List of Measures

Name	Long Name	Description
1.1.1 Percent variance in AC End Strength	4.2.1-2P: Percent variance (3% to 0%) in Active Component (AC) end-strength. (USD(P&R))
1.1.2 Percent variance in RC End Strength	4.2.2-2P: Percent variance (3% to -3%) in Reserve Component (RC) end-strength. (USD(P&R))
1.1.3 Percent Tier 1 (HSDG) non-PS AC Accessions	Percent of Tier 1 (High School Diploma Graduates (HSDG)) non-prior service AC accessions, no less than 90% of non-prior service AC accessions will be Tier 1 HSDG. (USD(P&R))
1.1.4 Percent Tier 1 (HSDG) non-PS RC Accessions	Percent of Tier 1 HSDG non-prior service RC Accessions; no less than 90% of non-prior service RC accessions will be Tier 1 HSDG. (USD(P&R))
1.1.5 Percent Cat I-IIIA non-PS AC Accessions	Percent of Category I-IIIA non-prior service AC Accessions; no less than 60% of non-prior service AC accessions will be Category I-IIIA. (USD(P&R))
1.1.6 Percent Cat I-IIIA non-PS RC Accessions	Percent of Category I-IIIA non-prior service RC Accessions; no less than 60% of non-prior service RC accessions will be Category I-IIIA. (USD(P&R))
1.1.7 Percent Cat IV non-PS AC Accessions	Percent of Category IV non-prior service AC Accessions; no more than 4% of non-prior service AC accessions will be Category IV. (USD(P&R))
1.1.8 Percent Cat IV non-PS RC Accessions	Percent of Category IV non-prior service RC Accessions; no more than 4% of non-prior service RC accessions will be Category IV. (USD(P&R))
1.2.1 Civilian Readiness	4.2.4-2P: Percent of Emergency-Essential (E-E) and Non-Combat Essential (NCE) Civilian Expeditionary Workforce (CEW) employees qualified as "ready" per the CEW Readiness Index. (USD(P&R))
1.3.1 Special Forces Increase	2.1.3-1F1: Cumulative percent increase in DoD Special Forces and Navy SEAL personnel achieved. (USD(P&R))
2.1.1 Percent DoD SBR validated	5.5.1-2U: Percent DoD Statement of Budgetary Resources Appropriations Received validated. (USD(C)/CFO)
2.1.2 Percent DoD Funds Balance with Treasury validated	5.5.2-2U: Percent of DoD Funds Balance with Treasury validated. (USD(C)/CFO)
2.1.3 Percent DoD SBR Appropriations Received (line 3A) validated	5.5.3-2U: Percent of DoD Statement of Budgetary Resources validated. (USD(C)/CFO)
2.1.4 Percent DoD mission critical assets validated for existance and complete	5.5.4-2U: Percent of DoD mission-critical assets (Real Property, Military Equipment, General Equipment, Operating Materials and Supplies, and Inventory Balances) validated for existence and completeness. (USD(C)/CFO)
3.1.1 Reduce data centers by 18% 4QFY12 and additional 12% in 4QFY13	Reduce data centers by 18% in 4QFY12 and an additional 12% in 4QFY13. (DoD CIO)
3.1.2 Reduce networks by 10% in 4QFY 12 and additional 10% in 4QFY13	Reduce networks by 10% in 4QFY12 and an additional 10% in 4QFY13. (DoD CIO)
3.1.3 Percent Service transitioned to, or designed as, Enterprise Services	Percentage of Services transitioned to, or designed as, Enterprise Services. (DoD CIO)
3.2.1 Percent compliance with network architecture and standards	Percentage of component networks compliance with resilient network architecture and standards by all new investments and technology refresh activities by 4QFY15. (DoD CIO)
3.3.1 Create and maintain strong boundary defenses across DoD NIPRNet Perimeter	Create and maintain strong boundary defenses across DoD NIPRNet Perimeter. (DoD CIO)
3.3.2 Enforce Cryptographic Logon with PKI Hardware Tokens on SIPRNet	Enforce Cryptographic Logon with PKI Hardware Tokens on SIPRNet. (DoD CIO)
3.3.2 NIPRNet Hardening allowing robust protection capabilities	NIPRNet Hardening allowing robust protection capabilities. (DoD CIO)
3.3.4 Reduce time to effect DoD network configuration changes	Reduce time to effect DoD network configuration changes. (DoD CIO)
4.1.1 Mandate affordability for all ACAT I programs	Mandate affordability as a requirement. Establish an affordability target as a Key Performance Parameter equivalent for all ACAT I programs. (USD(AT&L))
4.2.1 Drive productivity establish Should Cost tgts as tools for ACAT I programs	Drive productivity by establishing "Should Cost" targets as management tools for all ACAT I programs. (USD(AT&L))
