Office of Budget

Assistant Secretary for Administration and Management

(ASAM)

FY 2003 GPRA SUBMISSION

Grants and Acquisition Management Services

Goal 1: Increase the Effectiveness of HHS Grants, Procurement, and Logistics Policies

Performance Goal: The Office of Grants and Acquisition Management is responsible for issuing Department-wide grants, procurement, and logistics policies. Policies are issued to improve stewardship of government assets such as grant and procurement funds and personal property, while reducing administrative burdens on HHS offices, grantees and contractors and while protecting the government's assets and maximizing efficiency and effectiveness. This goal measures the effectiveness of the policies in meeting these objectives.

Performance Measurement: Summary of Agency ratings of the effectiveness of policies on a scale of 0 to 5.

In FY98, to measure the effectiveness of its policies, OGAM developed and implemented a survey instrument consisting of multiple questions in different areas resulting in a composite score, to obtain opinions from the HHS Agencies on the effectiveness of OGAM's policy functions. (The Agencies will be surveying grantees and contractors.) The initial survey, conducted in FY98, established a baseline 3.4 on scale of zero to five. The survey will be conducted every third year resuming in FY02. Many new initiatives in legislation and management practices have occurred in FY 2000 AND FY 2001. The survey has been postponed one year to evaluate OGAM leadership in these areas.

Results: Results will be available after the next survey is completed in FY02.

Goal 2: Increase the Effectiveness of HHS Grants, Procurement, and Logistics Training

Performance Goal: The Office of Grants and Acquisition Management is responsible for providing Department-wide grants, procurement, and logistics training. A trained workforce is essential to assure that HHS and government-wide policies are implemented efficiently and effectively and to assure high productivity among the professional grants, procurement and logistics personnel in carrying out their stewardship role. This goal measures the effectiveness of the training in meeting these objectives.

Performance Measurement:Summary of Agency ratings of the effectiveness of training on a scale of 0 to 5.

In FY98, to measure the effectiveness of its training programs, OGAM developed a survey instrument consisting of multiple questions in different areas resulting in a composite score, to obtain opinions from the HHS Agencies on the effectiveness of OGAM's training functions. An initial survey was conducted in FY98 to establish a baseline (3.4 on scale of 0 to 5). The survey will be conducted every third year resuming in FY02. Many new initiatives in legislation and management practices have occurred in FY 2000 and FY 2001. The survey has been postponed for one year to evaluate OGAM leadership in these areas.

Results: Results will be available after the next survey is completed in FY02.

Goal 3: Improve the Average Time for Resolving Audits

In FY 2002, the Office of Audit Resolution and Cost Policy became part of the Office of Finance, ASBTF. Information on targets and performance for this goal have been moved to the Office of Finance submission in its entirety.

Goal 4: Achieve 100% of the Small Business Administration (SBA) Negotiated Goal Categories

Performance Goal: Public Law 95-507, Section 221, and Public Law 100-656, Sections 502 and 503, require the head of each Federal agency, after consultation with the US Small Business Administration (SBA), to establish, annually, realistic goals for the award of contracts to small business concerns and to small business concerns owned and controlled by socially and economically disadvantaged individuals

Performance Measurement: Section 15(g)(1) of the Small Business Act requires that the Federal Government establish a goal of awarding 23% of all prime contract dollars for small businesses. Of the 23%, 5% should be awarded to socially and economically disadvantaged individuals (S.B.) and to women-owned businesses respectively, 2% should be awarded to Historically Underutilized Business Zones (HUBZone) small businesses, and 3% should be awarded to Service-Disabled Veteran-owned small business (SDVOSB).

In order for the Federal Government to accomplish that goal, each Federal Agency negotiates a weighted portion of the goal with the SBA. HHS' FY 2001 negotiated goals are 32% for small business awards, *4.3% for Section 8(a) awards, 9.6% for S.B., **14% for women-owned businesses, 2% for HUBZone and 1.5% for Service-Disabled Veteran Owned Small Business (SDVOSB). All goals are expressed in terms of numbers, dollars and percentages. If there is any variance from the projected base amount, the percentage goal is the controlling factor and will be used to measure actual attainment. Success is measured in terms of meeting or exceeding each Agency's negotiated percentages.

* The 8(a) goal is agency specific. 8(a) numbers are counted as part of the overall S.B. government-wide accomplishment.

