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DEPARTMENT OF ENERGY

FEDERAL PROCUREMENT SYSTEM

BALANCED SCORECARD

PERFORMANCE ASSESSMENT

FY2003

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MISSION

To provide acquisition and assistance services tosupport accomplishment of the Department s programmatic goals and objectives.

STRATEGYTo change the present system s culture, management

systems, and line processes consistent with the principles of Quality Management, in order toestablish and maintain: a customer focus, a sense of urgency, continuous and breakthrough processimprovement, and an emphasis on results.

VISIONTo deliver on a timely basis the best value product

or service to our customers while maintainingthe public s trust and fulfilling public policyobjectives.

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BALANCED SCORECARDSTRATEGIC PERSPECTIVES

MISSION

VISION

STRATEGY

LEARNINGAND

GROWTH

CUSTOMER

FINANCIALINTERNALBUSINESS

PROCESSES

How do our customerssee us?

What must we excel at?

Do we continue toimprove and createvalue?

Do we get the bestdeal for the Government?

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FINANCIAL

To Succeed Financially,How Should We Appear To Our Stakeholders?

MISSION

VISION

STRATEGY

LEARNING

AND

GROWTHTo Achieve Our Vision,How Will We Sustain Our Ability To Change AndImprove?

CUSTOMER

To Achieve Our Vision,How Should We Appear

To Our Customers?

INTERNAL BUSINESS

PROCESSES

To Satisfy Our Stakeholders

and Customers, What BusinessProcesses Must We Excel At?

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LEARNING

AND

GROWTH

- Access to Strategic Information- Employee Satisfaction- Organization Structured for

Continuous Improvement - Quality Workforce

FINANCIAL

- Optimum Cost Efficiency of

Purchasing Operations

MISSION

VISION

STRATEGY

CUSTOMER

- Customer Satisfaction- Effective Service/Partnership INTERNAL BUSINESS

PROCESSES

- Acquisition Excellence- Most Effective Use of

Contracting Approaches

- Use of Electronic Commerce- Performance-Based ServiceContracts

- Use of Competition- Streamlined Processes- Reduction in Overage

Instruments- On-Time Delivery- Supplier Satisfaction- Socioeconomics

BALANCED SCORECARDPERSPECTIVES AND OBJECTIVES

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Customer SatisfactionData Source: Customer SurveyData Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-

able for compliance and/or HQ reviews.

Effective Service/PartnershipData Source: Customer SurveyData Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-able for compliance and/or HQ reviews.

Timeliness: Extent of customer satisfaction with timeliness of procurement processing; planningactivities; and on-going communications.

Quality: Extent of customer satisfactionwith the quality of goods and servicesdelivered.

Extent of customer satisfaction with theresponsiveness, cooperation, and level of communication with the procurementoffice.

85% for FY 2002We will not measure in FY 2001and FY 2003



CUSTOMER PERSPECTIVE

OBJECTIVE MEASURE TARGET

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Acquisition ExcellenceData Source: Manager s Self-Assessment Survey, protest data

Data Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.

Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records management

requirements. Reports will be made avail-able for compliance and/or HQ reviews .

Most Effective Use of ContractingApproaches to Maximize Efficiencyand Cost Effectiveness.

Use of Purchase Cards:Data Source: Card Issuer Reports,PADS, CUTS, local tracking systems

Data Generation: Data is tabulatedfrom the listed tracking systems.Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Records will be made available for compliance and/or HQ reviews .

Extent to which internal quality control

systems are effective, particularly withrespect to compliance with laws and regs,vendor selection and performance, contractadmin., and subcontractor oversight.

Use of Purchase Cards:

1. Number of purchase card transactionsas a percentage of total actions under $25,000.

2. Total amount of cost avoidance throughthe use of purchase cards.

(The above two measures will be tracked atHeadquarters based on data submitted by the field offices)

85%

No sustained protests.

87%

$6M

INTERNAL BUSINESS PERSPECTIVE


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Use of Electronic Commerce:

Data Source: Electronic SmallPurchase Systems, PADS, CUTS, IIPS,local tracking systemsData Generation: Data is tabulatedfrom the listed tracking systems.Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Records will be made available for compliance and/or HQ reviews.

Performance Based Service Contracts:Data Source: PADSData Generation: Data is tabulatedfrom PADS.Data Verification: Procurement Directorsare responsible for accuracy of dataentered into PADS. On a routine basis,HQ will randomly sample pre and postaward actions and compare against theFAR PBSC standards.

Use of Electronic Commerce:

1. Percent of purchase and deliveryorders issued through electroniccommerce as a percentage of totalsimplified acquisition actions.

2. Percent of all synopses (for whichwidespread notice is required) andassociated solicitations posted onFEDBIZOPPS. This measure will betracked at HQ.

3. Percent of all new competitiveacquisition transactions over $100K conducted through electronic commerce.

Performance Based Service Contracts:

PBSCs awarded as a percentage of totaleligible new service contract awards

(applicable to actions over $100K).

Percent of total eligible service contractdollars obligated for PBSCs (applicable toall actions over $25K). This measure will be tracked at HQ.

33% for FY 200150% for FY 200260% for FY 2003

100% of actions over $25K.

30% for FY 200340% for FY 2004

66%

60%

INTERNAL BUSINESS PERSPECTIVE - Cont.


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Use of Competition:Data Source: PADSData Generation: HQ willgenerate data from PADS.Data Verification: Procurement Directorsare responsible for accuracy of dataentered into PADS.

