About the President's Management Agenda
The President's Management Agenda (PMA) is a management initiative instituted by President George W. Bush in April 2001 to improve management practices across the Federal Government and transform government into results-oriented, efficient and citizen-centered enterprise. To focus the Government's efforts on results and value, the President directed the Office of Management and Budget and Federal agencies to implement five Government-wide management initiatives and other specific management reforms where appropriate.
Treasury uses the five initiatives of the PMA, which are detailed in the following section, as an important vehicle to accomplish and measure the strategic objectives of the Department. The PMA is used as a framework to strengthen Treasury's workforce, lower the cost of doing business through competition, improve financial performance, increase the use of information technology and E-Government capabilities, and integrate budget decisions with performance data. The Office of Management and Budget assesses each agency's status and progress for each of the five PMA initiatives on a quarterly basis. Initiative “status” describes overall success, and “progress” describes the efforts underway to meet its PMA goals.
The Five Government-wide PMA Objectives
Treasury strategically manages its workforce by aligning human capital strategies to agency mission, core values, goals, and objectives. Treasury uses strategic workforce planning and flexible tools to recruit, retain, and reward employees, thus developing a diverse, high-performing workforce.
Through Competitive Sourcing, Treasury leverages public-private competition deliver services effectively and at the lowest cost possible to American taxpayers. Competitive Sourcing allows Treasury to look internally and externally for the most efficient ways to achieve its mission.
Treasury is working to develop the financial systems capability in compliance with the Federal Financial Management Improvement Act (FFMIA) and accounting processes to produce accurate and timely information to support operating, budget, and policy decisions. Treasury is also continuing to reengineer processes to better measure and report on Treasury programs and activities. These actions will facilitate internal analysis, resolve known auditor-reported and Federal Managers’ Financial Integrity Act material weaknesses, prevent new material weaknesses, and enhance external financial statement reporting.
Expanding electronic government products and services across Treasury makes the workforce more efficient and the agency more effective. In support of the PMA, the Treasury Chief Information Officer (CIO) is focused on: developing a Treasury Enterprise Architecture to guide future IT planning; preparing high quality business cases to justify major IT investments; managing IT projects to within 10% of cost/schedule/performance baselines; certifying and accrediting all Treasury IT systems to protect information from unauthorized access and theft; and fully participating in all Presidential E-Government Initiatives.
Treasury works to assess the effectiveness and efficiency of its programs and allocate scarce resources accordingly. Budget and performance integration links strategic planning, budgeting and program evaluation functions and incorporates the PART evaluation process as a tool for decisionmaking.
Other PMA Initiatives
In FY 2005, Treasury will begin setting performance targets for tracking progress on eliminating improper payments. Treasury is currently working with the Office of Manaagement and Budget to develop a risk assessment plan to identify vulnerable programs create measurement systems and corrective action plan3 that includes aggressive, yet feasible, reduction targets across the Department.
Treasury Performance
In FY 2004, Treasury improved three of its five initiative scores for the PMA initiatives, which directly contribute to Department’s management successes Overall, Treasury improved its Human Capital, Competitive Sourcing and Budget and Performance Integration scores, demonstrating Treasury’s commitment to building a world-class organization and providing the best value and service for its customers. Financial Performance and E-Government remained Red.
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