SELECTIVE
SERVICE SYSTEM
ANNUAL PERFORMANCE PLAN
FY 2004
EXECUTIVE SUMMARY
The Selective
Service System (SSS), in accordance with the provisions of
the Government
Performance and Results Act (GPRA), developed this Annual
Performance Plan (APP) for
FY 2004. This Plan, aligned with the SSS’ Strategic
Plan (FY 2001 - 2006), is an
outgrowth of extensive internal evaluations of Agency statutory
responsibilities viewed in
light of new challenges, fiscal issues, and needs of Agency
customers. Measurement of
the Agency’s institutional progress toward improvement
in programmatic activities, service
to customers, and the prudent management of fiscal resources
forms the basis for the
development of this plan. Ultimately, performance measurement
provides the path of
accountability between the Agency’s long-term vision
and the day-to-day activities of its
employees.
MISSION
The mission
is to provide both trained and untrained personnel to the
Department of
Defense (DoD) in the event of a national emergency. Additionally,
the Agency also
provides a program of alternative service for men from its
manpower pool who seek and
are granted conscientious objector status.
VISION
The SSS
will be a true partner in the national preparedness community
that anticipates and
responds to the changing needs of its customers.
RESOURCES REQUIRED TO MEET PERFORMANCE GOALS
Talented
people are essential to achieving expected results. The alignment
of human
capital with the Agency’s mission and goals is crucial
to the achievement of expected
performance results. This alignment is accomplished by having
the right people, with the
right skills, in the right jobs, at the right time. The Agency’s
resources and priorities remain
focused on improving the effectiveness and efficiency of its
business processes and
maintaining an environment of accountability and meaningful
results.
STRATEGIC
GOALS:
The SSS
Strategic Goals identified in the Agency’s Strategic
Plan for FY 2001- 2006 are:
•
INCREASE THE EFFECTIVENESS AND EFFICIENCY OF THE
MANPOWER DELIVERY SYSTEMS
•
ENHANCE EXTERNAL AND INTERNAL CUSTOMER SERVICE
•
IMPROVE OVERALL REGISTRATION COMPLIANCE AND
SERVICE TO THE PUBLIC
•
ENHANCE THE SYSTEM WHICH GUARANTEES THAT EACH
CONSCIENTIOUS OBJECTOR IS PROPERLY CLASSIFIED,
PLACED, AND MONITORED
This FY
2004 APP identifies the activities and strategies that will
take place during the
fiscal year to achieve Agency goals and objectives. It also
identifies relevant performance
measurement target goals to be achieved. The performance goals
for FY 2004 are:
1.
Develop an Area Office Prototype Exercise that will test
the Health
Care Personnel Delivery System (HCPDS) work flows and support
programs.
2.
Redefine Agency infrastructure based on a Quinquennial Workload
Study.
3.
Prepare and conduct an Area Office Prototype Exercise which
tests
the activation process from SSS Lottery input to the issuance
of the
first Armed Forces Examination Orders.
4.
Ensure 90% of people tested are capable of implementing
activation
procedures.
5.
Ensure that 95% of the predefined readiness objectives are
attained
and validated during an Area Office Prototype Exercise.
6.
Train 90% of assigned State Directors (SDs) and Reserve
Force
Officers (RFOs) on HCPDS and Timed-Phased Response (TPR)
functions and responsibilities.
7.
Attain a 92% or greater compliance rate for men 18 through
25 years
old.
8.
Attain and appoint Registrars in 85% of the Nation’s
high schools.
9.
Obtain 75% of all registrations electronically.
10.
Maintain an average systems change request implementation
time of
39 days.
11.
Maintain a functional proponent and customer satisfaction
level of
87%.
12. Have a telephone call completion rate of 93% or higher.
13.
Answer correspondence in less than 10 days.
14. Train 90% of assigned SDs and RFOs on Alternative Service
plans
and procedures.
ANNUAL
PERFORMANCE REPORT
An annual
report providing the results of the implementation of these
performance
measures will be submitted by March 31, 2005. This report
will address attained versus
planned levels of performance, explain unattained target levels,
and identify where and
how strategies, performance goals, and performance indicators
should be changed to
ensure that the SSS reaches its strategic and annual goals
and objectives.
VERIFICATION
AND VALIDATION OF PERFORMANCE INDICATORS
A variety of methodologies and techniques will be employed
to verify and validate the
Agency performance indicators associated with each of the
goals and objectives identified
in this plan. The verification and validation will be conducted
by SSS employees using
data generated by internal systems.
RELATIONSHIP
TO THE BUDGET
The SSS
has not completed installation of all the systems that will
fully capture budgeted
costs associated with its performance goals as identified
in its APP. SSS has identified the
necessary data collection objectives and developed a methodology
for its collection.
Based on the data collection plan, as implemented during FY
2003, the Agency will align
its FY 2004 Budget Estimate and Budget Justification funding
stream to coincide with its
goals delineated in its FY 2004 APP. This system is designed
to capture and record at the
lowest practical level, all costs incurred by performance
goals. It will reflect true costs
associated with the attainment of each annual performance
goal.
