Archive

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Document Name: Appendix A: Status of Major Recommendations by Agency
Date: 09/07/95
Owner: National Performance Review
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Appendix A: Status of Major Recommendations by Agency

The National Performance Review's (NPR's) September 7, 1993, report contained 254 major recommendations affecting major government agencies. These recommendations are discussed in more detail in separate accompanying reports, which break these recommendations into 833 specific action items. Of these action items, agencies report that 32 percent are complete, and another 61 percent are in progress. Following are highlights of agency reinvention activities.

Department of Agriculture

NPR Recommendations

USDA01	End the Wool and Mohair Subsidy
USDA02	Eliminate Federal Support for Honey
USDA03	Reorganize the Department of Agriculture to Better Accomplish Its Mission, Streamline Its Field Structure, and Improve Service to Its Customers
USDA04	Implement a Consolidated Farm Management Plan
USDA05	Administer the Employment and Training Requirement for Food Stamp Recipients More Effectively and Efficiently
USDA06	Encourage Better Food Package Management Practices and Facilitate Multi-State Contracts for Infant Food and Formula Cost Containment in the WIC Program
USDA07	Deliver Food Stamp Benefits Via Electronic Benefits Transfer to Improve Service to Customers While Remaining Cost-Effective

Agency Progress to Date

Congress has ceased making the outdated wool and mohair subsidies and has eliminated federal support for honey from FY 1994 through the present fiscal year. Internally, the Department of Agriculture (USDA) is taking significant steps to streamline its organizational structure. It has reduced the number of agencies from 43 to 29 and is in the process of closing or consolidating 1,200 field offices. A multi-year approach is being taken to revise the department's structure to reflect its program responsibilities. Additionally, the agency has developed a more effective network of USDA Service Centers operating under a customer service plan. By 1999, the department will save $2.8 billion in personnel costs and $1.3 billion in other administrative costs as a result of streamlining and reorganizing its headquarters and field office structure. USDA has also redesigned key processes to improve customer service, empower employees, and reduce costs.

To coordinate federal agencies in assisting farm management, the department recently implemented six pilot projects on the whole farm/ranch initiative. Also, USDA is leading the governmentwide effort to assess federal field office structures.

USDA continues to provide ongoing policy guidance to Women, Infants, and Children (WIC) state agencies to maximize their formula cost-containment efforts. USDA is working with states, other agencies, and the Electronic Benefits Transfer (EBT) Task Force to implement EBT as rapidly as possible.

Department of Commerce

NPR Recommendations

DOC01	Reinvent Federal Economic and Regional Development Efforts
DOC02	Provide Better Coordination to Refocus and Leverage Federal Export Promotion
DOC03	Reform the Federal Export Control System for Commercial Goods
DOC04	Strengthen the Tourism Policy Council
DOC05	Create Public/Private Competition for the NOAA Fleet
DOC06	Improve Marine Fisheries Management
DOC07	Provide EDA Public Works Loan Guarantees for Infrastructure Assistance
DOC08	Establish a Manufacturing Technology Data Bank
DOC09	Expand Electronic Availability of Census Data
DOC10	Expand Electronic Availability of Census DataEliminate Legislative Barriers to the Exchange of Business Data Among Federal Statistical Agencies
DOC11	Amend the Omnibus Trade and Competitiveness Act to Increase the Data Quality of the National Trade Data Bank
DOC12	Establish a Single Civilian Operational Environmental Polar Satellite Program
DOC13	Use Sampling to Minimize Cost of the Decennial Census
DOC14	Build a Business and Economic Information Node for the Information Highway
DOC15	Increase Access to Capital for Minority Businesses

Agency Progress to Date

The Department of Commerce (DOC) is steadily working toward making structural improvements; these include streamlining, eliminating regional offices, and creating "one-stop shops." Existing resources have been deployed to staff the newly established Advocacy Center and to open four one-stop shops with the Small Business Administration (SBA), the Export-Import Bank of the United States, and the Agency for International Development. These shops pull the services offered by all of the agencies together into one location, enabling customers to have all their needs addressed at the same time. Eleven more are scheduled to open in 1995.

One of the major goals of DOC's streamlining effort is to flatten its hierarchical structure and increase each manager's span of control by having one less layer between employees and the Secretary by 1996.

DOC's reinvention labs have made significant progress as well. For example, the department has established a manufacturing technology data bank to expand the availability of census data and enhance the quality of the National Trade Data Bank.

Other agency accomplishments include eliminating legislative barriers to the exchange of business data among federal agencies, establishing a single civilian operational environmental polar satellite program, and rewriting export controls to make them more user-friendly for small businesses and infrequent users.

Department of Defense

NPR Recommendations

DOD01	Rewrite Policy Directives to Include Better Guidance and Fewer Procedures
DOD02	Establish a Unified Budget for the Department of Defense
DOD03	Purchase Best Value Common Supplies and Services
DOD04	Outsource Non-Core Department of Defense Functions
DOD05	Create Incentives for the Department of Defense to Generate Revenues
DOD06	Establish and Promote a Productivity-Enhancing Capital Investment Fund
DOD07	Create a Healthy and Safe Environment for Department of Defense Activities
DOD08	Establish a Defense Quality Workplace
DOD09	Maximize the Efficiency of DOD's Health Care Operations
DOD10	Give Department of Defense Installation Commanders More Authority and Responsibility Over Installation Management
DOD11	Reduce National Guard and Reserve Costs
DOD12	Streamline and Reorganize the U.S. Army Corps of Engineers

Agency Progress to Date

Quality training for Department of Defense (DOD) employees continues to be an important departmentwide initiative. DOD is working with the Office of Personnel Management (OPM) on a human resources management reform package and is proposing a new hiring category to replace its current temporary and term hiring authority.

