THE PEACE CORPS FY 2004 INTEGRATED

PERFORMANCE PLAN AND BUDGET REQUEST

UNDER THE GOVERNMENT PERFORMANCE AND RESULTS ACT

 

Revised Final FY 2003 Plan

Initial FY 2004 Plan

 

 

As part of its ongoing commitment to integrate agency performance with budget decisions, the Peace Corps is pleased to provide its FY 2004 Performance Plan within the framework under the Government Performance and Results Act.  This integration is designed to link the agency’s budget request and strategic plan with performance-based outcomes and goals.

 

I.          Mission Statement

 

The purpose of the Peace Corps is to help the people of interested countries in meeting their need for trained men and women; to help promote a better understanding of Americans on the part of the peoples served; and to help promote a better understanding of other peoples on the part of Americans.

 

The Peace Corps fulfills its mission by making it possible for American citizens to serve as Volunteers in developing countries and participate in the development efforts of their host communities.  Based on 41 years of experience, the Peace Corps follows certain guiding principles to fulfill this mission:

 

q       The Peace Corps ensures, to the greatest extent possible, the health, safety and security of its Volunteers and staff.

 

The Peace Corps staff, both in the United States and at overseas posts, work to ensure at all times that Volunteers are safe and secure in their assignments, have access to medical support to keep them healthy, and have adequate financial support.

 

q       The Peace Corps provides as many opportunities as possible for Americans to serve as Volunteers and seeks to maintain a global presence.

 

The presence of Volunteers in 135 countries over the course of 41 years has been central to the Peace Corps’ ability to contribute to the social and economic development of many of the world’s poorest countries.  Maintaining a presence in a diverse group of countries also has enabled more than 165,000 Americans to engage in successful cross-cultural exchanges with the people of the developing world.

 

q       The Peace Corps responds to development needs identified by host country partners.

 

Peace Corps’ collaboration with host countries during the project development and planning processes ensures that Volunteers can contribute to projects that most directly address the local community’s priority development needs.  Peace Corps Volunteers work with individuals and communities to improve education of students, expand access to basic health care for families, encourage economic development, protect and restore the environment, and increase the agricultural capabilities of farming communities, and in the process, contribute to poverty reduction.

 

q       The Peace Corps provides the technical, language, and cross-cultural training that Volunteers require to be successful in their assignments.

 

Excellent technical and language training are essential to Volunteers’ success during their two-year tours overseas. The Peace Corps devotes considerable resources to providing Volunteers and Trainees with a solid understanding of the languages and cultural norms of the communities where they live and work.  The training is designed to ensure that Volunteers can accomplish their project goals and enjoy an enriching cross-cultural experience.

 

q       The Peace Corps strives for a Volunteer force that reflects the diversity of the American people.

 

Efforts to recruit, train, and place a Volunteer Corps abroad that reflects the diversity and richness of America continues to be a high priority for the agency. 

 

q       The Peace Corps encourages and supports returned Volunteers in their efforts to increase international understanding in their communities.

 

The Peace Corps continues to share the Volunteer experience with Americans here at home through its domestic programs:  the Coverdell World Wise Schools program and the Peace Corps Fellows/USA program.  The Coverdell World Wise Schools program is the Peace Corps’ ongoing global education effort that broadens the geographical and cultural horizons of U.S. students through specific classroom exchanges with currently serving and returned Volunteers.  The Peace Corps Fellows/USA program is a public-private partnership that brings together returned Peace Corps Volunteers, institutions of higher education, community organizations, foundations, and corporate supporters to use the experience and skills of returned Volunteers to help address some of the most pressing problems in communities across America.