Strategic
Goal 1: Increase the effectiveness and efficiency
of the Manpower
Delivery Systems (Projected allocation for FY 2004 –
$7,942,000)
Strategic
Objective 1.1: Within current legislative guidance,
enhance the Agency’s ability
to respond flexibly to a DoD request for health care personnel
using the Agency’s HCPDS.
How
success will be measured:
The Agency’s HCPDS Manual meets or exceeds the
predetermined user satisfaction rating.
Integrate DoD manpower requirements and other relevant
requirements into the HCPDS Program to better meet expansion
and manpower delivery requirements.
Complete 90% of project tasks in accordance with project
milestones.
By 2004, 90% of the Agency’s assigned SDs and
RFOs are capable of implementing the policies and procedures
contained in the HCPDS Manual.
Obtain maximum participation in a full-scale readiness
exercise with at least 90% of the Agency’s participating
units achieving satisfactory performance evaluations.
FY
1999 Annual Performance Goal:
Achieve 90% of predetermined FY 1999 exercise objectives
and
standards.
Results: Ninety percent achieved.
FY
2000 Annual Performance Goal:
Train
90% of SDs and RFOs on HCPDS plans, policies, and
procedures.
Results:
Ninety-eight percent of SDs and 95% of RFOs completed
training.
FY
2001 Annual Performance Goal:
Update and maintain the HCPDS Manual.
Results: The current HCPDS is up-to-date. An HCPDS index
was created, printed, and delivered to the field.
FY
2002 Annual Performance Goal:
Update and maintain the Agency’s HCPDS Manual.
Results: The HCPDS Guide has been reviewed and
updated.
FY
2003 Annual Performance Goal:
Update and maintain the Agency’s HCPDS Manual.
FY
2004 Annual Performance Goal:
Develop an Area Office Prototype Exercise which will
test the HCPDS
work flows and its automated support programs.
Baseline:
The results of the FY 1999 Readiness Exercise (REX)
established a
baseline of 90%.
Strategies:
SSS staff meets with DoD to assess HCPDS requirements.
Continue to develop and maintain contacts within Department
of
Defense, Department of Veterans Affairs, Federal Emergency
Management Agency, American Medical Association, and
other
organizations involved with national health care programs.
FY 2001-2006.
Redesign HCPDS software. FY 2001-2003.
Update/improve the HCPDS Manual. FY 2001-2003.
Update the HCPDS Guide. FY 2001 and 2003.
Update the HCPDS based upon FY 1999 exercise results;
FY 1999 test results, policy, and procedural changes.
FY 2001-2003.
Develop an Area Office Prototype Exercise which will
test the HCPDS work flows and its automated support
programs. FY 2004.
Prepare, conduct, and evaluate an Area Office Prototype
Exercise for health care in FY 2005.
Strategic
Objective 1.2: Ensure a mobilization infrastructure
of 56 State Headquarters,
442 Area Offices and 1,980 Local Boards are operational within
75 days of an authorized
return to conscription.
How
success will be measured:
Meet the established timelines for the Agency’s
quinquennial
workload study.
Results
of REX meet established targets identified in the REX
Plan.
Strategic
Performance Goals:
Ensure
that 90% of assigned SDs and RFOs are capable of implementing
Timed-Phased Response (TPR) functions and responsibilities.
Ensure
that 90% of assigned SDs and RFOs are capable of providing
instructions and administering the Registrant Integrated
Processing System (RIPS).
FY 1999
Annual Performance Goals:
Ensure
that 90% of SDs and RFOs can successfully perform TPR
functions and responsibilities.
Results:
Ninety-one percent.
Ensure
that 90% of assigned SDs and RFOs are capable of administering
the RIPS.
Results: Eighty-eight percent.
FY 2000 Annual Performance Goals:
Ensure
that 90% of assigned SDs and RFOs are capable of implementing
TPR functions and responsibilities.
Results: Not evaluated. There was no TPR REX in FY 2000.
The Readiness Training Program instead developed materials
for SDs and RFOs to help maintain their proficiency.
Ensure
that 90% of the assigned SDs and RFOs are capable of implementing
RIPS functions and responsibilities.
Results: Not evaluated. There was no REX in FY 2000.
In FY 2001, a prototype REX was completed and will be
followed by a full REX in FY 2002 to measure level of
confidence.
FY
2001 Annual Performance Goals:
Ensure
that 75% of the data necessary to complete the Agency’s
quinquennial workload study is collected and studied.
Results: One hundred percent of the data was collected
and studied.
Update
and maintain the Agency’s Readiness Plans.
Results: A FY 2001 updated version has been distributed
to the field.
FY
2002 Annual Performance Goals:
Complete
the Agency’s quinquennial workload study.
Results:
Not met. Region and State input still being submitted.
Quinquennial data base being completed in the Integrated
Mobilization Information System (IMIS) as input is received.
Update
and maintain the Agency’s Readiness Plans.
Results:
TPR plans are current and have been distributed.
FY
2003 Annual Performance Goals:
Update
and maintain the Agency’s Readiness Plans.
Complete
workload study.