DOD has significantly streamlined its operations, addressing major enhancements and cost savings while reducing its civilian workforce. It implemented policy to empower properly delegated employees to buy common supplies and nonprofessional services in an effort to purchase best value supplies and services. To create a healthy and safe environment for DOD activities, a pollution prevention program and environmental technology policy have been developed and the environmental cleanup process streamlined. In July 1995, the department completed initiatives to streamline environmental cleanup processes. Additional regional offices have been designated to form partnerships with the Environmental Protection Agency (EPA) and state offices.

More than 70 DOD reinvention labs are now under way. The Secretary of Defense endorsed a simplified waiver process that ensures that waiver requests from the labs are addressed in a timely manner. In addition, Secretary William J. Perry issued guidance to reduce business process cycle time by half by calendar year 2000. More than 250 DOD candidates were identified for this effort; processes being streamlined include space launches, audits, material support, and maintenance. Many of these DOD reinvention initiatives have resulted in significant savings.

DOD has made great strides in streamlining its headquarters-level policy and procedural documents, and the various DOD components are well on their way to meeting planned reduction milestones. Internal regulations have been reduced 30 percent to date. In addition, all DOD directives and instructions are published on CD-ROM and are available on the World Wide Web.

DOD is accelerating deployment of currently available commercial technology in its 12 health care regions. The concept of paperless outpatient medical records is now being tested at Scott Medical Center in Belleville, Illinois. A provider workstation prototype is serving more than 90 providers in 40 clinics: 19,000-plus patient encounters have been documented to date in the workstation.

Department of Education

NPR Recommendations

ED01	Redesign Chapter 1 of Elementary and Secondary Education Act
ED02	Reduce the Number of Programs the Department of Education Administers
ED03	Consolidate the Eisenhower Math and Science Education Program with Chapter 2
ED04	Consolidate National Security Education Act Programs
ED05	Streamline and Improve the Department of Education's Grant Process
ED06	Provide Incentives for the Department of Education's Debt Collection Service
ED07	Simplify and Strengthen Institutional Eligibility and Certification for Participation in Federal Student Aid
ED08	Create a Single Point of Contact for Program and Grant Information
ED09	Improve Employee Development Opportunities in Department of Education
ED10	Eliminate the Grantback Statutory Provision of the General Education Provisions Act
ED11	Build a Professional, Mission-Driven Structure for Research
ED12	Develop a Strategy for Technical Assistance and Information Dissemination

Agency Progress to Date

The Department of Education has continued to make significant progress in planning and managing systems to best meet the needs of the agency's ultimate customers, learners of all ages. NPR's 1994 status report indicated that Education had put in place a comprehensive planning process, including the establishment of desired performance outcomes. Since then, the agency has begun to use the process to develop detailed analyses to help monitor progress in its four priority areas. In addition, Education has de-layered its organization and made progress toward streamlining work and reducing numbers of people involved in personnel, budget, and other functions targeted for reduction by NPR. Plans are in place to tie the performance of each employee to the strategic plan as part of a new 360-degree system of appraisal that is now being piloted. A training strategy is being implemented to help employees carry out the strategic plan using customer-focused teams, technology, and other innovative approaches.

Department of Energy

NPR Recommendations

DOE01	Improve Environmental Contract Management
DOE02	Incorporate Land Use Planning in Cleanup
DOE03	Make Field Facility Contracts Outcome-Oriented
DOE04	Increase Electrical Power Revenues and Study Rates
DOE05	Strengthen the Federal Energy Management Program
DOE06	Redirect Energy Laboratories to Post-Cold War Priorities
DOE07	Save Costs Through Private Power Cogeneration
DOE08	Support the Sale of the Alaska Power Administration

Agency Progress to Date

The Department of Energy (DOE) is redirecting the efforts of federal laboratories and encouraging sharing of lab assets with industry, universities, and other agencies. DOE has restructured its overall operations, including a commitment to saving $4.4 billion by restructuring the Environmental Management Program. Also, DOE is working with affected federal agencies and congressional committees that are drafting a Comprehensive Environmental Response Compensation and Liability Act reauthorization bill to ensure inclusion of future land use plans in setting contamination cleanup standards. Savings from these activities will total more than $5 billion over the next five years.

The initial NPR recommendations to increase electrical power revenues have been overtaken by a proposal to privatize the Alaska, Southeastern, Southwestern, and Western area power administrations. A study of power rates will be included in the privatization effort. Bonneville Power Administration debt restructuring congressional hearings were held in June 1995. The Senate has marked up the bill as proposed by the President; further action is expected. The Federal Energy Management Program has been strengthened by upgrading its management to a deputy assistant secretary position, and a priority status is being pursued for the program's budget requests.

A Priority Team Report on laboratory missions was sent to the Secretary, and strategic plans for FY 1995 through FY 2000 are being developed in an effort to redirect lab priorities with reference to DOE's mission areas-protecting national security and reducing the nuclear danger, weapons site cleanup and environmental management, science and technology, and enhancing energy security.

Legislation was sent to Congress in February 1995 to remove the current restriction limiting the sale or use of cogenerated electricity to federally owned facilities. No bills have been formally introduced. Also, legislation has been introduced in both houses of Congress to authorize the sale of the two Alaska Power Administration projects in accordance with previously negotiated purchase agreements.

Environmental Protection Agency

NPR Recommendations

EPA01	Improve Environmental Protection Through Increased Flexibility for Local Government
EPA02	Streamline EPA's Permit Program
EPA03	Shift EPA's Emphasis Toward Pollution Prevention and Away From Pollution Control
EPA04	Promote the Use of Economic and Market-Based Approaches to Reduce Water Pollution
EPA05	Increase Private Sector Partnerships to Accelerate Development of Innovative Technologies
EPA06	Stop the Export of Banned Pesticides
EPA07	Establish Measurable Goals, Performance Standards, and Strategic Planning Within EPA
EPA08	Reform EPA's Contract Management Process
EPA09	Establish a Blueprint for Environmental Justice Throughout EPA's Operations
EPA10	Promote Quality Science for Quality Decisions
EPA11	Reorganize EPA's Office of Enforcement

Agency Progress to Date

EPA has implemented more than 40 percent of its recommendations. It is taking steps to alleviate the burden on local governments by increasing flexibility in the regulatory process and streamlining its permit program. Through a variety of outreach efforts, EPA has developed a national strategy to promote more efficient use of pesticides and fertilizers, assisted agencies in making determinations for selecting and purchasing environmentally preferable products, and earmarked funds for environmental technology. EPA's emphasis has thus shifted from pollution control to pollution prevention.