 

PEACE CORPS FY 2004 Budget Request
by GPRA Goal
		FY 2002		FY 2003		FY 2004
		Current		Estimate		Request
		$000	FTE	$000	FTE	$000	FTE
Performance Goal #1		43,076	62	46,484	79	56,617	94
1A & 1B		890	7	2,789	17	3,370	21
1C & 1E		20,369	55	23,034	62	26,414	73
1D		21,817		20,661		26,833
Performance Goal #2		13,360	166	16,338	209	16,967	216
2A & 2C		12,903	161	15,685	202	16,299	209
2B		457	5	653	7	668	7
Performance Goal #3		158,658	467	182,519	548	218,540	590
3A		157,869	458	181,513	539	217,505	581
3C		789	9	1,006	9	1,035	9
Performance Goal #4		1,182	6	2,757	9	2,566	9
4A & 4B		1,182	6	2,757	9	2,566	9
Performance Goal #5		5,537	53	5,917	57	6,430	57
5A & 5C		4,763	48	4,782	52	5,255	52
5B		68	1	73	1	78	1
5D & 3B		270	4	287	4	304	4
5E		436		775		793
Performance Goal #6		1,485	17	1,679	18	1,727	18
6A		578	7	665	7	684	7
6B		328	3	399	4	409	4
6C		579	7	615	7	633	7
Performance Goal #7		31,614	161	33,185	196	36,619	192
7A		15,254	70	13,894	89	14,826	91
7B		5,886	24	6,638	29	8,883	29
7C		6,630	16	7,211	16	7,419	10
7D		1,728	25	2,038	30	2,079	30
7E		2,116	26	3,404	32	3,411	32
All Goals		254,912	932	288,878	1,116	339,465	1,176
Overhead		27,319	69	28,122	108	30,135	126
GRAND TOTAL		282,231	1,000	317,000	1,224	369,600	1,302

 

 

 
The health, safety and security of every Volunteer is the Peace Corps' highest priority.  The Peace Corps maintains a broad and systematic approach to increase Volunteers' capacity to keep themselves safe and healthy during their two-year service based on the following principles:  effective preparation and training, volunteer support, site development, monitoring and evaluation, and appropriate reporting and response to medical and safety issues.  The Peace Corps continually monitors the health, safety, and security environment in each host country and responds to critical events as necessary.  The Peace Corps manages its health and safety activities through the Office of Medical Services, Office of Special Services, and Office of Volunteer Safety and Overseas Security. 

 

Volunteer Safety and Security System:

The Peace Corps conducts an extensive assessment of security circumstances in every country before a program is established and regularly monitors and evaluates the safety and security environment in every country where Volunteers currently serve.  The Peace Corps does everything possible to ensure that Volunteers are assigned to areas in the host country where their safety needs can be reasonably met.  If a Volunteer's safety or well-being is placed at risk or compromised, the Peace Corps will immediately respond to resolve the situation or move the Volunteer to another location.  In addition to these procedures, the Peace Corps helps Volunteers to enhance their personal safety by emphasizing the importance of mature, appropriate behavior and sound judgment in the countries where they serve.
 

Because the Peace Corps works in some of the least developed countries and in some of the most remote areas in the world, safety, and security risks are an unavoidable part of life and of Volunteer service.  While the majority of Volunteers serve their two years without major incident, Peace Corps service does involve certain risks and disturbances, including road accidents, natural disasters, harassment, crime, and civil unrest.  The Peace Corps devotes significant resources to minimize safety risks to Volunteers and to ensure that they are given the training, support, and information they need for a safe experience.  In addition, the agency strives to integrate safety and security training with effective language, technical, and cross-cultural preparedness—recognizing that Volunteers’ daily safety is, for the most part, best assured when they are integrated into local communities, valued and protected as extended family members, and viewed as contributors to development.  The agency now has six Regional Safety and Security Officers to assess safety and security procedures in all three administrative regions and to provide additional training and resources to staff and Volunteers.  The agency will hire three more Regional Safety and Security Officers in FY 2003 and three more in FY 2004 to provide additional support and resources to Volunteers and overseas staff.

 

The fundamental tenets of Volunteer safety and security are: building relationships, sharing information, training, site development, incident reporting and response, and emergency communications and planning. 