Develop
an Area Office Prototype Exercise which tests the activation
process from SSS Lottery input to the issuance of the
first Armed Forces Examination Orders.
FY
2004 Annual Performance Goals:
Prepare
and conduct an Area Office Prototype Exercise which tests
the activation process from SSS Lottery input to the issuance
of the first Armed Forces Examination Orders.
Redefine
Agency infrastructure based on quinquennial workload study.
Baseline:
Results
of the 1997 Quinquennial Workload Study.
TPR
baseline to be determined.
Strategies:
Ensure
annual updates to the SSS’ Readiness Plans.
Provide guidance and assistance to the Regions for the
processing of appointment procedures for SDs and RFOs.
Make
necessary changes to the plans and continue to monitor
them.
The
SDs and RFOs participate in and meet the goals and objectives
established in the Agency’s training materials and
Readiness Exercises.
The
Readiness Plans meet or exceed user satisfaction.
Strategic
Objective 1.3: Be operationally ready to furnish
untrained manpower within DoD
timelines.
How
success will be measured:
Evaluate
the results of the FY 2002 REX and future Readiness Exercises.
Validate
and make any necessary changes to the automated systems
supporting the mobilization process.
Strategic
Performance Goals:
Achieve
95% of readiness objectives based on readiness exercise.
Achieve
approval and validation of the RIPS Manual.
FY
1999 Annual Performance Goal:
Ensure 95% of predefined readiness objectives are attained
and validated during readiness exercises.
Results: Ninety-one percent.
FY
2000 Annual Performance Goal:
Train
90% of the Agency’s SDs and RFOs on readiness procedures.
Results: Ninety-seven percent of SDs and 93% of RFOs
completed training.
FY
2001 Annual Performance Goal:
Develop
and conduct a Prototype Exercise to ensure viability of
the REX to be held in 2002.
Results: Ninety percent of the Prototype exercise objectives
were met or exceeded.
FY
2002 Annual Performance Goals:
Develop
and conduct a RIPS portion of the REX.
Ensure
that 90% of SDs and RFOs are capable of implementing RIPS
functions and responsibilities.
Ensure
that 95% of predefined RIPS readiness objectives are attained
and validated during the REX.
Results: Ninety-five percent of the SDs and RFOs can
implement RIPS functions and responsibilities.
Ninety percent of the REX objectives were met or exceeded.
FY
2003 Annual Performance Goals:
Develop
and conduct a practice lottery drawing and assign random
sequence numbers to all registrants in a selected year
of birth group.
Ensure
that 95% of the predefined readiness objectives are attained
and validated during a practice lottery exercise.
Develop
an Area Office Prototype Exercise to ensure the activation
process is viable from deployment of the SSS lottery to
the issuance of the first Armed Forces Examination Orders.
FY
2004 Annual Performance Goals:
Prepare,
conduct, and evaluate an Area Office Prototype Exercise
to ensure the activation process is viable from deployment
of the SSS Lottery to the issuance of the first Armed
Forces Examination Orders.
Ensure
90% of the personnel tested are capable of implementing
activation procedures.
Ensure
that 95% of the predefined readiness objectives are attained
and validated during the Area Office Prototype Exercise.
Baseline:
Results
of FY 99 Lottery Exercise.
Results of REX-99.
Strategies:
Make
necessary updates and changes to maintain the RIPS Manual
and the Readiness Plans, as necessary, based on results
of the FY 2002 REX.
Continue
refinement of plans and RIPS procedural manual.
Evaluate the procedures for registrant examinations, claims,
appeals, and inductions.
Ensure
annual updates of Readiness Plans.
Strategic
Objective 1.4: Support the Agency’s ability
to provide manpower to the DoD with the development and implementation
of updated readiness training programs.
How
success will be measured:
Assess
HCPDS and TPR training using established readiness training
standards.
Achieve
training assessment results indicating that 90% of all
assigned SDs and RFOs are trained to predetermined standards.
Ensure
that 90% of assigned SDs and RFOs are trained.
Achieve
distribution of 100% of updated SDs, RFOs, Uncompensated
Personnel (Local, District Appeal, and National Appeal
Board Members), and AOAs training documents.
Strategic
Performance Goals:
Ensure
that 90% of assigned SDs and RFOs are trained on HCPDS
and TPR functions and responsibilities.
Develop
and distribute refresher training materials to assigned
uncompensated personnel (Board Members) and AOAs.
FY 1999
Annual Performance Goal:
Ensure
90% of assigned SDs and RFOs are trained on HCPDS and
TPR functions and responsibilities.
Results: One hundred percent of SDs, 98% of RFOs were
trained on HCPDS procedures.
One hundred percent of SDs, 92% of RFOs
were trained on TPR procedures.
FY
2000 Annual Performance Goal:
Ensure
90% of assigned SDs and RFOs are trained on HCPDS and
TPR functions and responsibilities.
Results:
Ninety-eight percent of SDs, 95% of RFOs were trained
on HCPDS procedures.
Ninety-eight
percent of SDs, 93% of RFOs were trained on TPR procedures.