In addition, EPA has completed an agency action plan for improving the regulatory and statutory climate for innovative technologies. It is in the process of establishing partnerships with different industries to reengineer common products and processes so as to promote pollution prevention. By establishing partnerships with, and providing technical assistance to, developing countries, EPA continues to try to prevent the export of banned pesticides.

To promote quality science for quality decisions, EPA has established guidelines for professional development and promotion of scientific and technical staff. Peer review and quality assurance programs are being expanded to promote excellence in science, and organizational effectiveness has been improved by appropriately structuring the agency's laboratories.

Executive Office of the President

NPR Recommendations

EOP01	Delegate Routine Paperwork Review to the Agencies and Redeploy OMB's Resources More Effectively
EOP02	Modify the OMB Circular System
EOP03	Strengthen the Office of U.S. Trade Representative's Coordination With State and Local Governments
EOP04	Improve Federal Advisory Committee Management
EOP05	Reinvent OMB's Management Mission
EOP06	Improve OMB's Relationship With Other Agencies
EOP07	Strengthen the Office of the U.S. Trade Representative's Trade Policy Coordination Process
EOP08	Strengthen the Office of the U.S. Trade Representative's Negotiation Process
EOP09	Establish a Customer Service Bureau in the EOP
EOP10	Conduct Qualitative Self-Reviews of Critical Administrative Processes
EOP11	Improve the Presidential Transition Process
EOP12	Improve Administrative Processes

Agency Progress to Date

The Office of Management and Budget (OMB) has continued to use its resources more effectively and improve OMB's relationship with other agencies. Internal reorganization has been designed to better integrate budget analysis, management review, and policy development functions to address cross-cutting and long-term governmental problems.

Besides improving internal processes, OMB has completed its initiatives to improve its relationships with other agencies: the office meets regularly with agencies to discuss and formulate new budget initiatives, OMB performance evaluations now include an element on maintaining good relations with agencies, and formal staff exchanges with agencies have been established.

In addition, the Executive Office of the President is in the process of reinventing its management mission. OMB 2000, OMB's internal reorganization, is paving the way toward more flexible, innovative, and effective management control programs. The plan creates linkages across government, academia, and the private sector that provide for rapid dissemination of best management practices.

Federal Emergency

Management Agency

NPR Recommendations

FEMA01	Shift Emphasis to Preparing for and Responding to the Consequences of All Disasters
FEMA02	Develop a More Anticipatory and Customer-Driven Response to Catastrophic Disasters
FEMA03	Create Results-Oriented Incentives to Reduce the Costs of a Disaster
FEMA04	Develop a Skilled Management Team Among Political Appointees and Career Staff

Agency Progress to Date

The Federal Emergency Management Agency (FEMA) has implemented all of its recommendations; most have been completed, and some are nearing completion or are ongoing. Notably, it continues to develop innovative ways to provide quality customer service to disaster victims. It has significantly increased its teleregistration capacity to accommodate more disaster assistance applications by phone as opposed to at Disaster Application Centers (DACs); teleregistration is now also done entirely by computer. Automation of the registration process will result in a near-paperless system and has reduced the time it takes to deliver disaster assistance applications for processing by as much as one to two days. In addition, an application taken at a DAC costs more than $59, while one taken via teleregistration costs only $13.79, resulting in approximately $45 in savings per application.

Customer service standards based on the results of ongoing focus group and survey activities have been published and are distributed to disaster applicants. A telephone help line and disaster service centers have been deployed to provide applicants with up-to-date information on disaster assistance.

FEMA is working with the Red Cross and the 28 federal agencies that incorporate recovery and mitigation activities under the Federal Response Plan.

FEMA has produced a virtual electronic encyclopedia of continually updated and enhanced emergency management information. More than 850,000 inquiries have been posted to FEMA's World Wide Web site since it came on-line in November 1994. During the week after the Oklahoma City bombing incident, 80,000 Internet users accessed the FEMA site for specially produced situation reports. The latest addition to FEMA's Web site is a Global Emergency Management System that provides the user with links to dozens of other on-line databases, both domestic and international, in areas such as disaster management, disaster mitigation, risk management, natural disasters, scientific research, and search and rescue.

Also, for the first time in its history, FEMA has a strategic plan to guide policymakers toward a "Partnership for a Safer Future."

General Services Administration

NPR Recommendations

GSA01

Separate Policymaking From Service Delivery and Make the General Services Administration a Fully Competitive, Revenue-Based Organization

Agency Progress to Date

The General Services Administration (GSA) has completed implementation of two-thirds of its recommendations. It is transforming itself into an organization with a stronger policy and oversight role in the governmentwide performance of administrative services, except personnel and financial management, by establishing a new Office of Policy, Planning, and Leadership. An internal GSA order has been drafted, to be effective October 1, 1995, which will consolidate into this new office the policy and regulatory activities formerly located in the services responsible for public buildings, federal supply, and information technology. This action will improve asset management.

In other reinvention efforts, GSA has made significant progress in eliminating mandatory sources of supply; identifying innovative procurement strategies; creating customer-focused, competitive ways of doing business; increasing the use of automation and technology; and streamlining and simplifying the organization and its operations.