4.2.2 Ensure contracts > $1B can achieve improvements and efficiencies	Ensure service contracts that exceed $1B contain contract provisions to achieve productivity improvements and cost efficiencies throughout the contract term. (USD(AT&L))
4.2.3 Make production rates economical and hold stable	Make production rates economical and hold them stable. (USD(AT&L))
4.2.4 Percent enterprise IT soft/hardware deployed within 18 months	5.3.4-2E: Percent of enterprise level Information Technology (IT) software and hardware National security and business systems deployed within 18 months of the capability business cases approval. (DoD DCMO)
4.2.5 Number MAIS significant breaches	5.3.5-2E: Number of Major Automated Information Systems (MAIS) "significant" breaches (equal to or greater than 15 percent of Acquisition Program Baseline (APB) total cost or with schedule slippages greater than six months). DoD DCMO
4.2.6 Number MAIS critical breaches	5.3.6-2E: Number of Major Automated Information System (MAIS) "critical" breaches (equal to or greater than 25 percent of APB total cost or with schedule slippages of one year or more). DoD DCMO
4.3.1 Percent contract obligations competitively awarded	5.3.1-2E: Percentage of contract obligations that are competitively awarded. (USD(AT&L))
4.3.2 100 percent (i.e., at each ACAT Program Milestone review)	100%, (i.e., at each ACAT Program Milestone Review. (USD(AT&L))
4.4.1 Increase percentage of MDAP items procured	Increase the percentage of MDAP items procured relative to the quantities requested over the previous year. (USD(AT&L))
4.5.1 Percent of completing demonstration programs transitioning each year	3.5.1-2D: Percent of completing demonstration programs transitioning each year. (USD(AT&L))
4.6.1 Complete 1st phase S2T2 effort	Complete first phase of Sector-by-Sector Tier-by-Tier analysis (S2T2) effort. (USD(AT&L))
4.6.2 Ident and correct hi vis deficiencies for critical weapon sys components	Identify and correct high visibility deficiencies in supplier base for critical weapon system components. (USD(AT&L))
4.6.3 Create clearing house and repository of industrial base analyses for DoD	Create a clearing house and repository of industrial base analyses for the Department and make it available to all services and organizations to reduce redundant efforts and establish best practices. (USD(AT&L))
4.7.1 Incl incentive strategy behind fee strategy for ACAT 1D programs	Include the incentive strategy behind the fee strategy in all acquisition strategies for all ACAT 1D programs tying incentives to production and sustainment cost control. (USD(AT&L))
4.7.2 Increase use of FPIF contracts	Increase the percentage of all efforts using Fixed Price Incentive Firm Target (FPIF) contracts that are moving from development to production and low rate to full rate production over the previous year?s percentage. (USD(AT&L))
4.8.1 Demonstrate prog at reversing trend to incresing unit costs in end items	Demonstrate progress at reversing the trend to increasing unit costs in procured end items. (USD(AT&L))
5.1.1 Increase number of facilities with installed meters	Increase the number of facilities with installed meters. (USD(AT&L))
5.2.1 Percent enterprise energy systems utilizing 1st module of EEIM solution	Percent of enterprise energy systems fully utilizing the first module of the Enterprise Energy Information Management (EEIM) solution. (USD(AT&L))
5.3.1 Define/begin reporting standards for important energy security attributes	Define and begin reporting standards for the following important energy security attributes: 1) Contingency of operation planning (COOP). (FY12) 2) Building design considerations. (FY12) 3) Metering. (FY12) 4) Smart grid systems and load management. (FY13) 5) On site generation (generators, renewables, etc.). (FY13) 6) Microgrid and system islanding. (FY13) (USD(AT&L))
5.4.1 Number of leased/purchased PEVs and charging stations	Numbers of leased/purchased PEVs and charging stations. (USD(AT&L))
5.5.1 Percent 3rd party financed energy efficiency and renewable energy projects	Percentage of 3rd party financed energy efficiency and renewable energy projects based on the DoD FY 2010 baseline. (USD(AT&L))
