PERFORMANCE OBJECTIVE #1 -- Leadership Communication and PlanningTo support the Laboratory's mission, Laboratory leadership establishes and reinforces expectations for values and effective strategic planning and has systems in place to foster customer focus, communication and trust. (Weight = 50%)
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| CRITERIA | PERFORMANCE MEASURES | ||
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| 1.1 | Leadership Communication Laboratory leadership provides effective direction by stating the vision, goals and priorities, behaviors and values to be used to accomplish its operational and administrative objectives. The Laboratory listens and responds to its internal and external customers and stakeholders in a fair and open process that encourages dialogue and participation. (Weight = 30%) | 1.1.a
| Leadership Direction The Laboratory demonstrates effective systems for identifying its customers and stakeholders to ensure that their concerns are considered in the Laboratory's decision making and planning process and that vision, goals, priorities, expected behaviors, and values are established and communicated throughout the Laboratory and to the appropriate stakeholders and customers. (Weight = 30%)
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Assumptions: Measurement deliverable: Narrative description of the Laboratory's process/system(s) used to (1) effectively develop and communicate direction for accomplishing its operational and administrative objectives and (2) that identifies customers and stakeholders to ensure that their customers and stakeholders concerns are considered in the Laboratory's leadership decision-making and planning process(es). Gradients "Meets expectations" = Demonstrated effectiveness in the approach to addresses each element of the measure in a consistent and clear manner. The elements are:
"Exceeds" and "Far Exceeds" factors to be considered:
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| 1.2 | Quality Planning The Laboratory implements a strategic and tactical planning processes that reflects shared Laboratory and DOE objectives regarding Laboratory mission and operational performance. (Weight = 20%)
| 1.2.a
| Integration of Planning Efforts The Laboratory demonstrates an institutional strategic planning process that aligns its mission, core competencies, strategic direction with DOE objectives. Through this process the Laboratory develops area specific long-range plans which are effectively integrated with institutional strategic planning. (Examples of area-specific plans are the Information Resources Management Long-Range Plan, ES&H 5-year Plan, Affirmative Action Plans, etc.) (Weight = 20%)
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Assumptions: Measurement Deliverable: Narrative description of the institutional strategic planning process(es) for determining the external environment and customer requirements and expectations and aligning the Laboratory's mission, core competencies, strategic direction, and operating requirements with these factors and the process(es) for to integrating area-specific plans with institutional strategic planning. Gradients "Meets Expectations" = Demonstrates the effectiveness of the approach to (1) determining external environment and customer requirements and expectations, (2) aligning the Laboratory's mission, core competencies, strategic direction, and operating requirements (e.g. Laboratory, Strategic Planning, Outreach/inreach efforts, or other) are aligned with these requirements, and (3) integrating area-specific plans with institutional strategic planning.
"Exceeds" and "Far Exceeds" = Evidence of implementation of process(es) for achieving customer input and the analyses of external environmental factors and integrating this information into appropriate Laboratory documents.
Note: Each Laboratory is expected to define its primary management customers.
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PERFORMANCE OBJECTIVE #2 -- Oversight and Cost ManagementTo support the Laboratory's mission, Laboratory leadership effectively manages institutional oversight and cost management activities.(Weight = 50%)
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| CRITERIA | PERFORMANCE MEASURES | ||
| 2.1 | Management Oversight Laboratory leadership establishes effective management oversight and control procedures to meet Contract requirements. (Weight = 20%)
| 2.1.a
| Accountability and Commitments The Laboratory demonstrates that it has a system for ensuring that major commitments are managed and information on status of commitments is timely and complete enough to allow informed management action. (Weight = 20%)
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Assumptions:
Measurement deliverable: Measurement deliverable: Narrative description of system(s) which ensures that major commitments are managed and that timely and pertinent information regarding the status of those commitments allows informed and effective management action(s). Gradient "Meets Expectations" = Demonstrated effectiveness of the system(s) for managing commitments to meet Contract requirements utilizing appropriate management oversight and control procedures.
"Exceeds" and "Far Exceeds" = Evidence of implementation and deployment of the system and procedures which ensure that major commitments can be effectively managed in a timely manner that allows informed and effective management action(s). Note: "Major Commitments": are defined as actions resulting from internal and external oversight activities (e.g. Laboratory self-assessments, internal audits, implementation plans for Directives/Rules/changes to contract clauses and EPA, IG, GAO audit findings or DOE assessments, etc.)
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| CRITERIA | PERFORMANCE MEASURES | ||
| 2.2 | Cost Management Laboratory leadership manages its costs to maximize its productivity and competitiveness. (Weight = 30%) | 2.2.a
| Maximize Cost Effectiveness The Laboratory demonstrates an effective system for managing and prioritizing administrative, operational support, and programmatic costs. This will include establishing institutional goals for indirect cost controls and a process for measuring progress. (Weight = 30%)
Note: The rating for this measure will be based upon equal weight for each of the 3 cost types listed above.
Note: This includes DOE-required ES&H prioritized plans.
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Assumptions:
Measurement deliverable: Narrative description of system(s) that demonstrates effective management and prioritization of administrative, operational support, and programmatic costs including the establishment of cost-effectiveness and cost-savings goals and a process for measuring progress.
Gradient: "Meets Expectations" = Demonstrated the effectiveness of the process(es) that manage and prioritize each of the following cost types:
"Exceeds" and "Far Exceeds" = Evidence of effective deployment and results of systems for achieving cost-effectiveness and cost-savings. (Note: Examples of results include DOE Headquarters required metrics, Lab-specific goals or targets, historical trends in cost categories, or other relevant results.)
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Appendix F Table of Contents