Department of Health and

Human Services

NPR Recommendations

HHS01	Promote Effective Integrated Service Delivery for Customers by Increasing Collaboration Efforts
HHS02	Reengineer the HHS Process for Issuing Regulations
HHS03	Develop a National, Uniform Inspection System to Ensure a Safe Food Supply
HHS04	Reconfigure Support for Health Professions Education
HHS05	Restructure the Management of Railroad Industry Benefit Programs
HHS06	Improve Social Security Administration Disability Claims Processing to Better Serve People With Disabilities and Safeguard Trust Fund Assets
HHS07	Protect Social Security, Disability, and Medicare Trust Fund Assets by Removing Barriers to Funding Productive Oversight Activities
HHS08	Coordinate Collection and Dissemination of Social Security Administration Death Information to Protect Federal Program Assets
HHS09	Take More Aggressive Action to Collect Outstanding Debts Owed to the Social Security Trust Fund
HHS10	Institute and Collect User Fees on FDA's Inspection and Approval Process
HHS11	Redesign SSA Service Delivery and Make Better Use of Technology to Provide Improved Access and Services to Customers
HHS12	Strengthen Departmentwide Management
HHS13	Review the Field and Regional Office Structure of HHS and Develop a Plan for Shifting Resources to Match Workload Demands
HHS14	Amend the Health Care Financing Administration's Contracting Authority to Allow for Competitive Contracting

Agency Progress to Date

The Department of Health and Human Services (HHS) continues to be a leader in developing customer service plans. Moving beyond last year's efforts, which were focused on the agency's direct customers, HHS is now developing service standards governing how it will relate to its partners-the thousands of public and private grantees across the country that work with HHS to provide a vast array of programs and services to the American people.

HHS has completed its review of how the agency develops and issues regulations and is instituting a new process, one that removes layers of review by delegating authority and increases the involvement of interested staff and outside parties early in the process. The new process is expected to cut the time needed to issue final regulations in half.

In addition to reinvention labs focusing on empowering employees to improve customer service, HHS organized a reinvention lab of interested employees from all across the department to design and develop the HHS corporate presence on the Internet. As a result of this effort, a vast array of program information-including health information directed toward medical providers and the general public-is now readily available to the public. Other technology initiatives in HHS include participation on an interagency force looking to provide federal benefits electronically and expansion of the HHS e-mail system to reach 55,000 employees.

HHS included proposals to authorize the Food and Drug Administration to collect user fees in its 1996 budget submission. In addition, HHS has drafted legislation that would authorize changes in Medicare contracting that would lead to greater competition.

Department of Housing and

Urban Development

NPR Recommendations

HUD01	Reinvent Public Housing
HUD02	Improve Multifamily Asset Management and Disposition
HUD03	Improve Single-Family Asset Management and Disposition
HUD04	Create an Assisted-Housing/Rent Subsidy Demonstration Project
HUD05	Establish a New Housing Production Program
HUD06	Streamline HUD Field Operations
HUD07	Refinance Section 235 Mortgages
HUD08	Reduce Section 8 Contract Rent Payments
HUD09	Consolidate Section 8 Certificates and Vouchers
HUD10	Reduce Operating Subsidies for Vacancies

Agency Progress to Date

The Department of Housing and Urban Development (HUD) has implemented more than 40 percent of its recommendations and continues to pursue its reinvention activities. In the past year, public housing transformation proposals to devolve control were submitted to Congress, and a department rule to decontrol public housing authorities is scheduled to be published in the fall. Other initiatives to reinvent public housing are making expected progress or have already been completed. Legislation has been introduced to establish demonstration projects to devolve control of public housing to local authorities and to authorize construction and modernization funding for models that try to provide tenants with choice.

HUD has further improved its multi- and single-family asset management and disposition. It has stimulated new multifamily housing production through a series of agreements with lenders; legislation is pending to further this objective. To reduce Section 8 contract rent payments, HUD has required owners to document and justify all operating costs and is working toward basing its annual contract rental rate increases on actual increases in costs to the owners. In July 1995, HUD published a final rule consolidating the Section 8 Certificate and Voucher programs to the extent permitted by law. It also published a proposed rule, which was developed using negotiated rulemaking, to reduce operating subsidies on vacant units.

Intelligence Community

NPR Recommendations

INTEL01	Enhance Intelligence Community Integration
INTEL02	Enhance Community Responsiveness to Customers
INTEL03	Reassess Information Collection to Meet New Analytical Challenges
INTEL04	Integrate Intelligence Community Information Management Systems
INTEL05	Develop Integrated Personnel and Training Systems
INTEL06	Merge the President's Intelligence Oversight Board With the President's Foreign Intelligence Advisory Board
INTEL07	Improve Support to Ground Troops During Combat Operations

Agency Progress to Date

The Intelligence Community has completed implementation of almost 60 percent of its recommendations. As the Intelligence Community reorients itself in the post-Cold War world, its leadership has been meeting to chart the course ahead and is preparing a communitywide vision and action plan which include near-term initiatives and long-term priorities. The National Intelligence Needs Process is being refined to identify the essential contribution intelligence makes in accomplishing national objectives; further enhancements to this process are expected in the near future.

Intelink-the Intelligence Community's classified multimedia data exchange patterned after the Internet-is now fully operational, providing a wealth of information services to the community and its customers, as well as contributing to a better integration of the community's various elements.

In the area of human resources management-a high priority of the new Director, Central Intelligence (DCI)-a senior review panel published its findings at the end of July 1995, promising a framework of a redefined, integrated personnel management system. Also, the DCI's Foreign Language Committee exceeded its original recommended action to spawn a number of innovative language reforms.

Department of the Interior

NPR Recommendations

DOI01	Establish a Hard Rock Mine Reclamation Fund to Restore the Environment
DOI02	Redefine Federal Oversight of Coal Mine Regulation
DOI03	Establish a National Spatial Data Infrastructure
DOI04	Promote Entrepreneurial Management of the National Park Service
DOI05	Obtain a Fair Return for Federal Resources
DOI06	Rationalize Federal Land Ownership
DOI07	Improve the Land Acquisition Policies of the DOI
DOI08	Improve Minerals Management Service Royalty Collections
DOI09	Establish a System of Personnel Changes in DOI
DOI10	Consolidate Administrative and Programmatic Functions in DOI
DOI11	Streamline Management Support Systems in DOI
DOI12	Create a New Mission for the Bureau of Reclamation
DOI13	Improve the Federal Helium Program
DOI14	Enhance Environmental Management by Remediating Hazardous Material Sites

Agency Progress to Date

Mining reform legislation has been reintroduced in the current Congress. The Department of the Interior (DOI) is continuing to prioritize cleanup of abandoned mines and downsizing of the Office of Surface Mining. It is also supporting legislation to boost the federal government's return on its investment in the park system. DOI continues to play a lead role in the development of the National Spatial Data Infrastructure.

