FOHS grew its business by 17% in the year, primarily due to huge demands for services from its customers engaged in National and Homeland Defense.

The Program Support Center's vision is to be a customer-driven organization that provides high quality products and outstanding services that will earn us a service delivery reputation that is second to none.

PSC Performance Report Summary

The following chart shows a summary of the PSC measures from FY 1999

Program Support Center Mission

The Program Support Center provides customer-focused administrative services and products for the Department of Health and Human Services.

The PSC is charged with providing a full range of support services to all components of the HHS focusing primarily on products and services in the following areas:

In 2001 the Program Support Center identified four core goals that are illustrative of the outcomes the PSC seeks to achieve. Each of the goals has specific objectives which support and reinforce the President's Management Agenda, the Secretary's "One Department," and the HHS "10 and 10" goals. The core goals are:

Customer Service

Financial Resource Management

Business Strategy and Innovation

Employee Management and Development

The PSC Performance Plan and Report are organized around these goals. Under each core goal we have developed strategic management objectives that state the outcomes we seek to achieve. Under the objectives are the specific measures that will help us to achieve the objectives and goals. Part II of this document provides our goals, objectives, measures and accomplishments. To accomplish the PSC mission, we have set forth values and guiding principles that describe how we approach performing our mission and how we will proceed toward realizing our vision.

Guiding Principles

1.

2.

3.

4.

5.

Customer Focus

We are committed to building partnerships with our customers that will enable us to deliver quality products, excellent service and meet their evolving program support needs.

Workforce Excellence

We are committed to developing a workforce comprised of talented employees who have the proper tools, training, and incentives to foster a commitment that guarantees outstanding product and service quality.

Cost Management

We are committed to ensuring the "price is right" by operating a “fee-for-service" business based upon cost control, economies of scale and market-driven prices.

Best Business Practices

We are committed to exploring new ideas and delivery methods through collaboration with our customers, ongoing continuous process improvement, and reengineering.

Communication

We are committed to engaging in ongoing dialogue with our customers, seeking honest feedback and constructive criticism to enable us to improve our product and service quality and reduce costs.

PART I - OVERVIEW OF PERFORMANCE MEASUREMENT

Performance Measurement

One of the most challenging aspects to instituting a system of strategic and operational performance measures is to ensure that the organization does not single out a particular measure to the exclusion of all others. Towards that end, and to ensure that the goals and objectives are clearly heard throughout the entire organization, the PSC has adopted the private sector model of a balanced scorecard to ensure complementary measures are achieved. In order to achieve the PSC's mission, the PSC has set into place the following set of four core goals:

> Customer Service

> Financial Resource Management

> Business Strategy and Innovation

> Employee Management and Development

With each of these goals defined, specific “strategic management objectives" and performance goals and targets were established.

Performance measures provide the feedback necessary to determine if we are making progress toward achieving our goals and objectives. Specific targets have been developed for each goal. All of the targets are crafted to advance our commitment to earning and maintaining a reputation as a quality, responsive, value-oriented, technically competent, and customer-service oriented organization.

The PSC Government Performance and Results Act (GPRA) Plan reflects these PSC core goals, strategic management objectives and performance goals. Successful accomplishment of the goals and objectives will ensure achievement of our vision and mission.

Report/Plan Road Map

The PSC has identified five strategic management objectives that support the PSC's four core goals. The Plan is organized by core goal and the related strategic management objective(s), with performance goals and targets for each objective. Detailed information regarding these goals may be found in the chart in section A.2., in the Appendix. The numbers in parentheses after certain goals below reflect the goal number in the FY 2002 Plan, while the numbers in the brackets refer to the fiscal year for which the goal applies.

Core Goal I. - Customer Service

1.1.

1.2.

Strategic Management Objective 1

Improve PSC Services While Controlling Costs

Provide management reports that provide relevant and accurate cost, revenue, and Net Operating Result (NOR) information to managers by organization, service, customer, and time period [FY 03, 04 goal]

Implement Change Management techniques across PSC to align behaviors with strategy [FY 03, 04 goal]

1.3. Develop a Customer Relations Management Program -- Implement one stop shop approach, centralize agreements, sponsor focus groups and customer visits (FY 03, 04 goal]

1.4.

1.5

1.6.

Achieve at least 5 of 8 of the following acquisition standards each year: (2) [FY 02 goal] Award in 5 working days from receipt of an acceptable RFC 95% of Micro purchases (Simplified Acquisitions under $2,500)

a

Award in 15 working days from receipt of an acceptable RFC 95% of simplified acquisitions (less complex under $100,000)

Award in 45 working days from receipt of an acceptable RFC 95% of simplified acquisitions (complex)

Award in 90 days from receipt of an acceptable RFC 95% of sealed bid acquisitions

Award in 90 days from receipt of an acceptable RFC 95% negotiated sole source acquisitions

Award in 135 days from receipt of an acceptable RFC 95% negotiated competitive acquisitions (non-complex)
Award in 175 days from receipt of an acceptable RFC 95% negotiated competitive acquisitions (complex)
Expand acquisitions customer base

Increase use of performance-based contracts; award at least 20% of new eligible PSC service contracts over $100K as performance based (37) [FY 02, 03, 04 goal]

Achieve performance standards every year at Supply Service Center (3) [FY 02 goal]

1.7.

1.8.

1.9.

Increase or maintain level of Building Management service calls corrected during first response. (11) [FY 02 goal]

Properly addressed incoming and outgoing mail will be processed within one day.
Shipments received with special agreements, e.g., large mailings, will be processed
within 5 days over 97% of the time. (12) [FY 02 goal]

FOH --Eliminate Barriers to Care--Increase Access Points

Clinical Service: Provide needed basic clinical services to Federal employees (13)
[FY 02 goal]

1.10. Employee Assistance Program: Provide employee assistance services (14) [FY 02, 03, 04 goal]

1.11. FOH-Environmental Health Services: Increase the hours of environmental health services provided and billed to customers (41) [FY 02 goal]

1.12. Reduce the unit core cost of personnel/payroll services to PSC customers (33) [FY 02 goal]

1.13. Reduce or maintain the unit cost of forms and publications distribution service for HHS customer products (34) [FY 02 goal]

1.14. Maintain unit cost per line (TIP) (35) [FY 02 goal]

1.15. Refer eligible Health Professions debt to the Office of the Inspector General for exclusion from participation in Medicare [FY 03, 04 goal]