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Appendix C: Performance Measures Definitions
STRATEGIC OBJECTIVE 1.1Enhance economic growth for all Americans by developing partnerships with private sector and nongovernmental organizations PERFORMANCE OUTCOME: Increase private investment and job creation in economically distress communities (EDA)Performance Measures:
The actual FY 2007 outcomes reported are the three-year performance results of FY 2004 Public Works and Economic Development and Economic Adjustment Assistance infrastructure and Revolving Loan Fund investments, the six-year performance results of the FY 2001 Public Works and Economic Development and Economic Adjustment Assistance investments, and the nine-year performance results of the FY 1998 Public Works and Economic Development and Economic Adjustment Assistance investments. Based on a study done by Rutgers University, the formula-driven calculation projected investment data at three, six, and nine-year intervals from the investment award. The Economic Development Administration (EDA) initially estimated that 10 percent of the nine-year projection would be realized after three years, and 50 percent after six years. Actual results for FY 1997 and FY 1998 performance measures showed that 20 percent of the nine-year projections was realized within the first three years, so EDA adjusted the three-year target to 20 percent. EDA will continue to analyze actual private investment and job creation/retention results to collect smooth trend data prior to modifying the targets further. Actual results reported here reflect a 25 percent discount to account for the attribution of jobs to dollars and economic conditions other than EDA dollars.
PERFORMANCE OUTCOME: Improve community capacity to achieve and sustain economic growth (EDA)Performance Measure:
This measure indicates whether the CEDS process is market-based and whether EDA helps to create an environment conducive to the creation and retention of higher-skill, higher-wage jobs. FY 2002 research established a baseline measure for subsequent years.
Performance Measure:
EDDs generally consist of three or more counties that are considered member jurisdictions. Sub-state jurisdiction participation indicates the District’s responsiveness to the area it serves and shows that the services it provides are of value. EDA defined active participation as either attendance at meetings or financial support of the EDD during the reporting period. Sub-state jurisdiction members are independent units of government (cities, towns, villages, counties, etc.) and eligible entities substantially associated with economic development, as set forth by the District’s by-laws or alternate enabling document.
Performance Measures:
The first two measures focus on the perceived value added by University Centers and TAACs to their clients. EDA funds 59 University Centers that provide technical assistance and specialized services (e.g., feasibility studies, marketing research) to local officials and communities. This assistance improves the community’s capacity to plan and manage successful development projects. University Centers develop client profiles and report findings to EDA, which evaluates the performance of each center once every three years and verifies the data. EDA funds 11 TAACs that work with U.S. firms and industries adversely impacted as a result of increased imports of similar or competitive goods, to identify specific actions to improve each firm’s competitive position in world markets. Taking action as a result of the assistance facilitated means to implement an aspect of the technical assistance provided by the University Center or TAAC in one or several areas. For University Centers it involves economic development initiatives and training session development; linkages to crucial resources; economic development planning; project management; community investment package development; geographic information system services; strategic partnering to public or private-sector entities; increased organizational capacity; feasibility plans; marketing studies; technology transfer; new company, product, or patent developed; and other services. For TAACs, it involves three main types of assistance to firms: help in preparing petitions for certification (which must be approved by EDA in order for the firm to receive technical assistance), analysis of the firm’s strengths and weaknesses and development of an adjustment proposal, and in-depth assistance for implementation of the recovery strategy as set forth in the adjustment proposal. The second two measures are follow-ups to the previous two measures. These measures determine if the assistance provided by the University Center or TAAC is market-based and results in desired outcomes. University Centers develop client profiles and report to EDA, which will evaluate and verify the performance of each University Center once every three years. TAACs conduct client surveys and report findings to EDA.
PERFORMANCE OUTCOME: Enhance U.S. competitiveness in domestic and international markets (ITA)Performance Measure:
This measure captures the work of Manufacturing and Services (MAS) analysts who evaluate the upstream and downstream impact of various regulations on U.S. manufacturers and service providers with the goal of reducing the cost of regulation.
Performance Measure:
This measure captures the per unit dollar cost for MAS to distribute economic data electronically. This measure focuses on how efficiently MAS carries out the specific services it provides to U.S. industry.
