The Administration plans to "provide management leadership to ensure the faithful
execution of the enacted budget, programs, regulations, and policies," and to
"work within and across agencies to identify solutions to mission critical problems."(1)
For 1999, the Administration will focus on 22 key management objectives (see
table below). Agency managers have the primary responsibility to achieve these
performance goals; they must actively and effectively carry out both inter-agency
and agency-specific initiatives. OMB will help agencies develop specific measures(2)
and implement detailed action plans to ensure that they make progress toward
meeting these commitments.
1. See OMB's Strategic Plan, at www.whitehouse.gov/OMB/organization/stratplan.html
2. Performance measures will be updated periodically as a result of progress,
and to reflect greater specificity.
|Title or Agency
|Manage the year 2000 computer problem in a timely and cost-effective
manner to ensure that no critical Federal programs fail as a result of this
||Begin work on all date exchanges by 3/98.
Complete renovation of all mission-critical systems by
Goal is for 50% of mission-critical systems to be year
2000 compliant by 5/98; 75% by 11/98; and 100% by 3/99.
||Implement the Government Performance and Results Act in
a timely and compliant manner to improve agency program performance.
||Conduct OMB review of selected cross-cutting areas in preparation
for including these in the FY 2000 government-wide plan (5/98-7/98).
Issue revised guidance on preparation and submission of
revised strategic plans and the annual performance plans for FY 2000 (6/98).
Designate performance budgeting pilots for FY 1999-2000
Prepare lessons learned from the final FY 1999 performance
plans, including assessment of Congress' use of these plans, and usefulness
and informational value of the plans (7/98).
Issue guidance to agencies on submitting requests for
waivers of administrative requirements to provide managerial flexibility
Issue guidance on preparation and submission of the agency
program performance reports for FY 1999, including possible integration
of these reports with the annual performance plans and/or accountability
reports under GMRA (10/98).
Identify major, GPRA-related, budget account restructuring
for the FY 2000 budget (10/98).
Review revised annual FY 1999 performance plans and initial
FY 2000 performance plans to assure improvements and appropriate changes
are made (8/98-10/98).
Review and make determinations on approving managerial
|Present performance and cost information in a timely, informative
and accurate way, consistent with Federal accounting standards. Assure the
integrity of Federal financial information by completing audits and gaining
unqualified opinions for all Chief Financial Officer Act agencies and on
the Federal Government as a whole.
Obtain timely financial statements with unqualified opinions from 21 of
the 24 CFO agencies for 1999.
Issue Accountability Reports for 21 of the 24 CFO agencies
Issue first-ever Government-wide audited financial statements for 1997.
Obtain an unqualified audit opinion on the 1999 Government-wide
|Improve the use of information technology (IT) and decrease
the number of troubled investments in technology.
||In 1/98, the Chief Information Officers Council published
a Government-wide IT plan to define an interoperable Federal information
architecture, ensure security practices that protect government services,
lead the Federal year 2000 conversion effort, establish sound capital planning
and investment practices, improve the skills of the Federal workforce, and
build relationships and outreach program with Federal organizations, industry,
Congress, and the public. Recommendations in each of these areas will be
implemented throughout 1998 and 1999. The plan, including its recommendations,
is available at www.cio.fed.gov.
|Selected inter-agency systems
|Improve the use of information technology and eliminate
unnecessary duplication by developing a Simplified Tax and Wage Reporting
System (STAWRS) and the International Trade Data System (ITDS).
STAWRS will allow small businesses to file tax information
electronically with the IRS instead of providing duplicate information
to Federal, State, and local governments. ITDS will connect existing agency
systems so that importers, exporters, and others involved in international
trade will benefit from "one-stop shopping" for information collection
By 3/98, complete Harmonized Wage Code database and send to all states for
By 6/98, STAWRS staff analyze States' comments.
By 9/98, publish a model Harmonized Wage Code and apply
it to at least one state employment tax code.
By 5/98, incorporate draft consolidated data elements into the North American
Automation Prototype (NATAP).
By 2/99, submit final ITDS Design.
By 9/99, complete operational pilots for the NATAP.
|Provide greater customer satisfaction through acquisition
reform in terms of price, timeliness, quality, and productivity; increase
use of performance-based service contracting (PBSC).
||Lower prices 15-20 percent, on average, by converting 1,000
contracts valued at $20 billion to performance-based over several years.