5.6.1 Estab op energy baseline for DoD based on credible, verifiable POU data	Establish an operational energy baseline for the Department of Defense based on credible, verifiable point-of-use data. (USD(AT&L))
5.6.2 Establish/execute energy reduction targets/timelines	Establish and execute numerical energy reduction targets and timelines through rigorous data analysis and simulation efforts. (USD(AT&L))
6.1.1 POF percentage for DLA stocked items	5.4.1-2L: Perfect Order Fulfillment percentage for Defense Logistics Agency (DLA)-stocked items. (USD(AT&L))
6.1.2 Army Customer Wait Time	5.4.2-2L: Army Customer Wait Time. (USD(AT&L))
6.1.3 Navy Customer Wait Time	5.4.3-2L: Navy Customer Wait Time. (USD(AT&L))
6.1.4 Air Force Customer Wait Time	5.4.4-2L: Air Force Customer Wait Time (USD(AT&L))
6.2.1 Number days for external civilian hiring	4.2.5-2P: Number of days for external civilian hiring (end-to-end timeline). (USD(P&R))
6.3.1 Percent Defense Business Systems/Services represented in DITPR and BEA	Percentage of Defense Business Systems/Services represented in both DITPR and the BEA. (DoD DCMO)
6.3.2 Percent Defense Business Systems/Services represented in SNAP-IT and BEA	Percentage of Defense Business Systems/Services represented in both SNaP-IT and the BEA. (DoD DCMO)
6.3.3 Percent Defense Business Systems/Services reporting to OMB through BEA	Percentage of Defense Business Systems/Services reporting to OMB through the BEA. (DoD DCMO)
6.4.1 Complete mapping of H2R + P2P E2E processes by end FY12	Complete mapping of "Hire to Retire" and "Procure to Pay" end-to-end processes by end of FY 2012; determine processes outcome measure to monitor process improvement; establish performance reporting processes (NLT end FY2012). (DoD DCMO)
6.4.2 Determine next 2 E2E business processes to be completed by Jun 2013	Determine next two (2) end-to-end business processes to be completed by June 2013 and establish timelines for spirals of completion in FY 2013 (NLT June 2012). (DoD DCMO)
6.4.3 Complete mapping of E2E processes	Complete mapping of both selected end-to-end business processes, determine processes outcome measure to monitor process improvement; establish performance reporting processes (NLT end FY2013). (DoD DCMO)
6.4.4 Determine next 2 E2E processes to be completed by end FY14	Determine next two (2) end-to-end business processes to be completed by end of FY2014 and establish timelines for spirals of completion in FY 14 (NLT June 2013). (DoD DCMO)
7.1.1 Percent geographic COCOM plans reviewed/analyzed for OCO Equities	Percent of geographic Combatant Command plans that have been reviewed/analyzed for Overseas Contingency Support Equities. (USD(AT&L))
7.1.2 Percent contracts and contractor population properly registered in SPOT	Percent of contracts and contractor population properly registered in the Synchronized Pre-Deployment and Operational Tracker (SPOT). (USD(AT&L))
7.2.1 Percent system traceability for DOD funds obligated in theater	Percentage of system traceability for all DoD funds obligated in theater, electronically capturing DoD approved and funded requirements, obligations, entitlements and disbursements. (USD(AT&L)), (USD(C)/CFO), (DoD DCMO)
7.3.1 Percent Afghan vendors vetted	Percentage of Afghan host nation vendors that are vetted and have with available past-performance information at contract close-out. (USD(AT&L)), (USD(C)/CFO), (DoD DCMO)
Automatic Payment of Invoices (API)	Automatic Payment of Invoices (API)	Evaluate the number of invoices presented for API processing either manually or systemically. The processing sources and level of effort required for recording invoices 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.
Billing-Aging	Billing-Aging	The percentage and number of receivables with days aged greater than 30, 60 and 90 days.
Billing-Disputed	Billing-Disputed	The dollar amount, number and percentage of billing documents disputed.
Cash Reconciliations	Cash Reconciliations	The number of business days after the end of the month required to fully reconcile Fund Balance with Treasury (FBWT) each month.
Collection Amounts in Suspense Accounts	Percentage of Collection Amounts in Suspense Accounts	The percentage of collection amounts that has resulted in Suspense account.