** The 14% goal for women-owned small business was an administrative error. The government-wide goal for women-owned business is 5%. This goal will be adjusted for FY 2002.

Results: The Federal Government fell slightly short of its FY 2000 goal of 23 percent. Not unlike most Federal agencies, HHS did not meet its negotiated small business goals in FY 2000. Contract bundling and other aspects of acquisition reform are factors that have adversely impacted the ability of small business firms to compete on larger, more complex requirements.

Aggressive efforts are underway to mitigate bundling, as appropriate. The Department is also working to enhance its subcontracting program to ensure that small businesses receive opportunities on larger procurement efforts. Finally, HHS is working to implement measures that will increase opportunities for HUBZone as well as other socio-economic categories of small businesses.

Goal 5: Improve Contract Operations

Performance Goal: The Office of Acquisition Management's (OAM) goal is to improve contract operations throughout the Department.

Performance Measurement: Progress in achieving this goal is measured by using a composite contract operations rating based on survey results from HHS's Acquisition Balanced Scorecard. OAM has developed a results-driven Acquisition Balanced Scorecard to measure and improve acquisition performance throughout the Department. HHS's Acquisition Balanced Scorecard represents a new, cost-effective approach to performance management and oversight. The Scorecard strives to achieve balance among various perspectives and goals, such as efficient business processes, innovative leadership, empowered employees, satisfied customers, and dedicated vendors. HHS's Agencies compile performance data using pretested surveys of stakeholders, such as customers, contractors, and employees. Performance data is entered, tracked and analyzed using a variety of software and web-based applications.. Performance gaps are identified, and cross-functional teams are used to target opportunities for organizational improvement.

Results: In FY2000, OAM: (a) conducted web-based surveys to compile current, accurate and meaningful performance data; (b) established a new, fair, and GPRA-compliant composite baseline based on a roll-up of that data; and (c) developed realistic acquisition performance targets to spur organizational improvements. Acquisition Balanced Scorecard surveys are conducted every two years. Thus, performance targets are aligned with that two- year cycle. Moreover, AM put a methodology in place (i.e., a bench marking forum) to promote the sharing of performance results and improvements throughout the Department - - while avoiding any misleading or simplistic performance comparisons among HHS's contracting offices. (Please note that for subsequent GPRA submissions, we plan to establish and incorporate appropriate internal goals and objectives to gauge our progress in implementing the Procurement Executive Council's "Government-wide Acquisition Performance Measurement Program".

Goal 6: Increase the use of Performance-Based Contracting

Performance Goal: The Department is committed to reaching the OMB and Procurement Executive Council goal of using performance-based contracting (PBC) to award 20% of eligible service contracting dollars by FY 2002. An additional 10% of eligible service contracting dollars will be targeted for FY 03.

Performance Measurement: To meet this goal, the Secretary sent out a letter to the Agency Heads stressing the need for program and contracting communities to work in partnership to aggressively apply PBC. We plan to continue to enhance our web-based PBC knowledge repository - www.ogam2000.com/acquisition/pbc.htm to strengthen our hands-on PBC workshops; to reward and recognize PBC efforts; to target opportunities for improvement using our management information systems; and to continue to address this topic at conferences and meetings across the Department.

Goal 7. Maximize use of FedBiz Opps (Federal Business Opportunities)

Performance Goal: All HHS Agencies are on track to use FedBiz Opps-a government-wide point of entry-to post 100% of synopses and applicable solicitations on-line, beginning October 1, 2001 (the statutory due date).

Performance Measurement: OGAM will comply with all laws and regulations in this area, and will continue to alert Agency contracting personnel to pertinent training opportunities. For example, we addressed FedBiz Opps at the Department's May 8-9 acquisition and small business conference on performance-based government. In addition, we have posted registration instructions and other important information regarding FedBiz Opps on our e-Business Supersite under KnowNet-HHS' award winning knowledge management system. This FedBiz Opps information may be found at www.ogam2000.com/ec/.

Goal 8: Increase Competition of the Department's FAIR Act Inventory.

Performance Goal: The goal of competing or directly outsourcing 5% of the inventory for FY 2002 has been officially put before the Agencies and their plans for achieving the goal were due to ASMB by June 15, 2001, along with the revised inventories. An additional 10% is required to be studied for FY 03.

