【正文】 DEPARTMENT OF ENERGY PROCUREMENT amp。 ASSISTANCE MANAGEMENT FY 2021 BALANCED SCORECARD PERFORMANCE ASSESSMENT PROGRAM ?National Core Performance Measures ?Supporting Corporate Management Initiatives ： ； :； ： 2 Balanced Scorecard Methodology ? The BSC is a structured approach to performance measurement and performance management that links the anization’s strategic thinking to the activities necessary to achieve desired results ? The BSC is a vehicle for municating an anization’s strategic direction and for measuring achievements towards these predetermined objectives ? The BSC clearly establishes linkage between strategic objectives, the measures for determining progress, the stretch targets established, and the focused initiatives needed to move the anization forward to meet those anizational goals ： ； :； ： 3 Balanced Scorecard Methodology ? The BSC utilizes Departmentwide measures plus individually tailored local measures to achieve the Procurement Executive’s strategic goals ? Results of BSC measurements provide decisionmakers with critical information on: (1) the efficiency with which resources are transformed into goods and services。 and (2) the effectiveness of anizational activities and operations in terms of their specific contributions to strategic objectives ? The BSC is a key part of the Procurement Executive’s performance plan, and is a critical element in ME60’s SES performance assessments ? In FY 2021, ME60 continues to assign accountability to individual staff by flowing down the BSC to individuals and teams. 4 MISSION To provide acquisition and assistance services to support acplishment of the Department’s programmatic goals and objectives. STRATEGY To change the present system’s culture, management systems, and line processes consistent with the principles of Quality Management, in order to establish and maintain: a customer focus, a sense of urgency, continuous and breakthrough process improvement, and an emphasis on results. VISION To deliver on a timely basis the best value product or service to our customers while maintaining the public’s trust and fulfilling public policy objectives. DOE Procurement System 5 Strategic Approach Process Analysis Benchmarking Workforce Planning Customerfocus 6 FINANCIAL To Succeed Financially, How Do We Contribute to the Bottom Line? MISSION VISION STRATEGY LEARNING AND GROWTH To Achieve Our Vision, How Will We Sustain Our Ability To Change And Improve? CUSTOMER To Achieve Our Vision, How Must Our Customers View Us? INTERNAL BUSINESS PROCESSES To Satisfy Our Stakeholders and Customers, What Business Processes Must We Excel At? Balanced Scorecard Strategic Perspectives 7 LEARNING AND GROWTH Access to Strategic Information Employee Satisfaction Organization Structured for Continuous Improvement Quality Workforce FINANCIAL Optimum Cost Efficiency of Purchasing Operations。 Cost Reasonableness of Actions MISSION VISION STRATEGY CUSTOMER Customer Satisfaction Effective Service/Partnership INTERNAL BUSINESS PROCESSES Acquisition Excellence Most Effective Use of Contracting Approaches Use of Electronic Commerce PerformanceBased Service Contracts Use of Competition Streamlined Processes Reduction in Overage Instruments OnTime Delivery Supplier Satisfaction Socioeconomics Balanced Scorecard PERSPECTIVES AND OBJECTIVES 8 Balanced Scorecard Performance Measures, Performance Targets, amp。 Management Initiatives 9 BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE O B JE C T IV E ME A SU R E O P E R A T IO N A LT A R G E T MA N A G E ME N T IN ITIA T IV E S Proj ec t A ct i on O f f i ce r D ue D at e C ust ome r Sat i sf act i on D at a Sourc e: C ust om er Surv ey T i m el i ness : Ex t ent of cust om er sat i sf ac t i on w i t h t i m el i ness of proc ure m ent pr oces si ng , pla nning ac t i v i t i es, and on g oing m unic at i ons. 85% f or FY 02。 w i l l not m ea sur e i n FY 01 and F Y 03 ? ? U pdat e Pol i cy i nfor m at i on in E K now l edg e M anag em ent sy st em ME 61 R L ang st on 2nd Q t r ? ? A sse ss m anag em ent of PA L T t o i m prov e c ust om er se r v i ce ME 64 C A shl i ne 4th Q t r ? ? Is sue c oncept paper on Procur em ent or g ani z at i on of t he f utur e ME 60 SMourni g han 2nd Q t r ? P re si denti al Mana gem ent Ini t i ati ves ? SE S P er f orm ance P l an (R H opf ) ? F Y 04 O MB E C ong re ssi ona l B ud get ? F Y 05 09 P l ann i ng G uidance ? 5 Y r Workf orce R est ruct uri ng P l an ? P E C / O F P P G ovt w i de P er f orm ance Me asures ? F MF IA – C ontrac t Manag em ent Mi l est ones Procurement 10 BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE O B JE C T IV E ME A SU R E O P E R A T IO N A LT A R G E T MA N A G E ME N T IN ITIA T IV E S Proj ec t A ct i on O f f i ce r D ue D at e C ust ome r Sat i sf act i on D at a Sourc e: C ust om er Surv ey Q ual i t y : Ex t ent of cust om er sat i sf ac t i on w i t h t he qual i t y of g ood s a nd ser v i ce s del i v er ed. 90% f or FY