Contract Award to EDA Load Date	Contract Award to EDA Load Date	DFARS 204.201 outlines the use of EDA as the central repository for a human readable copy of a contract. It is important that all contracts/modifications are distributed to all appropriate parties as soon as possible to ensure all information is provided and up to date.
Contract Deficiency Reports	Contract Deficiency Reports (CDRs)	The number of Contract Deficiency Reports issued, including the causes, and the total number of open contracts/delivery orders.
Cost of Interface, Operations and Maintenance	Cost of Interface, Operations and Maintenance	Costs of the ERP and the other DoD systems to perform the Procure-to-Pay process in regards to interfaces, operations and maintenance.
Cycle Time to Resolve Billing Error	Cycle Time to Resolve Billing Error	The average time taken to resolve the billing error.
Delinquent Debts	Delinquent Debts	Percentage of delinquent debts over 90 days that are referred to Treasury.
E2E Invoice Processing Costs	E2E Invoice Processing Costs	Average cost to pay an invoice (total cost to include Component labor and DFAS labor to process an invoice) - throughput / total cost.
Electronic Acceptance of Accountable Property	Electronic Acceptance of Accountable Property	Evaluate the number of 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	Electronically received Acceptance information for new procurement in the Entitlement System.
Electronic Commerce Rate	Electronic Commerce Rate	The EC Rate metric measures the extent to which the Department is moving toward hands free pay only packages from the military services various enterprise resource programs. The electronic processing streamlines workflow, ensures greater efficiency, and reduces costs.
Electronic Invoicing	Electronic Invoicing	Evaluate the number of invoices presented for processing either manually or systemically. The processing sources and level of effort required for recording invoices are indicators of the usage rate and effectiveness of electronic commerce mechanisms along with the accuracy of those processes.
Electronic Posting of Contract as Data (PDS) to EDA	Electronic Posting of Contract as Data (PDS) to EDA	The percent of contract data in EDA (PDS Schema data).
Electronic Posting of Contract as Data (PDS) to Entitlement System	Electronic Posting of Contract as Data (PDS) to Entitlement System	The percent of contract data in Entitlement System; evaluates the number of contracts presented for processing either manually or systemically. The tracking of purchase orders being established after contracting actions have been completed provide visibility to volume, the effectiveness of automated processes and manual intervention for workload management. The accuracy of processing from automated sources and manual intervention needed is a quality indicator of the information being transmitted.
Electronically Accepted Purchase Requests	Electronically Accepted Purchase Requests	Electronically received PRs using the Purchase Request Data Standard (PRDS) or consistent PR structure for DoD Purchase.
End to End Measures	End to End Measures	Performance measures for improving and evaluating the overall efficiency and effectiveness of business operations related to end to end processes as mandated by NDAA 2009.
FBWT Differences	Fund Balance with Treasury Differences	Dollar amount of month end difference between the Fund Balance with Treasury as reported by the Treasury and that reported by the agency's general ledger.
FBWT Reconciliation	Fund Balance with Treasury Reconciliation	Number of business days after the end of the month required to fully reconcile Fund Balance with Treasury (FBWT) each month.
FBWT Suspense Activity	Fund Balance with Treasury Suspense Activity	Number and dollar value of Fund Balance with Treasury transactions in suspense.
FPDS-NG Congressional Reporting	FPDS-NG Congressional Reporting	Compliance percentage with the requirement of reporting contract actions to the Congress via FPDS-NG within three days.
Interest Penalties	Interest Penalties	The total interest dollars paid.
Interest Penalties Paid Commercial Payments	Interest Penalties Paid Commercial Payments	This metric tracks payments of interest penalties to contractors and vendors as a measure of how promptly DoD pays its bills. Avoidance of interest penalties indicates effective internal controls and efficient processes, allowing funding to stay focused on intended priority requirements.
Matching-No Delivery Reference	Matching-No Delivery Reference	The percentage and number of advice of payment without a delivery / billing document referenced.
Matching-No Sales Order Reference	Matching-No Sales Order Reference	The percentage and number of advice of payment transmitted without a Sales Order reference.
Material and Service Master Requisition Utilization	Material and Service Master Requisition Utilization	This metric measures the percentage and number of purchase requisition line items processed using standard material and service masters.