Performance Measurement: OGAM received plans from all OPDIVS that meet the 5% goal of competitive sourcing for FY 2002. The OPDIVs will work towards that goal throughout the fiscal year. An additional 10% goal has been set by OMB for FY 2003, and ASAM will work with the OPDIVs to expand their planning to meet the new goal..

Goal 9: Ensure that HHS Grant Administrative Policies Are Current

Performance Goal: The Office of Grants Management's (OGM) goal is to ensure that HHS grant administrative policy issuances are current.

Performance Measurement: OGM is responsible for developing, issuing and implementing grants administrative policies used by the various HHS awarding agencies in the award and administration of the three hundred-plus grant programs HHS administers. Grants policies, issued by the Department to ensure accountability of the grant funds, provide guidance to grants management staff and other HHS staff involved in the award and administration of grants. The performance measure is based on the percentage of policy issuances that have been reviewed and, as needed, updated at least once every four years.

Results: By the end of FY 2002, OGM had reviewed and, as needed, updated 96% of its grants policy issuances.

Goal 10: Implement the Initial Plan of Public Law 106-107, Federal Financial Assistance Management Improvement Act (new in FY 2003).

Performance Goal: The Federal Grant Streamlining Program is responsible for overseeing the government wide grant reform effort mandated by Public Law 106-107. HHS is the lead agency for this activity. The purposes of the Act are to (1) improve the effectiveness and performance of Federal financial assistance programs, (2) simplify Federal financial assistance application and reporting requirements, (3) improve the delivery of services to the public, and (4) facilitate greater coordination among those responsible for delivering the services. Four work groups and an oversight team are working to implement the plan.

Performance Measurement: Establish baseline information in FY 2001 and FY 2002 of grant requirements. There are four work groups: pre-award, post-award, audit oversight, and electronic processing which collectively address all aspects of federal grant administration. For pre-award and post-award efforts, the focus is on consolidation and coordination among agencies to use the same or similar forms and data elements to apply for, administer, and report on grant activity. The audit team is addressing the quality, timeliness, and usefulness of audit information for grant managers. The aim of the electronic work group is to establish the Federal Commons, which will serve as the single point of entry for E-commerce over the entire grant life cycle, offering both general information exchange and secure electronic transaction processing.

Results: Results will be available early in FY 2004 since progress can be measured incrementally (on a quarterly basis) for all aspects of this effort.

Goal 11: Increased Location Accuracy of Capitalized Personal Property Records

Performance Goal: The goal is to assure that adequate stewardship is exercised over the Department's investment in equipment. Equipment is essential to carry out the Department's scientific, regulatory, and administrative missions. The lack of adequate property stewardship can result in unnecessary expenditures of funds. Funds have to be used to replace lost items or to purchase duplicate items for equipment already in the inventory. Productivity is lost when mission essential equipment is not available. Good stewardship over equipment assets also will increase the accuracy of Department's presentation of personal property assets in the annual financial statements required by the Chief Financial Officer Act and provide a better understanding of the resources required to carry out the Department's missions.

Performance Measurement: Progress toward this goal will be measured by determining a location accuracy percentage based on comparing the results of the annual physical inventory of capitalized equipment to the capitalized equipment inventory records. To calculate the percentage, the number of "not found items" and the number of "found but not recorded items" are subtracted from the number of capitalized items in the property records to determine the numerator, which is then divided by the number of capitalized items in the property records.

Results: The Agency's reported an average accuracy role of 97%, exceeding the goal of 94%.

GOAL 12: Increase Access to HHS Grants Administrative Policies

Performance Goal: The Office of Grants Management's (O.M.) goal is to increase access to HHS grants administrative policy issuances through use of the Internet.

Performance Measurement: Increasing access to Departmental grants administrative policies helps ensure that all HHS staffs responsible for grant programs have readily available to them the policy guidance necessary to administer grant programs. Using web-based services accessible to all Departmental staff involved in grants administration is an effective way of ensuring ready access to such guidance. Key to achieving this goal is the electronic posting of the Departmental grants administrative policy issuances.

To measure accomplishment of the goal O.M. will calculate the percentage of grants administrative policy issuances posted electronically under GrantsNet, the Department's online grants information service.

Results: 100% Actual Performance reached in three consecutive years. Goal will be dropped in FY 2002.

Human Resources Services

Narrative Comments:

The Office of Human Resources's (OHR) overall objective is to support HHS program mission accomplishment through the planned and efficient use of human capital.