 

Building Relationships — The Peace Corps strives to build and maintain the support of host country governments, authorities, and local communities for the Peace Corps' presence in-country and the work the Volunteers have been requested to perform.  The responsibility of Volunteers is to learn the local language, integrate into the host community, and build and maintain respectful relationships with sponsoring agency representatives, colleagues, and other community members who will become the basis of their support systems in country.

Sharing Information — From the moment an applicant is invited to serve in a particular country, specific information about potential challenges and safety risks is provided from a variety of sources.  Once Volunteers are in-country, Peace Corps staff will keep them informed of security issues and provide guidance for maintaining their safety and well-being as appropriate.  In addition, for the welfare of Volunteers, Peace Corps policy requires that Volunteers report their whereabouts when they travel away from their sites or change residences, and that they obtain Peace Corps authorization if they intend to leave their country of assignment for any reason.

Training — The Peace Corps provides integrated language, cross-cultural, and safety training throughout the Volunteer's tour of service to help Volunteers better understand their surroundings, how to cope with unwanted attention, and how to develop personal safety strategies.  Volunteers are also instructed in Peace Corps policies and procedures and the Volunteer's responsibility to abide by them.
 
Site Development — Peace Corps staff in-country are responsible for assessing and approving the communities where Volunteers will live and work to ensure that placements are appropriate and safe.  Site selection is based on established safety and security criteria that reflect consideration of site history; access to medical and other essential services; access to communication, transportation, and local markets; availability of adequate housing and living arrangements; and the potential for obtaining and maintaining the acceptance and consent of host country authorities and the population-at-large.  During their service, Volunteers are visited periodically at their sites by Peace Corps program managers and medical staff members to monitor issues related to Volunteers' site assignments.  If a Volunteer's safety or well-being is placed at risk or compromised, the Peace Corps staff will try to resolve the situation or move the Volunteer to another location.

Incident Reporting and Response — Peace Corps Volunteers are strongly encouraged and expected to report safety concerns or incidents to the appropriate Peace Corps staff member.  Staff members are prepared to provide appropriate medical, emotional, and administrative support as each case warrants.  The Peace Corps also maintains a collaborative relationship with the U.S. Embassy and host government officials in order to respond to Volunteers' safety and security concerns. Improvements in reporting have allowed the Peace Corps to identify safety risk factors (time of day, location, alcohol use, means of transportation, etc.) and develop strategies to help Volunteers address them.

Emergency Communications and Planning — The Peace Corps addresses larger security concerns through country-specific Emergency Action Plans (EAP) in place in each Peace Corps country.  These plans set forth the strategies developed by each Peace Corps office to prepare for, respond to, and recover from such crises as natural disasters or civil unrest.  The plans define roles and responsibilities for staff and Volunteers, explain standard policies and procedures, and include a comprehensive locator form for each Volunteer to ensure communication in case of emergency and for important notices.  The Peace Corps tests and revises each plan annually and provides emergency plan training to Volunteers.  The Peace Corps works very closely with the U.S. Embassy in crisis situations, immediately assesses potential threats to Volunteers, and responds appropriately to ensure the Volunteers' safety and well-being.  The Peace Corps will commit every resource at hand to safely move each Volunteer and staff member out of harm's way. 
 

Volunteer Health System:

The Peace Corps provides a comprehensive, quality health program to all Volunteers from assessment of the applicant through completion of Peace Corps service.  Each applicant’s health history and physical examination information is carefully screened to determine that an applicant is able to physically and mentally complete a two and a half year tour without disruption.  All requisite immunizations are provided before and during a Volunteer's service. In every country where Volunteers serve, the Peace Corps has a medical unit and health care providers to deliver treatment and support.  Peace Corps medical officers (PCMOs) provide ongoing training and guidance to Volunteers to help them stay healthy and to provide them with the basic prevention skills and the necessary equipment and supplies to do so.  The Peace Corps emphasizes preventive measures to ensure Volunteer health by instructing Volunteers in precautions with regard to water treatment, sanitation, nutrition, and personal health.  If a medical problem occurs that cannot be treated locally, the Peace Corps will transport a Volunteer to appropriate medical sites in designated countries or to the United States for treatment.  Upon close of service, Peace Corps administers post-service health care benefits for returned Volunteers.

