[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-241618-105":3,"detail-sidebar-cat-1-en-105":81,"doc-detail-241618-en":127},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","balanced-scorecard-environmental-protection-agency-acquisition-system-performance-measurement-and-management-program-guide","Balanced Scorecard - Environmental Protection Agency Acquisition System - Performance Measurement and Management Program Guide","","Environmental Protection Agency (EPA) acquisition system performance measurement and management program guide outlining how to implement a Balanced Scorecard (BSC) to assess business systems and procurement operations. Defines the purpose of a results-oriented, continuous evaluation approach and explains how BSC objectives and measures align with EPA mission, vision, and strategy. Covers program objectives, roles, responsibilities, and the four BSC perspectives, then details selection of performance measures and contract management assessment elements to strengthen procurement effectiveness and efficiency.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/template/","Template",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/template/presentations/","Presentations",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/template/balanced-scorecard-environmental-protection-agency-acquisition-system-performance-measurement-and-management-program-guide/241618/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/balanced-scorecard-environmental-protection-agency-acquisition-system-performance-measurement-and-management-program-guide/241618.png","ImageObject",442,249,{"name":42,"@type":43},"Dipper","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-10-14","2026-09-12",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",6,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"Why does EPA implement a Balanced Scorecard for acquisition performance measurement?","Question",{"text":63,"@type":64},"EPA implements a Balanced Scorecard to evaluate acquisition-related business functions using a methodology that considers procurement results together, enabling improved quality, effectiveness, and efficiency of contracting operations.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"How do BSC objectives and measures relate to EPA mission, vision, and strategy?",{"text":68,"@type":64},"All BSC objectives and measures must support EPA’s mission, vision, and strategy statements, ensuring that performance expectations and outcomes align with the agency’s highest-level purpose and approach.",{"name":70,"@type":61,"acceptedAnswer":71},"What kinds of performance measures does the program emphasize?",{"text":72,"@type":64},"The program emphasizes measures of quality, cost, timeliness, customer service, and employee alignment, motivation, and skills to create an in-depth, predictive performance management system.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},241618,1791736041,{"code":4,"msg":82,"data":83},"success",[84,88,93,98,103,108,113,118,123],{"id":85,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":86,"slug":87},11,90,"presentations",{"id":89,"doc_module":22,"doc_module_name":25,"category_name":90,"show_sort_weight":91,"slug":92},12,"Resumes",80,"resumes",{"id":94,"doc_module":22,"doc_module_name":25,"category_name":95,"show_sort_weight":96,"slug":97},14,"Invoices",70,"invoices",{"id":99,"doc_module":22,"doc_module_name":25,"category_name":100,"show_sort_weight":101,"slug":102},15,"Posters",60,"posters",{"id":104,"doc_module":22,"doc_module_name":25,"category_name":105,"show_sort_weight":106,"slug":107},16,"Social Media",50,"social-media",{"id":109,"doc_module":22,"doc_module_name":25,"category_name":110,"show_sort_weight":111,"slug":112},17,"Forms",40,"forms",{"id":114,"doc_module":22,"doc_module_name":25,"category_name":115,"show_sort_weight":116,"slug":117},18,"Letters",30,"letters",{"id":119,"doc_module":22,"doc_module_name":25,"category_name":120,"show_sort_weight":121,"slug":122},21,"Paper Templates",5,"papers-templates",{"id":124,"doc_module":22,"doc_module_name":25,"category_name":125,"show_sort_weight":4,"slug":126},158,"General","general-158",{"code":4,"msg":82,"data":128},{"doc_id":79,"user_id":129,"nickname":42,"user_avatar":130,"doc_module":22,"category_id":85,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":136,"language":137,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":12,"update_tm":141,"read_time":104},1374404997633,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","BALANCED SCORECARD  \nEnvironmental Protection Agency Acquisition System  \nPerformance Measurement and Management Program Guide  \nNoted Changes Page  \n1. Combined Parts 6, 7, and 8 into one section entitled “Contract  \nManagement Assessment Program”. The previous Part 9 entitled“Using Performance Measurement to Effect change” is now Part 7.– Finalized December 11, 2013.  \nTable of Contents  \nPage No.  \nPart 1: Background  \n1. Business Systems Performance and Oversight 3  \n2. Mission, Vision, and Strategy 3  \n3. Business Systems Management Goals 4  \nPart 2: Business Systems assessment Program  \n1. Program Objectives 5  \n2. Program Concept and Scope 5  \n3. Roles and Responsibilities 5  \nPart 3: Performance Management Strategy  \n1. What is Performance Management? 