To consolidate administrative and programmatic functions within the department and reduce positions in NPR target areas, DOI is implementing its October 1994 streamlining plan. Also, DOI's human resources operation is in the midst of a major reengineering effort. Reforms include performance agreements for senior executives, an automated classification system, and a performance appraisal system. As recommended, DOI has also initiated several personnel exchange activities.

The Bureau of Reclamation has successfully implemented its new mission. Interior is working with several other federal agencies to improve environmental management of hazardous waste sites.

Department of Justice

NPR Recommendations

DOJ01	Improve the Coordination and Structure of Federal Law Enforcement Agencies
DOJ02	Improve Border Management
DOJ03	Redirect and Better Coordinate Resources Dedicated to the Interdiction of Drugs
DOJ04	Improve Department of Justice Debt Collection Efforts
DOJ05	Improve the Bureau of Prisons Education, Job Training, and Financial Responsibilities Programs
DOJ06	Improve the Management of Federal Assets Targeted for Disposition
DOJ07	Reduce the Duplication of Drug Intelligence Systems and Improve Computer Security
DOJ08	Reinvent the Immigration and Naturalization Service's Organization and Management
DOJ9	Make the Department of Justice Operate More Effectively as the U.S. Government Law Firm
DOJ10	Improve White Collar Fraud Civil Enforcement
DOJ11	Reduce the Duplication of Law Enforcement Training Facilities
DOJ12	Streamline Background Investigations for Federal Employees
DOJ13	Adjust Civil Monetary Penalties to the Inflation Index
DOJ14	Improve Federal Courthouse Security
DOJ15	Improve the Professionalism of the U.S. Marshals Service
DOJ16	Develop Lower Cost Solutions to Federal Prison Space Problems

Agency Progress to Date

Substantial progress has been realized in several initiatives begun during the earliest stages of NPR at the Department of Justice (DOJ). The Joint Automated Booking Station Laboratory, intended to streamline the booking process and improve access to offender information, has reduced processing times considerably. Further implementation at other sites is scheduled for later this year.

As part of a major overhaul of the Immigration and Naturalization Service (INS), increased attention has been focused on border management activities to ensure the best possible use of staff. A unified continuing training program and joint performance standards have been developed in conjunction with the U.S. Customs Service. Also, INS is testing ways to cut through red tape in delivering services to customers at model offices in El Paso and Detroit; it is also participating in an international, multi-agency pilot effort to test ways of expediting the legal entry of low-risk border crossers.

The Bureau of Prisons continues to seek ways of reducing the expense of operating federal prisons. During 1995, about 2,800 inmates completed 151 community and public works projects. The bureau was also successful in getting Congress to approve legislation to curb the costs of confinement; this will offset inmate health care costs.

DOJ has submitted a proposed reorganization of the U.S. Marshals Service that will streamline the agency and empower its employees. It will shift approximately 100 positions from headquarters to the field, reduce the number of management layers and formal organizational units, and abolish three regional offices. The reorganization will improve delivery of services, eliminate non-value-added work and redundant processing steps, and consolidate similar business functions.

Department of Labor

NPR Recommendations

DOL01	Enhance Reemployment Programs for Occupationally Disabled Federal Employees
DOL02	Develop a Single Comprehensive Worker Adjustment Strategy
DOL03	Expand Negotiated Rulemaking and Improve Up-Front Teamwork on Regulations
DOL04	Expand the Use of Alternative Dispute Resolution by the Department of Labor
DOL05	Automate the Processing of ERISA Annual Financial Reports (Forms 5500) to Cut Costs and Delays in Obtaining Employee Benefit Plan Data
DOL06	Amend the ERISA Requirement for Summary Plan Descriptions
DOL07	Redirect the Mine Safety and Health Administration's Role in Mine Equipment Regulation
DOL08	Create One-Stop Centers for Career Management
DOL09	Create a Boundary-Spanning Workforce Development Council
DOL10	Refocus the Responsibility for Ensuring Workplace Safety and Health
DOL11	Open the Civilian Conservation Centers to Private and Public Competition
DOL12	Partially Fund Mine Safety and Health Enforcement Through Service Fees
DOL13	Integrate Enforcement Activities Within the Department of Labor
DOL14	Apply Information Technology to Expedite Wage Determinations for Federal Contracts
DOL15	Provide Research and Development Authority for the DOL's Mine Safety and Health Program
DOL16	Increase Assistance to States in Collecting Delinquent Unemployment Insurance Trust Fund Contributions
DOL17	Revise and Update the Consumer Price Index
DOL18	Improve the Delivery of Legal Services by the Office of the Solicitor in the Department of Labor
DOL19	Transfer the Veterans' Employment and Training Service to the Employment and Training Administration
DOL20	Reduce Federal Employees' Compensation Act Fraud
DOL21	Change the Focus of the Unemployment Insurance Benefits Quality Control Program to Improve Performance

Agency Progress to Date

The Department of Labor (DOL) continues to make progress in its efforts to reinvent its regulatory and enforcement activities. Several of NPR's recommendations have been completed, and almost all of the remaining recommendations are under way. In addition, 93 percent of the performance objectives in the Secretary's performance agreement with the President for FY 1994 have been accomplished. Also, more than 10 core programs or activities have been successfully reengineered in accordance with the Secretary's FY 1995 performance agreement. Reengineered activities include the Mine Safety and Health Administration regular inspection process and inspection accountability process, the Occupational Safety and Health Administration's (OSHA's) Freedom of Information Act process and OSHA's complaint processing, Federal Employees' Compensation Act claims processing, OFCCP standard investigation, and the Wage and Hour investigation process.