In 1999, given current assumptions, agencies project that they will convert
at least 700 contracts, worth $9 billion, to PBSC.
|Loan portfolio management
|Improve loan portfolio management by encouraging the use
of electronic loan origination, loan underwriting, and reporting on the
status of major loan portfolios that will provide faster and more economical
||Provide proven electronic access for loan applicants, lenders
and servicers (including monthly servicing reports on the status of loans)
for student loans (ED), single family housing loans (USDA, HUD, VA) and
business loans (SBA) by 9/99.
|Improve debt collection for major receivable accounts by
effectively using the tools provided by the Debt Collection Improvement
Act of 1996 (referral to private collection agencies, referral to Treasury
for offset, and asset sales).
||Reduce delinquencies by 10 percent and increase collections
by $95 million by 1/99.
|International credit programs
|Improve agency loan management servicing, portfolio tracking
and credit budgeting policies and procedures. More accurate financial records,
which use consistent accounting standards, will result in improved repayment
practices and increased collections. (The Agency for International Development,
Overseas Private Investment Corporation, Export Import Bank, Defense Security
Assistance Agency, Defense Export Loan Guarantee Program, and Agriculture
have about $130 billion in outstanding loans and guarantees to foreign obligors.)
||Identify agency specific problem areas in loan management
servicing, portfolio tracking, and credit budgeting policies and procedures
Develop corrective action plans and measures to gauge
achievement by 9/98.
| Statistical programs
|Strengthen the quality, utility, accessibility and cost-effectiveness
of Federal statistical programs.
||Implement designated proposals to improve economic and
social statistics. These proposals are detailed in
Chapter 11 of Analytical Perspectives, FY 1999 Budget.
Introduce Statistical Confidentiality Act in Congress
Double (from 14 as of 1/98) the number of Federal agencies
whose data series can be readily located and retrieved via www.fedstats.gov
(1998 and ongoing)
Implement additional collaborative arrangements for producing
|Maximize the social benefits of regulation while minimizing
the costs and burdens of regulation.
||Develop a database of benefits and costs of economically
significant rules using consistent assumptions and better estimating techniques
to refine agency estimates of incremental costs and benefits. Initial results
available 9/98; to be updated thereafter.
|Title or Agency
|Develop a plan with specific milestones to obtain an unqualified
audit opinion on Defense's financial statement.
||Commit to a plan by 4/98 for improving DoD accounting and
payment systems and processing that at a minimum includes these initiatives:
Finance and Accounting Systems
Implement by 9/98 a corporate database that will begin the integration
of the financial applications.
Continue from the present to 2002 to resolve the interface
and integration requirements and complete the incorporation of appropriate
systems enhancements, including data standardization.
Begin in 10/02 the first complete fiscal year under a
new accounting systems architecture.
Promulgate by 3/98 guidance to specific requirements for recording and
maintaining financial data in nonfinancial feeder systems.
Implement by 9/00 changes resulting from Service reviews
of inventory accounting processes.
Complete by 9/01 field testing and integration of a Defense-wide
property accountability system.
|Increase outsourcing and privatization of military department
infrastructure functions closely related to commercial enterprises, and
of Defense Logistics Agency, Defense Finance and Accounting Service, and
Defense Health Program functions.
||Service and Agency Initiatives
Review beginning in 1998 all civilian and military positions and reduce
the number exempt from competition by tightening the definition of "inherently
Compete in 1999 41,000 positions in areas such as logistics
support, systems design and maintenance, training courses, base support,
and property maintenance. Compete from 1997 to 2001, approximately 226,700
positions (43,200 Army, 80,700 Navy, 5,100 Marine Corps, 67,100 Air Force,
and 21,000 Defense-wide).
Reduce DLA distribution depots from 30 to 18 by 2001,
closing approximately four depots per year. In addition, compete up to
nine of the remaining depots and all 68 of its Defense Reutilization and
Marketing Service Offices.
Compete 10 percent of the military and 20 percent of the
civilian positions of the Defense Health Program from 1998 to 2000.
Family Housing Privatization
Implement by 2000 the 20 projects approved as a part of the 1998 President's
Budget, privatizing the operation and maintenance of 30,000 housing units
around the country.
Privatize by 2000 an additional 45 utility systems (DOD has already privatized
25 utility systems) at selected bases, and study a remaining 600 systems
(including electricity, water, sewage, and natural gas) to determine which
ones are economical to privatize.
|Modernize the management of student aid benefit delivery
by reforming contracting, system development, and program oversight practices.
||Increase electronic filing of student aid applications
to 2.5 million by the end of 1999.
Establish by 12/99, with the financial aid community mutually
agreed upon industry-wide standards for electronic data exchanges for
administering student financial aid.
Pilot the use of a multi-year promissory note in 1999.
Increase reliance on ED's web site as a source of information
on Federal student aid and programmatic requirements, so that by 12/99,
hard copies of this information will be reduced by at least a third.
|Use prudent contracting and business management approaches
that emphasize results, accountability, and competition; improve timeliness;
minimize costs; and ensure customer satisfaction.
||Convert all management and operating (M&O) contracts
to performance-based management contracts by 2000.
Award 50 percent of support services contracts as performance
based by the end of 2000.
Award 50 percent of all M&O contracts competitively
Increase use of and reliance on contractor past performance
data in source evaluations/selections.
|Housing and Urban Development
|Implement HUD's 2020 Management Reform Plan to: (a) restore
public trust by achieving and demonstrating competence in implementing HUD's
programs, and (b) restructure the way HUD operates to empower people and
communities. Implementation of HUD's management reform plan began in June
1997 and will extend to 2002. HUD will periodically measure changes in its
performance to assess the impact of reform.
||Complete by 9/98 most internal reorganizations, reassignments
of staff and restructuring of offices.