FY
2001 Annual Performance Goals:
Train
90% of assigned SDs and RFOs on HCPDS and TPR functions
and responsibilities.
Results:
HCPDS - Ninety-seven percent of SDs, 96%-RFOs
TPR - Ninety-seven percent of SDs, 94%-RFOs
Provide
training documents to assigned uncompensated personnel
(Board Members) and AOAs.
Results: Board Members - Yes.
AOAs
- No AOAs have not been assigned to SSS.
FY 2002 Annual Performance Goals:
Train
90% of assigned SDs and RFOs on HCPDS and TPR functions
and responsibilities.
Provide
training documents to assigned uncompensated personnel
(Board Members) and AOAs.
FY 2003
Annual Performance Goals:
Train
90% of assigned SDs and RFOs on HCPDS and TPR functions
and responsibilities.
FY
2004 Annual Performance Goals:
Train
90% of assigned SDs and RFOs on HCPDS and TPR functions
and responsibilities.
Baseline:
Region
Headquarters FY 1999 Training Reports indicated that 90%
of assigned SDs and RFOs were trained on HCPDS/TPR functions
and responsibilities.
Strategies:
Make
any updates and changes to training plans and materials,
as necessary, based on results of Readiness Exercises.
Provide
training materials to SDs and RFOs via the SSS’
Intranet and/or to the Regions for dissemination to SDs
and RFOs.
Develop
and distribute refresher training materials for uncompensated
personnel (Board Members) and AOAs.
Train
SDs, RFOs, uncompensated personnel (Board Members), and
AOAs on HCPDS and TPR functions and responsibilities,
as outlined in Agency Directives.
Make
necessary changes to the training documents and continue
to monitor and provide training to SDs, RFOs, uncompensated
personnel (Board Members), and AOAs.
Achieve
distribution of 100% of updated training documents to
the Region Headquarters.
Schedule
RFO Certification Exams for newly-assigned RFOs and RFOs
requiring re-certification.
Ensure
training program developers are provided commercially
accepted training development software, and are sufficiently
trained on industry-standard training methodologies, technologies,
and other training-related techniques.
Strategic
Goal 2: Improve overall Registration Compliance
and Service to the Public (Projected allocation FY 2004
– $8,769,000)
Strategic
Objective 2.1: Improve registration compliance rates.
How
success will be measured:
Compare
registration compliance rates with prior historical performances.
Evaluate
results of special registration improvement program activities.
Compare
monthly Registration Statistics Reporting System (REGSTATS)
with corresponding previous years’ monthly REGSTATS
Reports reflecting actual registrations.
Evaluate
registration programs and public awareness initiatives
by conducting research and focus group sessions with young
men and their influencers.
Strategic
Performance Goal:
Attain
registration rates of 90% or higher for 18- through 25-year-old
men.
FY 1999
Annual Performance Goal:
Increase
and document a 92% compliance registration rate for 18-
through 25-year-old men.
Results: CY 1999: 88%
FY
2000 Annual Performance Goals:
Increase
and document a 90% registration compliance rate for 18-
through 25-year-olds.
Increase
and document a 70% registration compliance rate for 18-
year-old men.
Results:
CY 2000: 88% for 18- through 25-year-old men, 65% for
18-year-old men.
FY 2001
Annual Performance Goal:
Increase
and document a 90% registration compliance rate for 18-
through 25-year-old men.
Results:
CY 2001: 89%.
FY
2002 Annual Performance Goal:
Increase
and document a 90% registration compliance rate for 18-
through 25-year-old men.
Results:
CY 2002: 91%.
FY 2003
Annual Performance Goal
Increase
and document a 92% registration compliance rate for 18-
through 25-year-old men.
FY
2004 Annual Performance Goal:
Attain
a 93% or greater compliance rate for men 18 through 25
year-
old men.
Baseline:
CY
1998 registration compliance rate of 89% for 18- through
25-year-
old men.
Strategies:
Support
states in their efforts to pass legislation requiring
young men to register with Selective Service as a precondition
to obtaining a state motor vehicle driver’s permit/license,
or state identification card.
Implement
special mailings to large population, low compliance states
and areas.
Each Spring, publicize a “Registration Compliance
Report Card” for all the States and Territories.
This will be accomplished by a national press release.
Seek
no- or low-cost methods of improving registration compliance
to include cooperative data sharing programs with other
Federal and state agencies, as well as additional outreach,
public awareness and registration initiatives.
Monitor
actual registrations via monthly REGSTATS Reports.
Monitor
Internet and Telephonic Registrations.
Monitor
the Early Submission of Registration Information Program,
which can greatly enhance the compliance rate for the
current Year of Birth Group.
Monitor
Immigration and Naturalization Service (INS) Form I-485
and Form OF-230 electronic data transmissions to Selective
Service which result in the automatic registrations of
male immigrants.
Implement
national Registration Improvement Program initiatives.
Obtain
high school drop-out and voter registration lists.
Conduct
media interviews to publicize registration awareness.
Publicize
use of the Agency’s Internet Home Page to complete
on-line registration, verify an existing registration
or obtain other information.