Substantial progress has also been made in implementing DOL's streamlining plan. Reductions in employment, headquarters positions, and senior-level positions are all ahead of target.

The department has continued to focus its reinvention activities on the customer: developing customer service standards, reengineering and improving operations to provide better customer service, and conducting widespread training on managing for results.

National Aeronautics and

Space Administration

NPR Recommendations

NASA01	Improve NASA Contracting Practices
NASA02	Increase NASA Technology Transfer Efforts and Eliminate Barriers to Technology Development
NASA03	Increase NASA Coordination of Programs With the U.S. Civil Aviation Industry
NASA04	Strengthen and Restructure NASA Management
NASA05	Clarify the Objectives of the Mission to Planet Earth Program

Agency Progress to Date

The National Aeronautics and Space Administration (NASA) was already in the process of absorbing a $35 billion (31 percent) cut over five years when the President asked for an additional $8.7 billion reduction. Consequently, NASA established an internal review team to produce proposals to enable the agency to meet the funding targets set by the Administration. The review team's plan cuts infrastructure by reducing jobs, facilities, and administrative overhead, rather than terminating core science, aeronautics, and exploration programs.

The review, known as the "Zero-Based Review," proposed streamlining functions at NASA's 10 major field centers, so that each installation becomes a "center of excellence" concentrating on specific aspects of NASA's mission. At the same time, these proposed changes would reduce overlap and consolidate administrative and program functions across the agency.

Under the review team's plan, NASA's total civil service employment levels will be cut to approximately 17,500 by the year 2000. This is the lowest number of civil servants at NASA since 1961. In addition, the budget will cut an estimated 25,000 contractor personnel.

The review team proposals are being assessed as part of the agency's FY 1997 budget, due to be submitted to the Office of Management and Budget later this year.

National Science Foundation

NPR Recommendations

NSF01	Strengthen Coordination of Science Policy
NSF02	Use a Federal Demonstration Project to Increase Research Productivity
NSF03	Continue Automation of NSF Research Support Functions

Agency Progress to Date

The President strengthened the coordination of science policy by creating the National Science and Technology Council. Also, steps have been taken to formalize the Federal Demonstration Project (FDP). A certification process and certification criteria were developed by an FDP working group, and accepted by the FDP Steering Committee in 1994. The current FDP structure is being used to explore further experiments and demonstrations, particularly direct charging of facilities costs.

Through Project FastLane, the National Science Foundation (NSF) is pioneering the use of information technology to ease and streamline proposal preparation and processing and the administration of awards for research and education projects. Several pilot projects involving a cross-section of institutions that receive support from NSF are either operational or in the late stages of development. NSF is coordinating closely with other research-supporting agencies.

Office of Personnel Management

NPR Recommendations

OPM01	Strengthen OPM's Leadership Role in Transforming Federal Human Resource Management Systems
OPM02	Redefine and Restructure OPM's Functional Responsibilities to Foster a Customer Orientation
OPM03	Change the Culture of OPM to Empower Its Staff and Increase Its Customer Orientation

Agency Progress to Date

In January 1995, OPM Director James B. King implemented a reorganization, or redesign, of the agency that has underscored OPM's core mission as guardian of the merit system and strengthened the agency's commitment to customer service. "Whatever other roles OPM may play, there is no question that this agency must exist to guarantee to the American people that we won't slide back into the days of chaos, corruption, and discrimination in government" that existed before the institution of the career civil service, Director King told employees. OPM is now a smaller, leaner agency with 1,738 fewer full-time employees since April 1993-a decrease of more than 30 percent.

Small Business Administration

NPR Recommendations

SBA01	Allow Judicial Review of the Regulatory Flexibility Act
SBA02	Improve Assistance to Minority Small Businesses
SBA03	Reinvent the U.S. Small Business Administration's Credit Programs
SBA04	Examine Federal Guidelines for Small Business Lending Requirements
SBA05	Manage the Microloan Program to Increase Loans for Small Business
SBA06	Establish User Fees for Small Business Development Center Services
SBA07	Distribute SBA Staff Based on Workload and Administrative Efficiency
SBA08	Improve Federal Data on Small Businesses

Agency Progress to Date

The Small Business Administration (SBA) has completed implementation of more than 60 percent of its recommendations. Its reinvention activities are highlighted by continued progress under several initiatives. Specifically, by reinventing SBA's credit programs, LowDoc and FA$TRACK have been successful in trimming processing times and reducing paperwork. By relying more on the expertise and decisions of nongovernment lending partners, the agency has developed increased efficiency and garnered wide praise from borrowers and lenders alike.

SBA is also simplifying its own regulations, initiating reform as a central focus of continuing reinvention efforts. SBA will revise all of its regulations by the end of calendar year 1995, reducing their length by more then 50 percent. SBA has also redistributed its staff based on need. Regional offices have been streamlined, dropping from 336 in 1992 to 90 in 1995. Many of these employees are now working in district offices, serving small business owners directly.

Department of State/

U.S. Information Agency

NPR Recommendations

DOS01	Expand the Authority of Chiefs of Mission Overseas
DOS02	Integrate the Foreign Affairs Resource Management Process
DOS03	Improve State Department Efforts to Promote U.S. Business Overseas
DOS04	Provide Leadership in the Department's Information Management
DOS05	Reduce Mission Operating Costs
DOS06	Consolidate U.S. Nonmilitary International Broadcasting
DOS07	Relocate the Mexico City Regional Administrative Management Center
DOS08	Improve the Collection of Receivables
DOS09	Change UN Administrative and Assessment Procedures

Agency Progress to Date

Under the auspices of the President's Management Council, State and other foreign affairs agencies have launched pilot projects to solve administrative cost-sharing problems overseas. Increasing the foreign affairs management authority of chiefs of mission overseas will require legislation granting them authority over non-State appropriations.

State established the Office of Resources, Plans, and Policy in 1994 to coordinate resource requirements in the Function 150 budget. This office reports directly to the Secretary.