 

The Peace Corps is committed to strengthening its overall system of Volunteer support which includes mental and emotional health and peer support to optimize the Volunteer’s adjustment and effectiveness overseas.  In FY 2002, the Office of Medical Services voluntarily chose to undergo an external evaluation of its Volunteer health system.  This was conducted by an outside consulting firm with experience in health care.  Recommendations from the evaluation will be used to make adjustments to the existing health system during FY 2003.

 

 

PERFORMANCE GOAL 1A:

 

The Peace Corps will ensure, to the fullest extent possible, that Volunteers live and work in a safe and secure environment and receive cross-cultural and personal safety training to enhance their awareness and skills in dealing with safety and security issues.  The Peace Corps will work closely with the Department of State’s Regional Security Officers at U.S. embassies and with other security experts to assess and select Volunteer sites.  The Peace Corps also will ensure that its offices overseas are located in areas that optimize safety and are equipped with appropriate guard services, warning systems, and other protection to enhance the safety of Volunteers and staff.

 

Means and Strategies:                The Peace Corps will:

·     select Volunteer sites in communities that are stable and secure;

·     review communication systems to enhance Volunteer safety;

·     review emergency action plans at each overseas post and test them on an annual basis in anticipation of threats to Volunteer safety or security;

·     conduct safety and security workshops for overseas staff and Volunteers;

·     conduct country assessments on safety and security concerns utilizing Regional Safety and Security Officers in the field;

·         install digital mapping systems to improve emergency communications;

·         monitor post compliance with Peace Corps Manual Section 270 related to Volunteer/Trainee Safety and Security.

 

Verification and Validation:        The Peace Corps will track its progress by making use of bi-weekly reports from the Regional Safety and Security Officers regarding Volunteer safety training and physical security provisions, as well as debriefings on post evaluations conducted by the Office of the Inspector General.  In addition, the agency will monitor results from the annual Volunteer survey regarding safety and security issues.

 

                                                   Peace Corps will hire Country Desk Officers for Security to compile documentation which demonstrates posts’ adherence to Peace Corps safety and security policies.  They will work with the agency Compliance Officer to ensure that  posts receive the necessary resources to meet compliance goals.

 

1A:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percent of Volunteer pre-service training programs including safety training	100 %	100%	100%	100%	100%	100%
ii.      Number of safety and security workshops conducted	3	5	6	0	12	0
iii.     Number of posts undergoing safety and security assessments	1	8	20	20	20	20
iv.    Number of posts receiving Emergency Action Plan training	N/A	N/A	12	20	20	60
v.     Percent of posts testing Emergency Action Plans	100 %	100 %	100 %	100 %	100 %	100%
vi.    Number of posts reviewed for communication capabilities	N/A	N/A	12	9	12	12
vii.    Number of posts with digital mapping systems to improve ability to respond to safety and security situations	N/A	N/A	N/A	1	6	10
viii. Percent of Volunteer respondents reporting the safety and security portion of their pre-service training as “adequate”, “effective” or “very effective” as measured by the biannual Volunteer survey	N/A	94%	N/A	95%	N/A	95%
ix.    Percent of Volunteer respondents reporting they were “somewhat”, “considerably” or “completely” satisfied with support provided by Peace Corps staff for safety and security, as measured by the biannual Volunteer survey	N/A	84%	N/A	87%	N/A	90%
x.     Percent of Volunteer respondents reporting adequate housing within 3 months of arrival at their site, as measured by the biannual Volunteer survey	N/A	92%	N/A	100%	N/A	100%
Resources Needed:      Resources needed to accomplish Goal 1A are $2,789 thousand and 17 FTE in FY 2003 and $3,370 thousand and 21 FTE in FY 2004.  Additional resources to accomplish Goal 1A are included in Goal 3A.