Use of Competition:

1. Percent of total dollars obligated oncompetitive actions over $25,000.

2. Percent of actions competed for actions over $25,000.

3. Percent of total dollars obligated onorders over $25K under MACs that were

awarded using the fair opportunity process.4. Percent of actions for orders over $25K under MACs that were awarded using thefair opportunity process.

(The above competition measures will betracked at Headquarters)

75%

90%

TBD

TBD



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Streamlined Processes

Procurement Administrative Lead Time:Data Source: PADS, PATS, localtracking systemsData Generation: Data is generatedfrom PADS, PATS, and local trackingsystems.Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Records will be made available for compliance and/or HQ reviews.

Procurement Administrative Lead Time

(PALT) for Acquisition:

1. For new competitive service awardsover $100K (except major site andfacility management contracts):

Determine the average time from receiptof offer (or solicit. closing date if applicable)to date of award for each new award.Calculate the percent of award actions that

fall within the target range (include thoseactions that outperform the range).

2. For orders for services under theFederal Supply Schedules that requirea Statement of Work and a Requestfor Quotation:

Determine the average time from receiptof quotation (or solicit. closing date if applicable) to date of award for each newaward. Calculate the percent of awardactions that fall within the target range(include those actions that outperform therange).

110 to 150 days

60 to 90 days (tentative target)



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Streamlined Processes

Procurement Administrative Lead Time(cont d)

Procurement Administrative Lead Timefor Financial Assistance:

For new competitive awards:

Determine the average time from receiptof application (or solicit. closing date if applicable) to date of award for each newaward. Calculate the percent of awardactions that fall within the target range(include those actions that outperform the

range).

210 to 270 days



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Reduction in Overage Instruments:Data Source: PADSData Generation: Data is generatedfrom PADS.

Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Records will be made available for compliance and/or HQ reviews.

On-Time Delivery

Data Source: Past Performance DataBase, local deliverable trackingsystems

Data Generation: Data is tabulatedfrom the listed tracking systems.

Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Records will be made available for compliance and/or HQ reviews.

Percent reduction in overage acquisition andfinancial assistance instruments.

Percentage of contracts where contractualdelivery date meets actual delivery/acceptancedate. (Note: applies only to procurementactions (not financial assistance) over $1M).

10% of each year s beginning total.

96%



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Supplier Satisfaction

Data Source: Vendor SurveyData Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-able for compliance and/or HQ reviews.

SocioeconomicsData Source: PADS, SRS, OSDBU,local tracking systemsData Generation: Data is tabulatedfrom the listed tracking systems.Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-

ments. Records will be made available for compliance and/or HQ reviews.

Extent of supplier (i.e. contractor/vendor)

satisfaction with the responsiveness,cooperation, and level of communicationwith the procurement office.

Percent achievement of assigned goals.

95% for FY 2002

We will not measure in FY 2001 andFY 2003

100% achievement.



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Access to Strategic InformationData Source: Manager s Self-Assessment Survey (Data Collection)

Data Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.

Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-able for compliance and/or HQ reviews.

The extent to which reliable procurementmanagement information systems are in place.

Strategic information system that is 100%accurate, timely and efficient.

LEARNING AND GROWTH PERSPECTIVE


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Employee Satisfaction

Data Source: Employee SurveyData Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data ReductionProgram which calculates results.

Data Verification: Procurement Directorsare responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-

able for compliance and/or HQ reviews.

Organization Structured for ContinuousImprovement

Data Source: Manager s Self-Assessment Survey (Mission Goals)

Data Generation: Accomplished byusing standardized survey instrument.Individual survey responses areentered into Excel Data Reduction

Program which calculates results.Data Verification: Procurement Directors

are responsible for accuracy of data andretention of Excel Program Reports inaccordance with records managementrequirements. Reports will be made avail-able for compliance and/or HQ reviews.

Superior Executive Leadership:

Employee

s perception of the organization

s professionalism, culture, values, andempowerment.

Quality Work Environment: Employee sdegree of satisfaction with tools availableto perform job, with mechanisms in placeto ensure effective communications toaccomplish job requirements, and withcurrent benefits and job security.

Assessment of the level of continuousimprovement including existence of aneffective quality culture, extent of benchmarking and other improvementinitiatives, and strategic planning actions.

84%

85%

81%

LEARNING AND GROWTH PERSPECTIVE - Cont.


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Quality WorkforceData Source: Career Developmentdata systems

Data Generation: Data is tabulatedfrom the listed data systems.

Data Verification: Procurement Directorsare responsible for accurately reportingresults and retention of records in accor-dance with records management require-ments. Submitted results will be comparedwith data maintained by the DepartmentalCareer Development Coordinators.

Percent of all acquisition personnel meeting

the qualification standards of the AcquisitionCareer Development (ACD) program.

Percent of certified acquisition personnelmeeting the ACD Continuous LearningRequirement.

Percent of all financial assistance personnelmeeting the qualification standards of theFinancial Assistance Career Development program.

90% (exception: individuals receiving a

written waiver from HQ)

90%

90%

LEARNING AND GROWTH PERSPECTIVE - Cont.


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Optimum Cost Efficiency of

Purchasing OperationsData Source: PADS, local budgettracking systemsData Generation: Cost to Spend Ratiois calculated from data extractedfrom listed data systems.Data Verification: ProcurementDirectors are responsible for theaccuracy of the calculated ratio, and for retention of source documents and ratiocalculation sheets in accordance with

records management requirements. Recordswill be made available for complianceand/or HQ reviews .

Cost to Spend Ratio: Procurement organization soperating costs (labor plus overhead) divided by procurement obligations. (Note: the costs andobligations associated with M&O actions areexcepted).

.012

FINANCIAL PERSPECTIVE


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