State continues to increase its efforts to promote U.S. business overseas. Through improved coordination with other international trade agencies and shared trade information, the department is ahead of schedule in its implementation of an export promotion strategy.

The department appointed an acting chief information officer this year to guide the development of and provide oversight for information management policy. State is using private and public sector expertise in developing a department-wide strategic plan for moving to open systems.

State has made significant progress in reducing overseas operating costs; for example, it has closed several overseas posts and reduced the reporting burden on all other posts.

USIA consolidated all U.S. government nonmilitary overseas broadcasting operations into a new International Broadcasting Bureau. This will generate $400 million in savings by 1997 while still retaining the effectiveness of the various broadcast entities.

The relocation of the Mexico City Regional Administrative Management Center is under way, returning jobs to the United States, and should be completed by March 1996. State has also made significant progress in collecting accounts receivable.

Progress continues on United Nations (UN) administrative reform, with UN General Assembly agreement to establish an under secretary for inspection and a high-level working group examining the UN financial situation.

Department of Transportation

NPR Recommendations

DOT01	Measure Transportation Safety
DOT02	Streamline the Enforcement Process
DOT03	Use a Consensus-Building Approach to Expedite Transportation and Environmental Decisionmaking
DOT04	Establish a Corporation to Provide Air Traffic Control Services
DOT05	Permit States to Use Federal Aid as a Capital Reserve
DOT06	Encourage Innovations in Automotive Safety
DOT07	Examine User Fees for International Over-Flights
DOT08	Increase FAA Fees for Inspection of Foreign Repair Facilities
DOT09	Contract for Level I Air Traffic Control Towers
DOT10	Establish Aeronautical Telecommunications Network to Develop a Public-Private Consortium
DOT11	Improve Intermodal Transportation Policy Coordination and Management
DOT12	Develop an Integrated National Transportation Research and Development Plan
DOT13	Create and Evaluate Telecommuting Programs
DOT14	Improve DOT Information Technology Management
DOT15	Provide Reemployment Rights for Merchant Mariners
DOT16	Establish a Commission to Review the U.S. Maritime Industry
DOT17	Eliminate Funding for Highway Demonstration Projects
DOT18	Reduce Spending for the U.S. Merchant Marine Academy
DOT19	Rescind Unobligated Earmarks for the FTA New Starts and Bus Program
DOT20	Reduce Annual Essential Air Service Subsidies
DOT21	Assign Office of Motor Carriers (OMC) Field Staff to Improve Program Effectiveness and Reduce Costs
DOT22	Assign Office of Motor Carriers (OMC) Field Staff to Improve Program Effectiveness and Reduce Costs
DOT23	Automate Administrative Requirements for Federal-Aid Highway Projects

Agency Progress to Date

The Department of Transportation (DOT) has completed implementation of over half of the NPR recommendations. DOT has revamped its activities to move decisionmaking to the "front lines," provide state and local partners with more choice and flexibility, and set goals and objectives for working better and focusing on customers. The department has done extensive strategic planning, established state and local partnerships, moved to leverage federal transportation dollars, restructured its organization, established performance standards, and streamlined its regulatory process.

Through customer surveys and organizational assessments, DOT's internal and external customers identified an increasing desire for flexibility and choice, with a greater focus on results. The agency has developed several pilot programs to increase performance: these involve the U.S. Coast Guard's marine safety, security, and environmental protection program; the Federal Aviation Administration's (FAA's) Airways Facilities service delivery; the Federal Highway Administration's Federal Lands Highway program; and all of the National Highway Traffic Safety Administration. DOT has also incorporated performance-based standards into its FY 1996 and 1997 budgets. The Federal Highway Administration Congestion Mitigation and Air Quality Improvement program has been altered to give states and localities the flexibility to use funds the way they think best. DOT is also seeking to develop a decisionmaking framework that uses an integrated transportation system perspective focusing on outcomes.

Transportation is currently exploring the feasibility of using cooperative agreements to incorporate promising technological innovations into its operations. FAA has joined with 11 U.S. airlines to develop a worldwide Aeronautical Telecommunication Network (ATN), a ground- and air-based system to deliver data-link communications. Planned ATN data-link information services direct controller-pilot communications, predeparture clearances, and aviation weather-all of which will greatly enhance the speed and accuracy of communications while reducing the amount of voice communication necessary. Through the use of shared networks, speed of communications, and other innovations, DOT expects to save the airline industry $600 million a year in the oceanic environment alone. Also, information technology is being developed to use the Geographic Information System and Global Positioning System to improve navigation and positioning in transportation for better safety. These information technology programs are expected to be completed in December 1995. DOT is also implementing telecommuting within the department and monitoring telecommuting in the private sector and its impacts on transportation.

The agency has been working to leverage the federal tax dollars used for operation. On May 19, 1995, FAA was given the authority to increase user fees for foreign repair station certification to current cost levels. Congress denied DOT the ability to charge tuition for the Merchant Marine Academy.

Department of the Treasury

NPR Recommendations

TRE01	Improve the Coordination and Structure of Federal Law Enforcement Agencies
TRE02	Improve Border Management
TRE03	Redirect and Better Coordinate Resources Dedicated to the Interdiction of Drugs
TRE04	Foster Federal-State Cooperative Initiatives by the IRS
TRE05	Simplify Employer Wage Reporting
TRE06	Establish Federal Firearms License User Fees to Cover Costs
TRE07	Improve the Management of Federal Assets Targeted for Disposition
TRE08	Reduce the Duplication of Drug Intelligence Systems and Improve Computer Security
TRE09	Modernize the IRS
TRE10	Modernize the U.S. Customs Service
TRE11	Ensure the Efficient Merger of the Resolution Trust Corporation Into the FDIC
TRE12	Reduce the Duplication of Law Enforcement Training Facilities
TRE13	Streamline Background Investigations for Federal Employees
TRE14	Adjust Civil Monetary Penalties to the Inflation Index
TRE15	Increase IRS Collections Through Better Compliance Efforts
TRE16	Improve Agency Compliance With Employment Tax Reporting Requirements (Form 1099)
TRE17	Authorize Federal Tax Payments by Credit Card
TRE18	Modernize the Financial Management Service
TRE19	Repeal Section 5010 of the Internal Revenue Code to Eliminate the Tax Credits for Wine and Flavors
TRE20	Amend or Repeal Section 5121 of the Internal Revenue Code Requiring Special Occupational Taxes on Retail Alcohol Dealers

Agency Progress to Date

The Department of the Treasury is making progress on almost all of its NPR recommendations. Improvements have been made in both border management and the coordination and structure of federal law enforcement agencies. In May 1995, the Customs Service, USDA, and INS jointly formed three reinvention teams to reengineer Northern and Southern border processes and airport environments. Reorganized enforcement bureaus are now more focused on agency-specific core responsibilities; further internal restructuring is in progress.

