DEPARTMENT OF ENERGY PROCUREMENT & ASSISTANCE MANAGEMENT FY 2003 BALANCED SCORECARD PERFORMANCE ASSESSMENT PROGRAM National Core Performance Measures Supporting Corporate Management Initiatives 1 Balanced Scorecard Methodology The BSC is a structured approach to performance measurement and performance management that links anization’s strategic thinking to the activities necessary to achieve desired results The BSC is a vehicle municating 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 anization forward to meet anizational goals 2 Balanced Scorecard Methodology The BSC utilizes Department-wide 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 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 ME-60’s SES performance assessments In FY 2003, ME-60 continues to assign accountability to individual staff by flowing down the BSC to individuals and teams. 3 MISSION To provide acquisition and assistance services to support plishment 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