the purpose of deciding whether to continue them in-house or to outsource the performance of the activity.


Improved Financial Performance

The President’s Management Agenda, Government-wide initiatives, and Improved Financial Performance challenge agencies to produce accurate and timely financial information to support operating, budget, and policy decisions.  The Service continually demonstrates its dedication to maintaining integrity and accountability in its programs and operations by continuing the evaluation of internal controls over financial reporting in accordance with OMB Circular A-123, Appendix A.  
Electronic Government
E-Government uses improved Internet-based technology to make it easy for citizens and businesses to interact with the government, save taxpayer dollars, and streamline citizen-to-government communications. The goal is to eliminate redundant systems and significantly improve the government's quality of customer service for citizens and businesses. DOI has launched several multi-agency E-Government projects aimed at making our services more citizen-centered, including Recreation One-Stop (http://www.recreation.gov),  Geospatial One-Stop (http://gos2.geodata.gov/wps/portal/gos) , and Volunteer http://www.volunteer.gov/gov/
 

Performance Improvement Initiative

The Service has designed and implemented architecture for linking work activity costs to performance through an enterprise-wide performance and cost management system.  The design and structure of the performance and cost system allows the Service to relate full costs to performance as a decision tool in the budget formulation and allocation process. The Service uses its Operational Plan and Activity-Based Costing information as the basis for developing its fiscal year budget requests. The advantage of the enterprise view in performance-based decision-making is the clarity and transparency of mission level results, the contributions of various programs as measured by their performance and cost toward achieving those results, and freedom to realign those resource contributions in a manner that provides the greatest opportunity to achieve those results.

Real Property

The Service continues to modernize its asset management program in concert with implementing Executive Order 13327 on Federal Real Property Asset Management, the DOI Asset Management Plan (June 2007), and the FWS Asset Management Plan (March 2007).  This effort keys in on improving inventory information on asset condition, understanding full life cycle costs to include component renewal and preventative maintenance, developing a better understanding of individual asset’s contribution to mission, and managing assets as comprehensive portfolios rather than independent individual assets.

Energy Management

The Service continues to incorporate energy management into Environmental Management System reviews, and has issued program and technical guidance regarding maximizing energy efficiency opportunities.  The Service is committed to Federal leadership in the design, construction, and operation of high-performance and sustainable buildings.  The Service is continuing to reduce waste by-products and increase the recycled content of materials used in construction projects.  The Service will continue to identify and fund cost effective energy projects at refuges and hatcheries.

Environmental Stewardship

The Service ensures that its facilities and activities comply with new and existing Federal, State, and local environmental laws and regulations as required by the Federal Facility Compliance Act.  The Service also provides technical assistance to Regional offices and field stations for environmental cleanups, compliance policy, training, environmental compliance audits, Environmental Management Systems, and environmental compliance technical assistance for Regional offices and field stations.

Transportation Management

Modifications to the Service’s 5-Year Fleet Plan enhanced the motor vehicle fleet management program by aligning responsibilities to program goals and establishing the Service Transportation Review Board (STRB).  The STRB’s primary mission is to review fleet performance and recommend strategies and policies to enhance program effectiveness.  Further improvements to the motor vehicle management program involve a strategy to comply with the new alternative fuel use (AFV) in AFV’s standard; establishing Regional fleet baselines in order to manage the size, utilization, and flexibility of the fleet in order to respond to changing mission needs; and reporting tools to reduce petroleum fuel use while increasing alternative fuel and AFVs.

Results.gov

In December 2002, the White House launched http://www.whitehouse.gov/results/,  a web site designed to help all Federal employees better serve the American people. This web site offers information about the President's expectations, goals, and policies, and efforts to realize the President's Management Agenda.

 

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Last Modified: 2/5/2013