7  \n2. Performance Measures 8  \nPart 4: The Balanced Scorecard Performance Measurement and  \nManagement System  \n1. The Balanced Scorecard Approach 10  \n2. The Four Perspectives ofthe Balanced Scorecard 10  \nPart 5: Selection and Performance Objective and Measures  \n1. Establishing Measures for an Acquisition System 12  \n2. The EPA Balanced Scorecard Program 13  \n3. Initial Selection, Addition, and Deletion of Performance Measures 15  \nPart 6: Contract Management Assessment Program  \n1. General 17  \n2. Definitions 17  \n3. Internal Controls 18  \n4. Self Assessment Reviews 21  \n5. Self Assessment Reporting 22  \n6. CMAP Peer Review 25  \n7. Templates 28  \nPart 7: Using Performance Measurement to Effect Change  \n1. Performance Measurement Systems Must Provide Intelligence for  \nDecision-makers, Not Just Compile Data 39  \n2. Results Must Be Used or No One Will Take Them Seriously 40  \nPART 1  \nBackground  \nThis part provides a brief discussion of the implementation of a results-oriented businessassessment program for the EPA Acquisition System.  \nAll Federal agencies are continually faced with real and dramatic challenges to improve the performance of their business systems. This is especially true for Federal acquisition systems, which have undergone a series of reform efforts over the past thirty years. All of these reforms have focused on improving the quality, timeliness, and effectiveness of awarding and administering contracts in support of agency missions. These objectives require that agencies continually assess existing systems and processes to identify common-sense business solutionsand business systems that work better and cost less. Moreover, Federal acquisition organizations continue to experience dramatic increases in the levels of customer expectations for quality, timeliness, and service – all at lower cost. These expectations are driven in large part by continuing budget and resource restrictions, coupled with high-priority program objectives, which require organizations to fundamentally and continually rethink existing approaches to business systems and business relationships.  \n1. Business Systems Performance and Oversight  \nAlthough historically OAM has expended considerable effort and resources to ensure that internal Strategic Goals mirror and support Agency goals, an objective, systematic, approach toward measuring achievements against either OAM or Agency Strategic Goals had not been established. Furthermore, although OAM has several programs in place which measure various aspects and/or criteria associated with the procurement process (e.g. Customer Survey, Employee Survey, and the Quality Assessment Program), a methodology did not exist in which results of the programs may be considered together as an indicator of the quality, effectiveness, and efficiency of the EPA’s contracting operations.  \nAs a result, OAM is implementing a Balanced Scorecard (BSC) performance measurement and performance management program (PMP) as the methodology for assessing the Agency’s acquisition related business functions. The PMP is intended to facilitate an EPA-wide collaborative approach to ensure that business systems effectively support EPA’s mission, vision, and strat","cbCaib1iOuUWqEMx","https://ap.wps.com/l/cbCaib1iOuUWqEMx","pdf",325964,46,"English","# Part 1: Background\n## 1. Business Systems Performance and Oversight\n## 2. Mission, Vision, and Strategy\n## 3. Business Systems Management Goals\n# Part 2: Business Systems Assessment Program\n## 1. Program Objectives\n## 2. Program Concept and Scope\n## 3. Roles and Responsibilities\n# Part 3: Performance Management Strategy\n## 1. What is Performance Management?\n## 2. Performance Measures\n# Part 4: The Balanced Scorecard Performance Measurement and Management System\n## 1. The Balanced Scorecard Approach\n## 2. The Four Perspectives of the Balanced Scorecard\n# Part 5: Selection and Performance Objective and Measures\n## 1. Establishing Measures for an Acquisition System\n## 2. The EPA Balanced Scorecard Program\n## 3. Initial Selection, Addition, and Deletion of Performance Measures\n# Part 6: Contract Management Assessment Program\n## 1. General\n## 2. Definitions\n## 3. Internal Controls\n## 4. Self Assessment Reviews\n## 5. Self Assessment Reporting\n## 6. CMAP Peer Review\n## 7. Templates\n# Part 7: Using Performance Measurement to Effect Change\n## 1. Performance Measurement Systems Must Provide Intelligence for Decision-makers, Not Just Compile Data\n## 2. Results Must Be Used or No One Will Take Them Seriously","[{\"question\":\"Why does EPA implement a Balanced Scorecard for acquisition performance measurement?\",\"answer\":\"EPA implements a Balanced Scorecard to evaluate acquisition-related business functions using a methodology that considers procurement results together, enabling improved quality, effectiveness, and efficiency of contracting operations.\"},{\"question\":\"How do BSC objectives and measures relate to EPA mission, vision, and strategy?\",\"answer\":\"All BSC objectives and measures must support EPA’s mission, vision, and strategy statements, ensuring that performance expectations and outcomes align with the agency’s highest-level purpose and approach.\"},{\"question\":\"What kinds of performance measures does the program emphasize?\",\"answer\":\"The program emphasizes measures of quality, cost, timeliness, customer service, and employee alignment, motivation, and skills to create an in-depth, predictive performance management system.\"}]","Balanced Scorecard - Environmental Protection Agency Acquisition System - Performance Measurement and Management Program Guide | PDF",1789178157]