Make
adjustments to Registration Improvement Program activities.
Monitor the acquisition lists of potential nonregistrants
for the registration compliance program.
Negotiate
new initiatives with other state and federal agencies
to facilitate registration, tape matching, electronic
data exchange, and other on-line efforts.
Identify
new or updated methods and procedures for enhancing the
operation and effectiveness of Agency tape matching programs
for both registration and compliance.
Develop
new approaches to identify nonregistrants and strategies
for the effective implementation of registration compliance
Work
with the Office of Information Management on the improvement
of Information Technology supporting registration, compliance,
and statistical programs.
Maintain
effective and on-going tape/electronic match programs
with the Department of Education, the DoD, the Department
of Labor, the Office of Personnel Management, the Immigration
and Naturalization Service, the U.S. Postal Service, and
each state’s Department of Motor Vehicles/Public
Services.
Maintain
effective and on-going Registrar programs to include high
schools (see Strategic Objective 2.2), Workforce Investment
Act, Farm Workers Opportunity Program, and other programs
which reach potential registrants.
Strategic
Objective 2.2: Improve the participation rate in
the SSS’ High School (HS) Registrar Program which is
composed of individuals who have agreed to act as uncompensated
Registrars in high schools nationally.
How
success will be measured:
Comparing
the number of high schools participating via comparison
with prior year records.
Strategic
Performance Goal:
Improve
the participation rate in the SSS’ HS Registrar
Program.
FY
1999 Annual Performance Goal:
Attain
and appoint Registrars in 70% of the Nation’s high
schools.
Results: Seventy-six percent.
FY 2000
Annual Performance Goal:
Attain
and appoint Registrars in 74% of the Nation’s high
schools.
Results: Eighty percent.
FY
2001 Annual Performance Goal:
Improve
the participation rate in the SSS’ HS Registrar
Program.
Results: Eight-two percent.
FY
2002 Annual Performance Goal:
Improve
the participation rate in the SSS’ HS Registrar
Program.
Results: Eighty-four percent.
FY
2003 Annual Performance Goal:
Improve
the participation rate in the SSS’ HS Registrar
Program.
FY
2004 Annual Performance Goal
Attain
and appoint Registrars in 85% of the Nation’s high
schools.
Baseline:
FY-
98: 65% of the Nation’s high schools had Registrars.
Strategies:
Implement
new registration public awareness initiatives in urban
areas.
Track
responses to solicitation letters sent to high schools.
Enhance
materials used to conduct the program.
Monitor
participation of high schools in the program.
Conduct
visits and follow-up on contacts to high schools to explain
benefits of the program and the ease and responsiveness
of SSS Internet registration. Evaluate feedback from personal
contact with high school administrators and Registrars.
Encourage
Agency force multipliers (i.e., uncompensated Board Members
and State Resource Volunteers) as well as paid staff to
“Adopt-a-High School” to solicit Registrars.
Implement
National Registration Improvement Program and high school
Registrar initiatives as outlined in Agency Directives.
Track
responses to solicitation letters to high schools.
Enhance,
in conjunction with Public and Congressional Affairs,
materials used to conduct the program.
Monitor
participation of high schools in the program.
Strategic
Objective 2.3: Seek alternative registration methods.
How
success will be measured:
Compare
the number of registrations received through automated
versus manual processes.
Measure
the days to add registrations through various processing
methods (sources).
Strategic
Performance Goal:
Increase
registrations through automation.
FY
1999 Annual Performance Goals:
Provide potential registrants the capability to register
through the Internet.
Results: Implemented programs to register through the
Internet on 12/2/98.
Provide
potential registrants the capability to register by telephone.
Results: Implemented programs to register by telephone
when sent a Registration Reminder Card with a Personal
Identification Number on 6/21/99.
FY
2000 Annual Performance Goals:
Increase
the proportion of telephonic registrations to 5% of total
registrations.
Increase
the proportion of Internet registrations to 18% of total
registrations.
Results: Six percent of registrations were via telephone,
and 22 percent via Internet. In April 2000, SSS implemented
programs to register men from INS tape files.
FY 2001
Annual Performance Goals:
Implement
programs to register men telephonically who received Compliance
correspondence.
Results:
The Program was implemented.
Increase
the proportion of telephonic registrations to 7% of total
registrations.
Results: Increased 10%.
Increase
the proportion of Internet registrations to 23% of total
registrations.
Results: Increased 28%.
FY 2002
Annual Performance Goal:
Increase
the proportion of Internet registrations to 25% of total
registrations.
FY
2003 Annual Performance Goal:
Increase
the proportion of registrations received through electronic
processes to 70% of the total.
FY 2004
Annual Performance Goal:
Obtain
75% of registrations electronically.
Baseline:
CY
1999 data for registration sources.
Strategies:
Continue
to assess current methods of registering, determining
costs to and burden on the public.
Identify
low-cost methods while ensuring the accurate processing
of information.
Use
web-based and other new technologies to improve public
accessibility to Selective Service.
Work
with other Government agencies to identify programs or
services to assist Selective Service with registration.
