1 Monitoring: An on-going function that should occur in the normal course of business. Periodic assessments should be integrated as part of management’s continuous monitoring of internal control, which should be ingrained in the organization’s operations.

1 Organizational Alignment and Leadership;

CRITICAL SUCCESS2 Policies FACTOR(S): and Processes;

CRITICAL1 EmpowermentEffectiveness SUCCESSCRITICAL and andFACTOR(S): efficiency InclusivenessSUCCESS3 Humanof programFACTOR(S): Capital; activities and and operations; Acquisition Rating 21 UnitAssuringIntegrationReliable, and Individualcomplete,Appropriate and Alignment andPerformance Placement4 timely Knowledge data ofLinked arethe maintained;Acquisition andto Organizational Information Function Management Goals 23 OrganizingData-DrivenCompliance the withHuman Acquisition applicable1 Capital Organizational Function lawsDecisions and to regulations; OperateAlignment Strategically and and Leadership 34 ClearlyPrograms Defining and resources and2 Integrating arePolicies protected andRoles Processes from and waste,Responsibilities fraud, and mismanagement. CRITICAL SUCCESS FACTOR(S): CRITICAL3 SUCCESS Human FACTOR(S):Capital 1 Clear,Empowering Strong, Cross-Functional and Ethical Executive Teams Leadership CRITICAL4 SUCCESS Knowledge FACTOR(S): and Information Management 2 EffectiveManaging Communications and Engaging Suppliers and Continuous Improvement 31 MonitoringPartnering with and InternalProviding Organizations Oversight to Achieve Desired Outcomes 42 EnablingAssessing Financial Internal RequirementsAccountability and the Impact of External Events - Assuring appropriate placement of the acquisition function;

• Control Environment: The organizational structure and culture established by management and employees to sustain support for effective internal control. This includes: 1 1Elimination Well defined of redundancies areas of authority and responsibility;

2 -21 Identification Partnering AppropriateCommercial with of delegationstrategicinternaland Institutional organizations; sourcing of authority Building opportunities and Construction responsibility throughout the organization;

3 32Internal EstablishmentWater, control Sewer, monitoring ofand a Pipelinesuitable purposes hierarchyConstruction for reporting;

4 43Highlighting SupportingHighway, areas Street, appropriate where and Bridgeadditional/supplementary human Construction capital policies for training hiring, is training, necessary evaluating, counseling, advancing, compensating and disciplining personnel; and 5 4Workload All Other management Heavy Construction (office to agencywide) 5 Upholding the need for personnel to possess and maintain the proper knowledge and 1 Riskskills Assessment: to perform Identification,their assigned dutiesanalysis, as welland mitigationas understand of internal the importance and external of risks that may preventmaintaining the organization effective from internal meeting control its withinobjectives. the organization.

• Information and Communications: Evaluates how well information is communicated to all relevant personnel at all levels within an organization, and with interested outside organizations. Examples include:

In addition to OMB Circular A-123 and the framework, sources of information for conduct of this Acquisition Management Review (AFAMR) included: [Please list sources of information, examples 1 providedBureau/office below:] headquarters staff knowledge gained from on-going, day-to-day work with the acquisition and financial assistance functions; 2 Review and analysis of acquisition data as reported to the Federal Procurement Data System – Next Generation (FPDS-NG) for [ period of time, e.g., FYs 2003 – 2005]; 3 Functional review reports for acquisition for Fiscal Years [state period]; 4 Review of acquisition transaction files (sample) 5 U.S. Department of the Interior Annual Report on Performance and Accountability; 6 U.S. Department of the Interior and/or Bureau/Office Strategic Plan; 7 Departmental Manual [identify pertinent parts and chapters]; 8 Staffing and organization charts/descriptions for the Bureau’s/Region’s acquisition function; 9 Contracting Officer’s Appointment System/ACMIS data for the Bureau/Regional contracting function; 10 Chief of Contracting Officer and staff Annual Performance Plans for [state period]; 11 Copies of draft and final acquisition management review reports of field level activities by Bureau/Regional Office from FY’s ______; 12 Pertinent Office of Inspector General and Government Accountability Office reports; 13 Bureau/office directives, policies, handbooks, and descriptions of procedures involving the acquisition function; and 14 Interviews with:______15 Other: [list other sources used]

- Unit and individual performance linked to organizational goals - Tracking acquisition data;