 

 

PERFORMANCE GOAL 1B:

 

The Peace Corps will continue to monitor, analyze and address ongoing concerns and emerging trends related to Volunteer safety and security issues through the agency’s Volunteer Safety Council in collaboration with overseas staff.  Specific efforts will be undertaken to ensure timely and quality reporting of, and response to, issues and events impacting Volunteer safety and security.

 

Means and Strategies:                The Peace Corps will:

·     monitor local situations on a regular basis and address potential threats immediately, in collaboration with U.S. Embassy Regional Security Officers;

·     prepare and distribute resources to address overseas safety and security issues;

·     strengthen security incident reporting and response capabilities at overseas posts.

 

Verification and Validation:        The Peace Corps will use the annual Administrative Management Control Survey to ensure that each post maintains an up-to-date copy of the Emergency Action Plan, the Evacuation Support Guide, and the Crisis Management Handbook.  The Office of Volunteer Safety and Overseas Security will implement and institute a Country Desk Unit control sheet to monitor regular testing and revisions of each post’s Emergency Action Plan.  In addition, Regional Directors will brief senior management about security issues that impact Volunteers and staff and will provide written updates to the Director when appropriate.

 

1B:  Performance Indicators
i.          Institutionalization of safety and security measures
FY 1999	Established Office of Volunteer Safety and Overseas Security within Office of Volunteer Support; hired Safety and Security Specialist
FY 2000	Developed policy on the Volunteer Safety and Support System; hired three Regional Safety and Security Officers
FY 2001	Assisted in GAO Review of Safety and Security System; provided safety orientation to all recruitment staff; conducted EAP training for all country desk unit staff
FY 2002	Assessed organizational oversight for all agency safety and security functions; conducted internal assessments to improve compliance and verification; hired three additional Regional Safety and Security Officers; initiated an extra day of staging devoted to Volunteer safety and security
FY 2003	Hire an Associate Director for Safety and Security for newly established separate office, a data analyst and three additional  Regional Safety and Security Officers; require world-wide compliance with MS 270
FY 2004	Develop a monitoring and assessment tool for measuring progress toward enhancing Volunteer safety and security
ii.         Development, publication and dissemination of policies, safety and security resource guides and training materials
FY 1999		Developed policy on the Volunteer Safety and Support System; revised Evacuation Support Guide and wrote Rape Response Handbook
FY 2000		Instituted policy on the Volunteer Safety and Support System and on bicycle helmets; distributed Evacuation Support Guide, and Rape Response Handbook;  Developed personal safety training module
FY 2001		Developed policy on bicycle helmets; distributed Personal Safety Awareness Videotape, Getting Away; established Safety and Security section on agency Intranet
FY 2002		Revised and distributed Crisis Management Handbook; maintained and updated Safety and Security Intranet site; implemented safety training competencies for pre-service training
FY 2003		Develop support resources to augment the Volunteer safety support system
FY 2004		Develop support resources and refine existing resources to augment the Volunteer safety support system
iii.   Research, field support, and reporting of safety and security incidents
FY 1999		Performed crisis interventions at seven overseas posts
FY 2000		Conducted 15 Safety and Security Trainings overseas and in headquarters
FY 2001		Supported analysis of ten-year incident report data and developed recommendations
FY 2002		Supported safety and security assessments for proposed new country entries and potential re-entries
FY 2003		Support safety and security assessments for proposed new country entries and potential re-entries
FY 2004		Support safety and security assessments for new country entries and re-entries; conduct biannual security assessments in each post
iv.    Among Volunteers who have been sexually assaulted, the percent reporting that they informed the Peace Corps of the incident, as measured by the biannual Volunteer survey
FY 1999		N/A
FY 2000		32%
FY 2001		N/A
FY 2002		66%
FY 2003		N/A
FY 2004		66%
Resources Needed:      Resources needed to accomplish Goal 1B are included in the resources needed for Goal 1A.  No additional costs or FTE are needed.