Number of FBWT Reconciling Items	Number of Fund Balance with Treasury Reconciling Items	The number of reconciling items to adjust monthly cash balances to agree with the United States Treasury.
Number of Transactions that Require Reconciliation	Number of Transactions that Require Reconciliation	The total value, % and number of transactions that require manual reconciliation where there is a discrepancy between Sales Order, Shipment and Billing documents.
On-Time Billing	On-Time Billing	The number of sales orders that were billed on-time as agreed in the sales order process.
On-Time Treasury Reporting (Future Metric)	On-Time Treasury Reporting (Future Metric)	Compliance with the Government-wide Accounting Modernization Program effort to reconcile Fund Balance with the Treasury on a daily basis.
Payment Backlog Commercial Payments	Payment Backlog Commercial Payments	This metric is a leading indicator for how small or large DoD?s interest penalty payments will be. It measures overaged invoices as a percentage of the total number of invoices on hand at DFAS. ?Overaged? is defined as those invoices backlogged in DFAS for more than the period specified by the PPA or per the contract term associated with the invoice.
PDS Approval/Acceptance to Accrual Posting	PDS Approval/Acceptance to Accrual Posting	Difference between the date that the accrual was posted in the accounting system and the date which the item/invoice was approved.
PDS Awards and Modifications Validations	PDS Awards and Modifications Validations	The percentage of awards and modifications that fail Procurement Data Standards (PDS) validations for incorrectly structured contracts broken out by cause.
PDS Contract Award to Obligation Posting	PDS Contract Award to Obligation Posting	Difference between the date the contract is awarded in the contract writing system and the date the obligation is posted in the accounting system.
PDS Procurement Lead Time	PDS Procurement Lead Time	The average time from initiation of the procurement action requiring a new contract to receipt of products / services purchased as a result of the procurement action.
Procure to Pay	Procure to Pay
Procure to Pay Frequency of Unmatched Disbursements	Procure to Pay Frequency of Unmatched Disbursements	The number of transactions which became unmatched and the total number of disbursements made.
Procure to Pay Interest Penalties	Procure to Pay Interest Penalties	The total interest dollars paid.
Procure to Pay Invoice Overage	Procure to Pay Invoice Overage	Percentage of invoices over 30 days old.
Procure to Pay Invoices On Hold	Procure to Pay Invoices On Hold	Number of invoices on hold that are not awaiting approval by category associated with the root cause of the on hold reason.
Procure to Pay Payment Processing Fees	Procure to Pay Payment Processing Fees	Rates charged by the Defense Finance and Accounting Service (DFAS) for payment processing and the number of invoices processed.
Procure to Pay Pre-validation Errors	Procure to Pay Pre-validation Errors	The total number of pre-validation errors, their causes and the number of pre-validation requests.
Procure to Pay Reconciliation	Procure to Pay Reconciliation	Direct billable hours for accounting services and hours spent performing contract reconciliation shown as a cost.
Procure to Pay Reconciliation Accounting Services Cost	Procure to Pay Reconciliation Accounting Services Cost	Direct billable hours for accounting services and hours spent performing contract reconciliation shown as a cost.
Procure to Pay Unmatched Disbursements	Procure to Pay Unmatched Disbursements	This metric measures our success at correcting existing unmatched disbursements (UMDs) that are 0-120 days old or older. An unmatched disbursement occurs when a recorded disbursement cannot be matched to an obligation in the accounting system.
Procure to Pay Unsupportable Disbursements	Procure to Pay Unsupportable Disbursements	This metric measures our success at correcting existing unmatched disbursements (UMDs) that are 0-120 days old or older. A UMD occurs when a recorded disbursement cannot be matched to an obligation in the accounting system. 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.
Rescission	Number of Days for a Rescission	Number of days required for an agency to remove funds from the agency general ledger as a result of receiving a rescission from OSD.
Unmatched Collections	Unmatched Collections	The number, percentage and value of transactions that has resulted in Unmatched Collections.
Unmatched Collections Aging	Unmatched Collections Aging	The Number and age of Unmatched Collections between 0 and 120 days old, in 30 day increments.
Unreconciled Obligations	Unreconciled Obligations	The percentage and dollar amount variation by month, quarter, and/or year-to-date of actual obligations against the distributed budget.
Unsupported Collections	Unsupported Collections	The Month end difference between the Fund Balance with Treasury as reported by the Treasury and that reported by the agency's general ledger.