Strategic
Objective 2. 7: Improve registrant processing systems
and procedures.
How
success will be measured:
Measure
the days to add registrations through various processing
methods (sources).
Measure
the deliverable rate of Registration Acknowledgment Cards.
Strategic
Performance Goal:
Complete
registration processing turnaround, including providing
the registrant with registration acknowledgment information
within 27 days by 2002.
FY
1999 Annual Performance Goal:
Reduce
registration acknowledgment turnaround time by 10%.
Results: Forty-three percent of registrations processed
within a median time of 21 days.
FY 2000
Annual Performance Goal:
Reduce
registration acknowledgment turnaround time by 10%.
Results: Twenty-four percent of registrations processed
within an average time of 16 days.
FY
2001 Annual Performance Goal:
Reduce
registration acknowledgment turnaround time by 5%.
Results: Processing time remained at 16 days.
FY
2002 Annual Performance Goal:
Reduce
registration acknowledgment turnaround time by 5%.
FY
2003 Annual Performance Goal:
Reduce
the FY 2002 registration processing time turnaround time
by
5%.
FY
2004 Annual Performance Goal:
Process
registrations within two weeks.
Baseline:
CY
1998 registration acknowledgment turnaround time of 37
days.
Strategies:
Continue
to assess current methods of registering, reviewing cost
and effect on the public.
Identify
low-cost methods while ensuring the accurate processing
of information.
Use
Web-based and other new technologies to improve public
accessibility to Selective Service.
Work
with other Government agencies to identify programs or
services to assist the Selective Service with the national
registration
requirement.
Strategic
Goal 3: Enhance external and internal customer
service
(Projected allocation for FY 2004 – $10,624,000)
Strategic Objective 3.1:
Embark on updating and improving the SSS’ information
technological infrastructure to improve external and internal
customer service, increase productivity in the work force,
and achieve cost avoidance.
How
success will be measured:
Improvements
in system change request implementation times meet
or exceed predetermined goals.
Improvements in computer systems execution run times meet
or
exceed predetermined goals.
Reduction
in operational costs for mission systems meet or exceed
predetermined goals.
Improvements
in functional proponent satisfaction levels meet or
exceed predetermined goals.
Improvements
in user microprocessor and communications technical
support satisfaction levels meet or exceed predetermined
goals.
Strategic
Performance Goals:
Improve
systems change request implementation times by 10%.
Improve
functional proponent and customer satisfaction levels
by 10%.
Reduce
operational costs for mission systems by 10%.
FY
1999 Annual Performance Goal:
Improve
systems change request implementation times by 5%.
Results: Improved 12%.
FY
2000 Annual Performance Goal:
Improve
systems change request implementation times by 2%.
Results: Improved 3.7%.
FY
2001 Annual Performance Goal:
Improve
systems change request implementation times by 2%.
Results: Improved 2.8%.
FY
2002 Annual Performance Goal:
Improve
systems change request implementation times by 2%.
Implement
the Government Information Security Reform Act.
FY
2003 Annual Performance Goal:
Improve
systems change request implementation times by 2%.
FY
2004 Annual Performance Goal:
Maintain
an average improve systems change request implementation
time of 39 days.
Baseline:
Projected
FY 1999 timelines of 48.30 days for systems change implementation.
FY
1999 Annual Performance Goal:
Improve
functional proponent and customer satisfaction levels
by 4%.
Results:
Eighty-five percent.
FY
2000 Annual Performance Goal:
Improve
functional proponent and customer satisfaction levels
by 2%.
Results:
Eighty-seven percent.
FY 2001
Annual Performance Goal:
Maintain
functional proponent and customer satisfaction levels
of 87%.
Results: Eighty-six percent.
FY
2002 Annual Performance Goal:
Maintain
functional proponent and customer satisfaction levels
of 87%.
FY
2003 Annual Performance Goal:
Maintain
functional proponent and customer satisfaction levels
of 87%.
FY
2004 Annual Performance Goal:
Maintain
functional proponent and customer satisfaction levels
of 87%.
Baseline:
Projected
FY 1999 customer satisfaction level of 86%.
FY
2003 Annual Performance Goal:
Evaluate
information systems to ensure compliance with the Government
Information Security Reform Act.
Strategies:
Convert
mission critical and support applications to new hardware/software
contingent on budget allocation.
Upgrade
data base management system.
Continue
to operate under a business process improvement methodology.
Upgrade
field structure communications.
Upgrade
correspondence tracking system. (FY 2002 installed filenet
system.)
Adopt
technology improvements in Agency microprocessor and communications
systems.
Identify
and implement registration processing improvements.
Integrate
security measures into information systems without additional
budget, staffing, or training resources.
Increase
security level on Wide Area Network pending funding.
Finalize
required modifications to TIRMS and ASPS software based
on REX FY 2002 findings.
Facilitate
access to Intranet via ‘virtual’ private network.
Transition
to Enterprise Server platform for automated systems based
on FY 2003 benchmark and funding.
Strategic
Objective 3.6: Improve service to the public.
How
success will be measured:
Maintain
statistical data to assess service levels.