Performance Measure:
This measure captures the work of MAS industry analysts and trade negotiators who work on multi-year free trade agreements (FTA) that benefit U.S. exporters and are intended to enhance U.S. competitiveness. These milestones ensure that MAS efforts are aligned to the President’s American Competitiveness Initiative, as well as to the Department’s Standards Initiative. These milestones track the MAS program’s progress toward accomplishing key tasks associated with strengthening domestic and international competitiveness.
Performance Measure:
This measure reports on the success of MAS industry analysis staff to target and remove industry-specific trade barriers. MAS tracks its progress in achieving market openings through the removal or prevention of these barriers. MAS tracks key milestones for each barrier. Industry has identified, and MAS program staff assessed, barriers to establish their commercial and strategic value. An example includes MAS efforts to prevent the adoption of wireless encryption standards in China that would adversely affect U.S. manufacturers of wireless devices. MAS anticipates that it will complete an ambitious number of milestones annually.
PERFORMANCE OUTCOME: Broaden and deepen U.S. exporter base (ITA)Performance Measure:
This measure captures information about the effectiveness of Commercial Services advocacy efforts by measuring the percentage of successful advocacy awards made to U.S. firms during a fiscal year. The International Trade Administration’s (ITA) Advocacy Center helps U.S. exporters win foreign government procurement contracts, and each contract creates and retains U.S. jobs over the life of each project. The Advocacy Center advances trade promotion and deal making to support three basic U.S. firm needs: (1) access to new markets, (2) entry to markets, and (3) expansion of export activities.
Performance Measures:
The first measure assesses Commercial Services success in assisting U.S. exporters to export into a new overseas market. The second measure gauges the success of ITA in helping U.S. suppliers expand their export transactions in markets where they have already sold U.S. products and services. The third measure focuses on small, export-ready businesses that haven’t yet exported. All three of these measures focus on Commercial Services effectiveness in promoting trade.
Performance Measure:
This performance measure captures information on the number of export transactions executed by U.S. firms that resulted directly from Commercial Services counseling, matchmaking, research, information products, or other export promotion activities. An export transaction occurs when the Commercial Service: facilitates an actual verifiable export sale, a shipment of goods or delivery of services; helps a client identify and sign with an agent or distributor or sign a contract that ensures the expectation of future sales, where there is a direct link between the assistance provided and the resulting outcome; and helps a U.S. firm avoid harm or loss, for example, by helping it obtain payment or resolve some other kind of trade dispute.
Performance Measure:
This measure provides specific information about the effectiveness of Commercial Services advocacy efforts by determining the associated dollar volume of ITA’s success in providing U.S. companies with coordinated, strategic government support. The measure indicates the specific dollar value of U.S. export content of advocacy cases completed successfully as evidenced by a contract award, signed contract or other significant export-related benefit. There are occasions where completed significant advocacy projects cause excessive variance with the annual target.
PERFORMANCE OUTCOME: Increase access to the marketplace and financing for minority-owned businesses (MBDA)Performance Measures:
The Minority Business Development Agency (MBDA) accomplishes its performance outcome through the implementation of several business development programs. The success of these programs is reflected in the first measure—the dollar value of contract awards obtained by minority business enterprises (MBE) and facilitated by MBDA’s grantees and staff. The certainty that MBEs will realize the proceeds associated with these awards varies from contract to contract. Multiple year contracts with option years are less certain as the options may or may not be exercised. MBDA includes the full potential value of multiple year contract awards obtained in its annual reporting for this performance measure, and discloses the dollar value of option years in a footnote. For indefinite-delivery contracts, only actual dollar values realized or guaranteed are included in the annual reporting of this performance measure. The second measure reflects the cumulative dollar value of transactions that have been approved, verified, and validated for each financial package (loans, lines of credit, surety bonds, etc.) obtained for clients serviced by MBDA-funded projects, Agency staff, or the MBDA portal online tools. The third measure focuses specifically on the number of jobs created within MBEs as a result of contract and financial services provided by MBDA-funded projects and Agency staff. The fourth measure tracks increases in MBE gross receipts to determine the growth in firm size to further achieve entrepreneurial parity. This measure focuses specifically on the increase to individual MBE receipts as a result of the services provided by MBDA-funded projects and staff.
Performance Measure:
Working with the Federal Consulting Group at the Department of Treasury and the University of Michigan, MBDA has developed a program module to measure customer satisfaction and has established an ACSI. This survey is taken in odd numbered years.
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