In HHS, virtually all personnel authorities have been delegated to the agencies, providing them with maximum flexibility. Accordingly, the Office of Human Resources functions as a corporate-level office to provide leadership and expertise in policy analysis, program development, program assessment, and capacity building.

Some of the activities of OHR are not readily susceptible to measurement. These include decision-support for the Assistant Secretary for Administration and Management and the Secretary; liaision with central management agencies; participation in interagency activities, and ad hoc technical assistance.

In FY 2003, OHR will apply its resources against a combination of special initiatives and on-going efforts covering a broad spectrum of human resource activities.

NOTES ON SPECIFIC PERFORMANCE GOALS AND RESULTS:

GOAL 1 - Provide strategic leadership for managing human capital

Measure 1.1 Regularly scheduled meetings, every quarter, provide an important feedback mechanism, and provides guidance as to which direction OPDIVs want us to expend resources. This objective, having been achieved, was not continued after FY99.

Measure 1.2 This objective, having been achieved, was not continued after FY99.

Measure 1.3 We had planned an analysis of the Employee Assistance Program, but resources were diverted to a higher priority diversity initiative.

Measures 1.4 Measurement of this FY01 goal and these two measures were suspended after all agencies participated in a comprehensive benchmarking study (sponsored by NAPA

and 1.5 and the Hackett Group). When the Department's results were compared with other Federal and private sector entities, it was apparent that priority attention in this area was not needed.

Measures 1.6 Measure 1.6 was originally intended to be completed with contractor support, but we decided to pursue this initiative with in-house resources. Accordingly, in measure 1.7

and 1.7 the workforce planning targets were stretched out through FY02 and the measures changed, as indicated in the targets for FY01 and FY02. In August 1999 we published a handbook, Building Successful Organizations: Workforce Planning in HHS.

Measure 1.9 This developmental goal is added to capture performance in response to OMB Bulletin 01-07.

GOAL 2 - Improve the Quality of Worklife of HHS Employees

Measure 2.1 This was a statistically significant improvement. OPDIV and Partnership Annual Reports on the Quality of Work Life Initiative describe significant improvements in all facets of the Initiative (e.g., communication, family-friendly work-practices, workplace learning). Reports are substantiated by employee survey results which report a statistically significant improvement from 1997 to 1998, and from 1998 to 1999 in employee perceptions of the quality of work life and organizational effectiveness. Ten of the OPDIVs also posted increases in their scores, six of them significantly. OPDIV scores ranged from a low of 91 to a high of 103, a new record. The highest score also represented the greatest improvement (12 points) we have ever recorded, which moved that OPDIV from next to lowest in 1998 to highest in 1999. The response rate for the survey also increased to 43%, 3% greater than 1998.

Measure 2.2 Goal dropped. EO 13203 eliminated requirement for Partnership Councils. This goal is being replaced with Measure 2.3.

Measure 2.5 In FY 99, we designed and piloted a Lotus Notes/Domino web-based application, the EEO Complaints Tracking System (EEOCTS) to track and monitor complaints Departmentwide and to assist in achieving reductions in processing times. EEOCTS is not yet fully operational and projected reductions have not been realized due to the need to resolve specific technological issues and malfunctions (i.e., migration of existing data from major OPDIV systems such as CDC, FDA, IHS and NIH) which will ensure the integrity and consistency of EEOCTS data and reports. Other needed functionality includes the implementation of ad hoc reporting software capable of performing multi-field queries. Efforts are underway to resolve these issues before FY 02 and achieve a unified Departmental system through coordination with the Office of Information Resources Management (OIRM) and OPDIV EEO Offices.

Given the lack of effective monitoing and tracking, the goal and baseline case processing time have not proved useful, as there are too many variables affecting processing time, and this office only becomes operationally involved at the stage of the Final Agency Decision. The key factor in reducing processing time is the staff level in the agency offices. However, in addition to case processing time, we have been watching the pattern of some related statistics:

Number of requests for counselling: FY 97 = 853; FY 98 = 622; FY 99 = 564; FY00 = 561 ( an overall 34% decrease)

Number of new cases filed: FY 99=368; FY00=349 (5% decrease)

Number of open cases: FY 99=799; FY 00=789 (1% decrease)

We will set a new performance goal and target in FY 02.

Measure 2.7 As a result of a regulatory change which mandated availablity of ADR both at formal and informal stages, instances of resolution by ADR significantly increased in 2000. In FY 2001, there were 150 ADR attempts.

