List of Desired Effects

Name	Long Name	Description
Automatic Payment of Invoices (API)	Automatic Payment of Invoices (API)	Measure P2P accuracy for Automatic Invoice Payments.
Contract Award to EDA Load Date	Contract Award to EDA Load Date	There is standard compliance time for providing a human readable contract action to EDA is 2 days as determined by DFAS.
Contract Deficiency Reports	Contract Deficiency Reports	Expected to decrease due to improved capabilities of the ERP which will result in fewer contract quality errors.
Cost of Interface, Operations and Maintenance	Cost of Interface, Operations and Maintenance	Expected to decrease because costs associated with COTS products are significantly lower than those of GOTS products.
E2E Invoice Processing Costs	E2E Invoice Processing Costs	Measure P2P accuracy for E2E Invoice Costs
Electronic Acceptance of Accountable Property	Electronic Acceptance of Accountable Property	Evaluate the number of new procurement acceptances (receiving reports) presented for processing either manually or systemically. The processing sources and level of effort required for recording receipt and acceptance are indicators of the usage rate and effectiveness of electronic commerce mechanisms along with the accuracy of those processes. Manual intervention needed resulting from automated processes is a quality indicator of the information being transmitted and processed.
Electronic Acceptance to Entitlement	Electronic Acceptance to Entitlement	Measure P2P accuracy for electronic acceptance.
Electronic Commerce Rate	Electronic Commerce Rate	This metric measures the extent to which the Department is moving full electronic processing of invoices, receiving reports, contracts and modifications by measuring the work counts at the line of accounting level. The electronic processing streamlines workflow, ensures greater efficiency, and reduces costs. Improvements are reliant upon the participation of DoD vendors submitting electronic invoices and receiving reports, DoD components submitting accurate and complete contracts and modifications, DoD acceptors timely and accurate processing of documents, plus the enforcement of this requirement by all DoD Components.
Electronic Invoicing	Electronic Invoicing	Manual intervention needed resulting from automated processes is a quality indicator of the information being transmitted and processed.
Electronic posting of contract as data (PDS) to EDA	Electronic posting of contract as data (PDS) to EDA	The contract distribution metric verifies that contracts are being sent to all parties that need the data, thus, 1. Increasing the use of the core business systems in business operations and 2. Ensuring quality data flows through those systems.
Electronic Posting of Contract as Data (PDS) to Entitlement System	Electronic Posting of Contract as Data (PDS) to Entitlement System	The contract distribution metric verifies that contracts are being sent to all parties that need the data, thus, 1. Increasing the use of the core business systems in in-theater business operations and 2. Ensuring quality data flows through those systems.
Electronically Accepted Purchase Requests	Electronically Accepted Purchase Requests	Measuring P2P support of existence and completeness
FPDS-NG Congressional Reporting	FPDS-NG Congressional Reporting	Compliance percentage in accordance with the three day Congressional requirement is expected to increase due to implementation of an automated capability.
Interest Penalties Paid Commercial Payments	Interest Penalties Paid Commercial Payments	At the DoD level, to have $100 or less in monthly interest penalties disbursed, per the average of millions of dollars of PPA disbursed. At the individual Component level, goals are assigned based on a Ceiling to Floor methodology. Within the Ceiling to Floor methodology components are assigned a Ceiling, Floor, or Intermediate goal based on prior year cumulative performance.
On-Time Treasury Reporting (Future Metric)	On-Time Treasury Reporting (Future Metric)	Compliance is expected to increase (in accordance with Government Wide Accounting Principles) based on new business processes causing reporting to occur in less than one day.
Payment Backlog Commercial Payments	Payment Backlog Commercial Payments	No or minimal backlogs indicate effective internal controls and efficient processes, allowing funding to stay focused on intended priority requirements.
PDS Approval/Acceptance to Accrual Posting	PDS Approval/Acceptance to Accrual Posting	Should be reduced to less than one day because the events occur simultaneously inside the capability.
PDS Awards and Modifications Validations	PDS Awards and Modifications Validations	Expected to decrease due to improved capabilities of the ERP which will result in fewer contract quality errors.
PDS Contract Award to Obligation Posting	PDS Contract Award to Obligation Posting	Should be reduced to less than one day because the events occur simultaneously.
PDS Procurement Lead Time	PDS Procurement Lead Time	This will vary by material and supplier. The Procurement Lead Time (PCLT) should decline over a period of time. The ultimate goal is to drive down transaction times for Procurement Lead Time by improving both the Procurement administrative lead time (PALT) (the time between identifying a need to buy and the letting of a contract or the placing of an order) and production lead time (PLT) (the time between the letting of a contract or the placing of an order, and receiving the purchased goods/services by the warfighter).
Procure to Pay Frequency of Unmatched Disbursements	Procure to Pay Frequency of Unmatched Disbursements	Expected to significantly decrease because the capability will not produce unmatched disbursements due to the integration of data.
Procure to Pay Interest Penalties	Procure to Pay Interest Penalties	Expected to decrease due to a greater number of on time payments resulting from the integration of data.