Use customer surveys (Mayors, public housing residents,
project-based housing owners) to measure changes in organizational performance
(baseline measures established by 9/98).
Use periodic surveys/employee panels to measure changes
in organizational culture, toward the objectives in HUD's 2020 Management
Reform Plan (baseline measures established by 9/98).
Use annual or more frequent assessments of the physical
and other conditions of HUD's housing assistance programs to rate HUD
intermediaries (baseline measures established by 7/98).
Use strengthened enforcement to improve physical and other
conditions of HUD's assisted housing.
Verify assisted tenant's incomes with IRS by 12/98 to
assure program eligibility and prevent excess rental subsidy payments.
HUD removed from GAO High Risk List by 3/99.
Bureau of Indian Affairs
|Seek to settle disputed tribal trust fund balances, make
comprehensive reforms to the operation of tribal and individual Indian trust
asset and trust funds management, and implement a recently introduced legislative
proposal to consolidate ownership of highly fractionated Indian lands.
Submit and seek enactment in 1998, proposed legislation to settle disputed
tribal trust fund balances.
Prepare and present settlement offers in 1999 to all 310
tribal account holders with disputed balances. Settlements will be funded
from the Claims, Judgments, and Relief Acts fund.
Clean up and review all Individual Indian (IIM) account records, implement
a new IIM accounting system, and begin phasing in a modern trust asset
management system in 1998.
Provide funding to a limited number of tribes to augment their own initiatives
to consolidate fractionated lands. This would also facilitate increased
economic opportunity on these lands and reduce BIA's administrative burden.
Performance goal for 1999 is for tribes to acquire 20,000 small fractional
interests from willing-seller individuals.
|Transportation: Federal Aviation Administration (FAA)
Implement a personnel system that, without increasing costs, empowers managers
to effectively hire, reward, promote, discipline, and remove employees,
while at the same time protecting employee rights.
Implement a financial system that accurately relates services to costs that
can be reflected in user charges.
Reduce developmental risk and total life-cycle cost of FAA major information
technology investment/air traffic control modernization.
Continuous improvement in customer satisfaction. By 1/99, improve FAA managers'
satisfaction with the new personnel system by 10 percent from current baseline
of 31 percent.
By 9/30/98, implement a cost-accounting system that attributes at least
90 percent of FAA's direct and indirect costs to specific FAA products and
Ensure no more than 10 percent variance from cost and
schedule baselines for each project.
|Treasury: Financial Management Service (FMS)
|Implement a number of changes at FMS to increase electronic
payments, collections, and debt collection; and improve the accuracy and
timeliness of Government-wide accounting and reporting.
Increase the percentage of payments and associated information made electronically
to 70.5 percent.
Achieve $33M in savings by reducing the number of paper
Increase forgery and non-receipt claims processed within
14 days to 90 percent.
Increase electronic collections as a percentage of total collections to
Increase percentage of corporate withholding taxes collected
electronically to 94 percent.
Increase by 5 percent over the prior year the total delinquent non-tax
debt collected to $95M.
Increase the number of agencies referring debt servicing
to FMS to 35 percent.
Increase the number of agency reports for the Consolidated Financial Statement
(CFS) processed on time to 97 percent.
|Treasury: Internal Revenue Service (IRS)
|Position the IRS to move forward with the Modernization
Blueprint and undertake an incremental modernization, including year 2000
conversion, resulting in centralized data bases that would stimulate significant
improvements in customer service, compliance and financial reporting.
||Year 2000 Conversion
Replace 17,000 workstations by 10/98.
Replace and reduce from 67 to 12 mainframe computers by
Replace communication system by 12/98.
Replace service center processing systems by 1/99.
Convert, test and certify code conversion of 121 mission
critical systems by 9/99.
Award contract for Prime Systems Integration Services Contractor by
Develop and roll-out nation-wide integrated telephone
system with ability to screen 180 million customer calls by 1/00.
Develop and roll-out Internet expansion to allow taxpayers
to verify on-line status of paper or electronic returns and status of
refund by 1/01.
|Work to consolidate infrastructure (hospitals, regional
offices, data centers) where service improvements and efficiencies can be
||Consolidate back-office administrative functions to improve
service to veterans and reduce costs.
Develop final plan in 1998 to co-locate data centers.
In 1998, explore legislative options to encourage the
disposition of unneeded and underutilized property.
|Social Security Administration
|Reduce the processing time for disability claims and appeals
in the Disability Insurance and Supplemental Security Income programs at
lower administrative cost with neutral impact on program costs.
||Maintain average processing time in 1999 for initial disability
claims of 100 days and improve average processing time in 1999 for hearings
on appeals to 284 days (compared with current 392 days). Future targets
are under discussion.