Measure 2.8 Below are affirmative action statistics related to this performance goal.

Percentages in the base-line representation reflect the HHS full and part time permanent population, and include the GS, SES, RS (Senior Biomedical Research Service), Commissioned Corps and Wage populations.

* Base-line is measured against the CLF derived from the 1990 Census. When the Equal Employment Opportunity Commission makes the 2000 Census CLF available, the new information will be incorporated.

Facilities Services

The Facilities Services (FS) provides Department-wide policy development and oversight for real property management, space management, occupational safety and health, energy conservation, and environmental and historic preservation programs; it also provides facilities management services to all HHS components in the Washington, DC, Southwest complex. The FS's strategic goals are to ensure that HHS real property assets are protected and utilized effectively; and that HHS employees and visitors have access to a healthy and safe work environment. To achieve these goals, FS utilizes a myriad of techniques such as monitoring the acquisition and disposal of property, conducting energy and safety and health evaluations, monitoring the incidences of theft and violence, and resolving facility-related complaints and problems in a timely manner.

Performance Report Summary

Goal 1. Protect HHS assets by identifying and properly accounting for the Department's real property holdings.

Measure 1: Hold OPDIV Foundation Information for Real Property Management (FIRM) database users group meetings to identify and resolve problems. FY 2001 Target: 2

Establishing Performance Targets: In 1997, ASMB determined that HHS needed a Department-wide automated system to manage and account for its real property assets in a uniform manner to meet the requirements of the Chief Financial Officers Act. The GSA FIRM system was acquired and implementation began in FY 1998. The FY 2000 performance measure and target was to increase the number of OPDIVs with on-line input to the FIRM database to ten. Now that we have met the FY 2000 target, all major OPDIVs with real property holdings have on-line access to FIRM. Therefore, this performance measure is being revised in FY 2001 and FY 2002 to reflect the technical support that FS will provide to OPDIVs utilizing the FIRM system. The target of two FIRM users group meetings was established in consultation with OPDIV representatives on the work group.

Performance Report: The FY 2001 target of conducting two users group meetings was exceeded through the conduct of one formal meeting held at the HHS Headquarters building and series of teleconferences. During FY 2001 a Secretarial initiative to publish a comprehensive report on the real property holdings of HHS resulted in an acceleration of the ongoing effort to validate the existing FIRM database. In order to accomplish this, a series of teleconferences to codify terminology and resolve internal user issues were held. It was felt that, following this intensive effort, an additional formal meeting would be burdensome on the users and that the intent of the conduct of two formal meeting had been exceeded.

Measure 2: Percentage of acquisitions and disposals executed in accordance with regulations.

FY 2001 Target: 100 percent.

Establishing Performance Targets: The target for acquisitions and disposals is based on Federal Real Property Regulations and HHS policy.

Performance Report: 100 percent of the real property acquisitions, transfers and disposals reviewed during FY 2001 were properly executed.

Goal 2. Reduce energy consumption at HHS facilities as mandated by the Energy Policy Act of 1992 (EPAct), E.O. 12902, and E.O. 13123.

Measure: Number of buildings audited for energy usage as a percentage of the total number of buildings in the HHS inventory. FY 2001 Target: 60 percent.

Establishing Performance Targets: In accordance with the Energy Policy Act of 1992 (EPAct) and E.O.'s 12902 and 13123, FS developed a Department-wide energy program based on an energy compliance review of all HHS OPDIVs. This compliance review concentrated on the energy auditing requirements of EPAct and E.O. 12902. The findings of the review highlighted specific areas of need in the OPDIVs. The performance targets are based on the OPDIVs= Ten Year Energy Audit Plans.

Performance Report:E.O. 12902 directed Federal agencies to develop and implement a ten year plan to conduct comprehensive facility energy audits, ensuring that ten percent of the agency's facilities are audited each year (beginning in FY 1996). By the end of FY 2001, HHS had completed energy audits on 55 percent of our facilities. By the end of FY 2000, HHS had completed energy audits on 50 percent of our facilities (8 percent above our target).

The purpose of an audit is to provide detailed information to identify and prioritize energy conservation projects. The audits conducted on HHS facilities have served as the impetus for lighting retrofits, chiller upgrades, water conservation projects, as well as entering into energy savings performance contracts.

Goal 3. Provide a safe and healthful work environment for HHS employees and visitors.

