THE PRESIDENT’S MANAGEMENT AGENDA

In an effort to make government more citizen-centered and results-oriented, the OMB established the President’s Management Agenda (PMA) in 2001, which heralded a strategy for improving the management of the federal government. The Department recognizes the importance of the PMA and, together with two additional initiatives specific to the Department, follows the PMA criteria to strengthen its management practices, increase transparency and accountability, and improve program performance.

Getting to Green – Status of PMA Implementation:  In FY 2001, the OMB established criteria for determining if an agency was making progress in implementing the objectives outlined within the PMA. The OMB grades agency progress and provides status reports using a green, yellow, red grading system. A score of green identifies an agency as meeting all standards of success for a goal. A yellow score identifies an agency as achieving an intermediate level of performance for all criteria within a goal. The final rating of red defines an agency as having one or more weaknesses. The chart below provides “overall status” regarding the Department’s cumulative progress in meeting each of objectives and the “progress status” displays the Department’s incremental progress as of December 31, 2006.

President’s Management Agenda	Overall Status*	Progress Status*	Overall Status Performance 12/31/05 – 12/31/06
Strategic Management of Human Capita	Green	Green
Competitive Sourcing	Green	Green
Improved Financial Performance	Red	Green
Expanded Electronic Government	Green	Green
Budget and Performance Integration	Green	Green
Faith-Based and Community Initiative	Green	Green
Real Property Asset Management Initiative	Yellow	Green

During 2006, the Department continued to create and retain a capable workforce; hold organizations and programs accountable by aligning budgets and performance; make decisions based on timely, sound financial information; expand technology to better serve the public; and manage our resources in ways that best serve the taxpayer. Additionally, a Department-wide council focused on holding components accountable and communicating with management/leadership regarding the progress and status of PMA criteria has been effective in bringing the initiatives to the forefront. Created in July 2005, the Department’s PMA Council consists of senior-level representatives from each component that are responsible for overseeing the PMA commitments within each component. The PMA Council meets quarterly and is chaired by the Assistant Attorney General for Administration. Meetings include updates on status and progress from all DOJ PMA initiative owners.  In addition to PMA Council meetings, PMA initiative owners also update the Attorney General on scorecard results each quarter and receive guidance on any improvements that should be made in subsequent quarters. Despite challenges, employees, managers and leadership remain focused and continue to provide creative solutions for improving Department-wide accountability and effectiveness.

e-GOVERNMENT INITIATIVES ADDENDUM

The Department is fully committed to the President’s Management Agenda (PMA) and the e-Government initiatives that are integral to achieving the objectives of the PMA.  The e-Government initiatives serve citizens, business, and federal employees by delivering high quality services more efficiently at a lower price.  The Department is in varying stages of  implementing e-Government solutions and services including initiatives focused on integrating government wide transactions, processes, standards adoption, and consolidation of administrative systems that are necessary tools for agency administration, but are not core to DOJ’s mission.  To ensure that DOJ obtains value from the various initiatives, the Department actively participates in the governance bodies that direct the initiatives and we communicate regularly with the other federal agencies that are serving as the “Managing Partners” to ensure that the initiatives meet the needs of the Department and its customers.  The Department believes that working with other agencies to implement common or consolidated solutions will help DOJ to reduce the funding requirements for administrative and public-facing systems, thereby allowing DOJ to focus more of its scarce resources on higher priority, mission-related needs.  DOJ’s modest contributions to the Administration’s e-Government projects will facilitate achievement of this objective.

A. Funding and Costs

The Department began making contributions to government-wide e-Government initiatives in FY 2003.  The Department of Justice’s e-Government expenses – i.e. DOJ’s share of e-Gov initiatives managed by other federal agencies – are paid from the Department’s Working Capital Fund (WCF).  These costs, along with other internal e-Government related expenses (oversight and administrative expenses such as salaries, rent, etc.) are reimbursed by the components to the WCF.  Reimbursement amounts are based on the components anticipated or realized benefits from an e-Government initiative. The table below identifies the Department’s actual or planned contributions to e-Government initiatives.

DOJ e-Government Contributions

B. Benefits
The Department of Justice established baseline cost estimates for each IT investment being (or planned to be) modified, replaced, or retired due to the Department’s use of an e-Government or Line of Business initiative. The Department is measuring actual costs of these investments on an ongoing basis. As the Department completes migrations to common solutions provided by an e-Government or Line of Business initiative, the Department expects to realize cost savings or avoidance through retirement or replacement of legacy systems and/or decreased operational costs. The table below represents the benefits DOJ will receive in FY 2007 and the anticipated benefits for FY 2008.