The Internal Revenue Service is working with other federal and state agencies to develop steps to reduce employer wage and tax reporting requirements. This will eventually lead to a system of single electronic filing with state and federal governments.The agency also has published customer service standards and revised its performance measures to increase measurement of outputs directly affecting taxpayers.

A more flexible headquarters structure has been implemented as a Customs Service modernization effort, and a new field structure will be completed by this fall. Customs is proposing an electronic bulletin board to replace mailing of notices, thereby decreasing cost and modernizing service practices.

Treasury is improving governmentwide financial management systems by consolidating its operations and continuing to upgrade technology rapidly to ensure that federal agencies have the option to send payment data electronically when cost-efficient.

Legislation has been drafted to repeal the wine and flavors tax credit and Section 5121 of the tax code.

U.S. Agency for International Development

NPR Recommendations

AID01	Redefine and Focus AID's Mission and Priorities
AID02	Reduce Funding, Spending, and Reporting Micromanagement
AID03	Overhaul the AID Personnel System
AID04	Manage AID Employees and Consultants as a Unified Workforce
AID05	Establish an AID Innovation Capital Fund
AID06	Reengineer Management of AID Projects and Programs
AID07	Consolidate or Close AID Overseas Missions

Agency Progress to Date

In March 1994, the U.S. Agency for International Development (AID) released "Strategies for Sustainable Development," a series of reports defining the agency's long-term goals and refining the framework for foreign assistance. The reports were followed by more detailed guidelines on how to implement agency goals.

To emphasize AID's commitment to change, the entire agency was designated a "reinvention lab," and teams across the agency have reengineered major processes such as procurement and financial management. AID has developed a cross-cutting budget preparation process. It has also overhauled its personnel system to focus on more appropriate training and rotational assignments, to create a more diverse workforce, and to increase employee participation in decisionmaking. AID has reorganized and rightsized its Washington, D.C., headquarters and has begun a major realignment of field offices, with 21 missions to close by FY 1996 and six more to close by FY 1997. In addition, the agency has reduced its use of outside contractors by 20 percent. The "New AID," featuring all of its new systems and procedures, will be launched formally in FY 1996.

Department of Veterans Affairs

NPR Recommendations

DVA01	Develop the Master Veteran Record and Modernize the Department's Information Infrastructure
DVA02	Modernize Benefits Claims Processing
DVA03	Eliminate Legislative Budget Constraints to Promote Management Effectiveness
DVA04	Streamline Benefits Claims Processing
DVA05	Consolidate Department of Defense and Department of Veterans Affairs Compensation and Retired Pay Programs
DVA06	Enhance VA Cost Recovery Capabilities
DVA07	Establish a Working Capital Fund
DVA08	Decentralize Decisionmaking Authority to Promote Management Effectiveness
DVA09	Establish a Comprehensive Resource Allocation Program
DVA10	Serve Veterans and Their Families as Customers
DVA11	Phase Out and Close Supply Depots
DVA12	Improve Business Practices Through Electronic Commerce
DVA13	Eliminate "Sunset" Dates in the Omnibus Budget Reconciliation Act of 1990
DVA14	Raise the Fees for Veterans Affairs' Guaranteed Home Loans
DVA15	Restructure the Veterans Affairs' Health Care System
DVA16	Recover Administrative Costs of Veterans' Insurance Program From Premiums and Dividends

Agency Progress to Date

As part of its customer service plan, the Department of Veterans Affairs (VA) has included standards for direct service; these are monitored to ensure that quality service is provided. VA has also instituted a "courtesy and caring" program to ensure that customers are treated with dignity and compassion. The department has actively sought the views and opinions of its customers in determining their needs and level of satisfaction. Customer service standards are being integrated with the Government Performance and Results Act in addition to other management and planning processes. VA's integration approach has been a model for the federal government.

VA has developed a streamlining plan to reduce overhead and management layers. The department is consolidating administration and management at VA medical centers and merging personnel, acquisition, and finance activities. The focus of streamlining is to improve the ratio of employees to supervisors to at least 15 to 1, while continuing to emphasize quality customer service. Delegations of authority in human resource management are expediting decisionmaking, reducing paperwork, and freeing scarce resources. A management framework stimulating maximum delegation of authority was approved. Largely due to the authorization for single-signature decisions, the Board of Veterans Appeals increased productivity by 27 percent.

VA and the Department of the Treasury have reached an agreement to automate many paper-driven processes, with cost savings estimated at $123 million over five years. The percentage of employees receiving their salaries by direct deposit has increased to 90 percent.

Additionally, VA has initiated several actions to better meet the needs of customers while reducing costs. It has partnered with the private sector in Houston to construct a new building on VA property in exchange for a long-term lease for a retail center. Estimated savings for the federal government exceed $16 million over the life of the partnership. The agency also helped 100,000 veterans refinance their VA-guaranteed home loans, saving each veteran an average of $14,760 over 10 years and avoiding an estimated $56 million in future foreclosure costs to the government.

The Director of OMB has accepted VA as a franchise fund pilot and has forwarded a proposal to Congress to franchise certain in-house activities. VA has presented to Congress and begun to implement a complete restructuring of the health care system that will ensure optimum quality and efficiency as well as greater access to veterans.