Strategic
Performance Goal:
Enhance
telephone applications for public transactions.
FY
1999 Annual Performance Goals:
Decrease
abandoned agent telephone calls by 7.5%.
Results:
Abandoned agent telephone calls increased from 27% to
31%. (An increase of 15%)
Decrease
time for agent telephone calls by 4%
Results:
The answer speed rate increased from 2 minutes, 6 seconds
to 3 minutes, 26 seconds (an increase of 63%).
FY 2000
Annual Performance Goals:
Improve
telephone service by 7.5%.
Results:
The SSS increased hours of telephone service to include
weekends and longer hours on weekdays. Weekly telephone
availability increased from 61.25 hours per week to
142.75 hours per week, an improvement of 133% over CY1998.
During FY 2000, the SSS processed nearly 105,000 more
calls than in FY 1999, an 8.5% improvement. The increase
is due to the increased capacity provided by the new
telephone and Interactive Voice Response (IVR) systems.
FY 2001
Annual Performance Goals:
Decrease
abandoned telephone calls by 5%.
Results: Abandoned calls decreased by 65%.
Decrease
correspondence processing turnaround by 10%
Results:
Correspondence processing turnaround decreased by 65%.
FY
2002 Annual Performance Goals:
Decrease
abandoned telephone calls by 5%
Decrease
correspondence processing turnaround by 5%.
Use
e-mail for responding to registrant inquiries.
FY
2003 Annual Performance Goal
Have
a telephone call abandonment rate of 7% or less.
Answer
correspondence within 10 days.
FY
2004 Annual Performance Goal:
Have
a telephone call completion rate 93% or higher.
Answer
correspondence in less than10 days.
Baselines
For
FY 1999 and 2000 goals: In CY 1998, the Data Management
Center provided 12.25 hours of daily telephone support
Monday- Friday, using an interactive voice response system
to verify registration status.
For
FY 2001 and 2002 goals: Correspondence turnaround (FY
2000 Oct-Aug) 28 days. Abandoned call rate (FY 2000 Oct-Aug)
23%
FY
2003 and 2004 goals: Correspondence turnaround (FY 2002
of 11 days).
Strategies:
Operate
a centralized national call center to provide responses
to registrant inquiries by telephone, in writing, or other
means. Continually assess these services.
Improve
telephone services.
Provide
additional services through the IVR.
Reduce
turnaround of correspondence.
Improve
text of standardized correspondence.
Strategic
Goal 4: Enhance the system which guarantees that
each conscientious objector is properly classified, placed,
and monitored.(Projected allocation for FY 2004 –
$955,000)
Strategic Objective 4.1: Ensure a mobilization infrastructure
of 48 Alternative Service Offices and 48 Civilian Review Boards
are operational within 96 days after notification of a return
to induction.
How
success will be measured:
Complete project plan milestones.
Readiness Exercises determine the knowledge and capability
of he SDs and RFOs to activate the 48 ASOs within the
first 96 days.Exercises to be held every three years.
Readiness
Exercises determine the capability of the automated
Alternative Service Program System to function as required.
Strategic
Performance Goals:
Develop
updated Alternative Service plans and procedures.
Conduct a REX in 2002 to determine the level of knowledge
in Alternative Service Program procedures of the SDs and
RFOs and the ability of the CRB Members to review Alternative
Service Worker (ASW) claims.
FY
1999 Annual Performance Goal:
Complete
50% of the development of the revised Alternative Service
plans and procedures.
Results:
Seventy-five percent of the development was
completed.
FY 2000
Annual Performance Goal:
Complete
75% of the development of the revised Alternative Service
plans and procedures.
Results:
One hundred percent of the development of the revised
Alternative Service plans and procedures was completed.
FY 2001
Annual Performance Goal:
Develop
and conduct an Alternative Service Program Prototype Exercise
to validate incidents and procedures for the REX to be
held in 2002.
Results:
The Alternative Service Program (ASP) Prototype Exercise
was developed and tested. The results were used in the
development of the FY 2002 REX.
FY
2002 Annual Performance Goals:
Develop
and conduct an Alternative Service Program portion of
the REX.
Results: The ASP portion of nationwide REX 2002 was
successful.
Ensure
that 95% of predefined ASP readiness objectives are attained
and validated during the REX.
Results: All of the readiness objectives were met (100%).
Ensure
that 90% of SDs and RFOs are capable of implementing ASPS
functions and responsibilities.
Results: Ninety-five percent of the SDs and RFOs are
capable of implementing ASPS functions and responsibilities.
FY
2003 Annual Performance Goal:
Redefine
Alternative Service policies and procedures based on the
results of the FY 2002 REX.
Baseline:
Twenty-five
percent of the development of revised Alternative Service
plans and procedures completed as of December 1998.
Strategies:
Update
and maintain the revised chapter(s) of the RIPS Manual
dealing with Alternative Service.
Test
the automated data system for Alternative Service and
work with the Office of Information Management to make
any necessary program changes or alterations.
Make
any necessary refinements to the Alternative Service Plans
and
policies as a result of the REX.