Measure 1: Percentage of HHS organizations evaluated which exceeded the Federal government's average total workers compensation claims rate the previous year.

FY 2001 Target: 50 percent

Establishing Performance Targets: In concert with the President's Federal Worker 2000 Initiative, this performance measure and target focuses on those HHS facilities which exceeded the Federal government's average total compensation claims rate the previous fiscal year. In evaluating these organizations, limited resources are better utilized in those areas which have the greatest problems and the most room for improvement. The successful accomplishment of this goal will provide HHS employees with a safer, healthier work environment, control compensation costs, and improve productivity.

Performance Report: Only one HHS organization, the Indian Health Service (IHS), was found to exceed the Federal government's average total claims rate for FY 2000. An evaluation of the IHS Occupational Safety and Health Program was initiated during FY 2001 using the Federal Worker 2000 Action Plan as a guide. Because of the sudden retirement of the Department's Occupational Safety and Health Officer who performed this function, and the inability to hire a replacement, the start of this evaluation was delayed. The review will be completed in early 2002.

Measure 2: Number of security audits conducted of HHS-owned, leased and delegated buildings to monitor compliance with the Department of Justice (DOJ) minimum level requirements. FY 2000 Target: 2. This goal is being suspended for FY 2001 and FY 2002 because the FTE and staff person performing this function were transferred to CDC.

Establishing Performance Targets: The target is based on the number of facilities, potential vulnerability and available resources.

Performance Report: The Department places a high priority on the safety and security of its employees. In that regard, annual on-site audits of OPDIV physical security procedures, including use of card access systems, are conducted on a random basis to ensure that applicable DOJ minimum level security procedures are currently implemented in HHS owned and managed facilities. During FY 2000, the performance measure for this goal was met through the conduct of comprehensive on-site security audits of certain HHS facilities and a comprehensive review of all OPDIV building access procedures based on government wide concerns identified by the General Accounting Office's report to Congress on breeches of security at Federal agencies and airports. The on-site audits were conducted at the Department's Headquarters, the Hubert H. Humphrey (HHH) Building (managed by the Office of the Secretary) and the NIH Complex in Bethesda, Maryland, and were based on a review of additional security enhancements implemented at these locations. The review of OPDIV building access requirements identified security procedures currently in place, as well as additional actions that could be implemented, without budget restrictions, if heightened security was required. In addition, as part of PDD-63 activities, we conducted a general analysis of current security procedures for the CDC Headquarters installation in Atlanta, Georgia, focusing heavily on procedures to deter the threat of bio-terrorism activities on laboratory facilities. In FY 1999, this goal was met through on-site security audits in the HHH Building and the Headquarters Building for the Public Health Service, the Parklawn Building (managed by the Program Support Center). In addition, as part of Y2K Day 1 activities, we reviewed security procedures for the CDC Headquarters installation in Atlanta, Georgia. Although the HHH and CDC facilities were reviewed in FY 1999, the importance of their operations and security enhancements to the Department's evaluation process made their reinspection in FY 2000 critical. Each of these sites met or exceeded minimum security standards established by the DOJ in its Vulnerability Assessment of Federal Facilities.

Measure 3: Issue security awareness notices to HHH Building occupants. FY 2000 Target: 10.

Establishing Performance Targets: The performance target is based on historical knowledge and assessment of the number of times throughout the year when employees would benefit from security awareness notices.

Performance Report: In FY 2001, FS issued 19 informational notices to HHH Building occupants. Topics included the prevention of office theft, shopping smart, tips to avoid summer weather hazards, information concerning special building admittance and security procedures during a presidential visit and during Inauguration Day, and information concerning fire alarm procedures and evacuations.

Goal 4. Ensure requests for building services in the HHH Building are acknowledged on the day received and corrective action taken within 72 hours.

Measure: Number of complaints addressed within 72 hours as a percentage of the total number of requests received. FY 2000 Target: 100 percent.

Establishing Performance Targets: The performance target is based on GSA guidelines that building services complaints be addressed within 72 hours of receipt.

Performance Report: The FY 2000 and FY 1999 performance targets were achieved. FS current practices and procedures adhere to the GSA guidelines that building services complaints be responded to within 72 hours of receipt. To verify our performance in this area, we did an analysis of computer generated data from the FS service call system. In order to ensure the accuracy of this data, we periodically review the work orders issued as a result of a request for service.

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