Procure to Pay Invoice Overage	Procure to Pay Invoice Overage	The standard goal determined by DFAS is 2%.
Procure to Pay Invoices On Hold	Procure to Pay Invoices On Hold	Expected to significantly decrease because up-front process improvements preclude all but 3 scenarios that result in transactions being placed on hold.
Procure to Pay Payment Processing Fees	Procure to Pay Payment Processing Fees	Expected to be reduced due to increased efficiency during the payment process, resulting in fewer man hours billed.
Procure to Pay Pre-validation Errors	Procure to Pay Pre-validation Errors	Expected to significantly decrease because the capability will not produce pre-validation errors due to the integration of data.
Procure to Pay Reconciliation Accounting Services Cost	Procure to Pay Reconciliation Accounting Services Cost	Expected to significantly decrease because as the capability drives more intuitive, uniform, repeatable processing, there will be a lower chance of entering inaccurate data that results in the need for reconciliation
Procure to Pay Unmatched Disbursements	Procure to Pay Unmatched Disbursements	Accounting records cannot reflect an accurate financial position when UMDs are present and cause reported fund balances to be overstated while actual available balances are understated. The goal period will start on October 1, 2011 - September 30, 2012.
Procure to Pay Unsupportable Disbursements	Procure to Pay Unsupportable Disbursements	Expected to decrease because the capability will not produce unsupportable disbursements due to the integration of data.
QDR Goal 1 Prevail in Today's Wars	Prevail in Today's Wars	We must ensure the success of our forces in the field?in Afghanistan, Iraq, and around the world. Along with our allies and partners, we have renewed efforts to help the governments of Afghanistan and Pakistan disrupt, dismantle, and defeat Al Qaeda and eliminate its safe havens within both nations?as the responsible drawdown of the U.S. military presence proceeds, U.S. forces will continue to play important roles advising, training, and?work[ing] with partners and allies to locate and dismantle terrorist networks.
QDR Goal 2 Prevent & Deter Conflict	Prevent & Deter Conflict	Preventing the rise of threats to U.S. interests requires the integrated use of diplomacy, development, and defense, along with intelligence, law enforcement, and economic tools of statecraft, to help build the capacity of partners to maintain and promote stability. Such an approach also requires working closely with our allies and partners to leverage existing alliances and create conditions to advance common interests.
QDR Goal 3 Prepare to Defeat Adversaries in Wide Range of Contigencies	Prepare to Defeat Adversaries in Wide Range of Contigencies	If deterrence fails and adversaries challenge our interests with the threat or use of force, the United States must be prepared to respond in support of U.S. national interests. Not all contingencies will require the involvement of U.S. military forces, but the Defense Department must be prepared to provide the President with options across a wide range of contingencies.
QDR Goal 4 Preserve & Enhance the All-Volunteer Force	Preserve & Enhance the All-Volunteer Force	Given the continuing need for substantial and sustained deployments in conflict zones, the Department must do all it can to take care of our people - physically and psychologically. To reflect the urgency that the Department?s leadership places on these issues, the QDR has striven to include them as core components of our policy, planning, and programming considerations." (QDR 2010) "Our policies, programs, and oversight activities will support this ultimate goal. "Care for Our People" embodies those policies and programs that promote well-being where our Service members, their families, and civilian personnel can thrive in their careers, social and community engagements, finances, and health.
QDR Goal 5 Reform the business and support functions of Defense enterprise	Reform the business and support functions of Defense enterprise	A centerpiece of this defense strategy is its focus on reforming how the Department operates. Our operations in Iraq and Afghanistan and the projections of a complex future environment demand more agile, innovative, and streamlined processes and institutions" (QDR 2010)
SMP Goal 1 Strengthen and right-size the DoD total workforce	Strengthen and right-size the DoD total workforce	Strengthen and right-size the DoD Total Workforce mix (military, civilian, and contracted support) to accomplish the DoD mission and sustain superior performance in a time of constrained resources.
SMP Goal 2 Strengthen DoD Financial Management	Strengthen DoD Financial Management	Strengthen the DoD Financial Management to respond to warfighter needs and sustain public confidence through auditable financial statements.
SMP Goal 3 Build agile and secure information technology capabilities	Build agile and secure information technology capabilities	Build agile and secure information capabilities to enhance combat power and decision-making while optimizing value.
SMP Goal 4 Increase the buying power of the DoD	Increase the buying power of the DoD	Increase the buying power of the DoD acquisition system and processes spanning requirements determination, development, procurement, and support to ensure that the force structure is modernized, re-capitalized, and sustained within available resources.
SMP Goal 5 Increase operational and installation energy efficiency	Increase operational and installation energy efficiency	Increase operational and installation energy efficiency to lower risks to our Warfighters, reduce costs, and improve energy security.
SMP Goal 6 Re-engineer use end-to-end processes	Re-engineer use end-to-end processes	Re-engineer use end-to-end business processes to reduce transaction times, drive down costs, and improve service.
SMP Goal 7 Create agile business operations that support contingency missions	Create agile business operations that support contingency missions	Create agile business operations that plan for and sustain contingency missions.