Strategic
Objective 4.2: Develop a Standard Operating
Procedure (SOP) for the Alternative Service Employer Network
to specifically identify organizations and associations who
can, by law, participate in the Alternative Service Program.
This network will provide jobs for ASWs at the local level.
Prior to activation, SSS will develop a draft MOU for use
when obtaining agreements with qualified employers at the
local and national level.
How
success will be measured:
An
SOP will be completed, coordinated, and approved for use
in an authorized return to conscription.
The
draft MOU will be completed, coordinated, and approved
for use in an authorized return to conscription.
Strategic
Performance Goals:
Develop
the SOP, coordinate with the National Headquarters and
obtain approval from the Director of Selective Service.
Complete
a draft MOU to be used as an agreement between the SSS
and other Federal and private agencies for the placing
of ASWs at the local level.
FY 1999
Annual Performance Goal:
Develop
35% of the outline for the SOP to be used for identifying
organizations and associations who are eligible for an
Alternative Service Employer Network.
Result:
Thirty-five percent of the outline completed.
FY 2000
Annual Performance Goal:
Develop
50% of the outline for the SOP to be used in identifying
organizations and associations who are eligible for an
Alternative Service Employer Network.
Result:
Sixty percent of the outline completed.
FY 2001
Annual Performance Goal:
Develop
75% of the outline for the SOP to be used in identifying
organizations and associations who are eligible for an
Alternative Service Employer Network.
Result:
The SOP for the Alternative Service Employee Network
was completed.
FY 2002
Annual Performance Goal:
Develop
80% of the outline for the SOP to be used in identifying
organizations and associations who are eligible for an
Alternative Service Employer Network.
Result:
Reviewed and updated the completed SOP.
FY 2003
Annual Performance Goal:
Incorporate
the SOP into the Alternative Service Processing System
(ASPS).
Baseline:
Sixty
percent of the development of the outlines for the Alternative
Service SOP, to be used in identifying organizations and
associations which are eligible for an Alternative Service
Employer Network, was completed during FY 2000.
Strategies:
Continue
development of an Alternative Service Employer Network
SOP to be completed, coordinated, and approved for use
in an authorized return to conscription.
Provide
resources for the development of the draft MOU between
SSS and organizations and associations who qualify as
employers of ASWs.
Strategic
Objective 4.3: Support the Agency’s ability
to implement the Alternative Service Program with the development
and implementation of readiness training programs.
How
success will be measured:
Meet
the milestones for training assigned SDs and RFOs on the
Alternative Service Program.
Achieve
training assessment results indicating that 90% of all
assigned SDs and RFOs are trained to predetermined standards.
Maintain
90% of assigned SDs and RFOs trained.
Achieve
distribution of 100% of updated State Director, Reserve
Force Officer and CRB training documents to the Regions.
Strategic
Performance Goals:
Develop
and distribute refresher training for CRB Members.
Train
90% of assigned SDs and RFOs on Alternative Service plans,
policies, and procedures.
Provide
a training document that instructs the SDs and RFOs on
how to train civilian new hires.
FY 1999
Annual Performance Goal:
Provide
self-study Continuation Training to assigned CRB Members.
Results:
Sufficient copies of the self-study Continuation Training
package were distributed to the Regions for dissemination
to CRB Members.
FY 2000
Annual Performance Goal:
Provide
self-study Continuation Training to assigned CRB Members.
Results: Training was provided to 100% of assigned CRB
Members.
FY 2001
Annual Performance Goals:
Provide
self-study Continuation Training to all assigned CRB Members.
Results:
Training was provided to 100% of assigned CRB Members.
Train
90% of assigned SDs and RFOs on Alternative Service plans
and procedures.
Results:
Ninety-seven percent - State Directors 96% - RFOs
FY
2002 Annual Performance Goals:
Provide self-study Continuation Training to all assigned
CRB
Members.
Train
90% of assigned SDs and RFOs on Alternative Service plans
and procedures.
FY 2003
Annual Performance Goals:
Provide
self-study Continuation Training to all assigned CRB Members.
Train
90% of assigned SDs and RFOs on Alternative Service plans
and procedures.
FY 2004
Annual Performance Goals:
Train
90% of assigned SDs and RFOs on Alternative Service plans
and procedures.
Baselines:
In
FY 1999, a sufficient number of self-study Continuation
Training Packages were distributed to the Regions for
dissemination to CRB Members.
Based
on Region Headquarters FY 1999 Training Reports, at least
90% of assigned SDs and RFOs were trained on Alternative
Service functions and responsibilities.
Strategies:
Train SDs and RFOs on Alternative Service Program plans,
policies and procedures.
Develop
and distribute Alternative Service training materials
for CRB Members, SDs and RFOs as outlined in Agency Directives.
Provide
training materials to SDs and RFOs via the SSS Intranet
and/or to the Regions for dissemination to SDs and RFOs.
Make
any necessary refinements to the Alternative Service training
documents based on training feedback from SDs, RFOs, and
CRB Members.
Schedule
RFO Certification Exams for newly-assigned RFOs and RFOs
requiring re-certification.
Glossary
of Acronyms |