 

 

PERFORMANCE GOAL 1C:

 

The Peace Corps will provide comprehensive, cost-effective preventive health and treatment services for Trainees and Volunteers through the services of dedicated and qualified overseas Peace Corps medical officers and headquarters staff.  Post medical officers meet agency requirements and standards as determined by the Office of Medical Services in conjunction with the Peace Corps’ Regional Directors.  They receive initial orientation and annual continuing medical education to keep abreast of current medical practices in relevant fields.

 

Means and Strategies:                The Peace Corps will conduct the proper selection, training and support of Peace Corps’s medical officers.

 

Verification and Validation:        The Office of Medical Services will collect, analyze and track statistics on these specific indicators.

 

1C:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percent of medical officers working half time or greater that are offered annual continuing medical education training provided by the Office of Medical Services	100%	100%	100%	100%	100%	100%
ii.    Number of US Personal Services Contract (USPSC) medical officers retained for more than two years (CHANGED TO % IN FY 2003)	17	20	22 (65%)	22 (66%)	24 (70%)	26 (70%)
iii.     Percent of newly-hired full-time medical officers attending and completing a medical overseas staff training program on agency processes, procedures and standards of care	100%	100%	100%	100%	100%	100%
iv.    Percent of newly-hired medical officers receiving in-country orientation and training through mentoring from an experienced medical officer	100%	100%	100%	100%	100%	100%
v.     Percent of USPSC medical officers credentialed and having the professional training and skills necessary to function effectively as a medical officer (DELETE IN FY 2003 VERSION)	100%	100%	100%	100%	100%	--
vi.   (NEW—Replaces v.) Percent of newly hired USPSC medical officers receiving headquarters-based orientation	NA	NA	NA	NA	100%	100%
Resources Needed:      Resources needed to accomplish Goal 1C are $23,034 thousand and 62 FTE in FY 2003 and $26,414 thousand and 73 FTE in FY 2004.

 

 

PERFORMANCE GOAL 1D:

 

Peace Corps will assure the delivery of responsive, quality, cost-effective medical services to Volunteers and Trainees overseas and in the United States.  This includes a continuum of services from assessment of applicants for Volunteer service, comprehensive clinical care and health support for Volunteers and Trainees in service, and coordination of health benefits for returned Volunteers.

 

Means and Strategies:                The Peace Corps will:

·          medically screen and, if necessary, identify accommodations that are needed for Volunteer service;

·          provide Volunteers training in prevention and health promotion;

·          provide appropriate levels of medical care for Volunteers and Trainees both overseas and in the United States through qualified providers;

·          provide medical evacuation services to Trainees and Volunteers who cannot be appropriately treated in country; 

·          administer post-service health care benefits to returned Volunteers

 

Verification and Validation:        The Office of Medical Services will track information on the status of applicants, the number of medevacs, the costs for medical services and the status of post-service health benefits.

 

1D:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.     Average length of stay for a medevaced Volunteer	28 days	28 days	32 days	26 days	26 days	26 days
ii.   (NEW) Percent of medevaced Volunteers who have a final medical disposition in less than 45 days	NA	NA	NA	NA	100%	100%
iii.   Percent of applicants who require accommodation receiving joint medical and programmatic placement consideration (MOVED FROM GOAL 1E)	100%	100%	100%	100%	100%	100%
iv.    Percent of Volunteers offered a close of service health evaluation (MOVED FROM GOAL 1E)	99%	99%	99%	100%	100%	100%
v.     Percent of new Federal Employee Compensation Act claims processed and sent to the Department of Labor within 15 business days of receipt (CHANGE TO 10 DAYS IN FY 2003 VERSION) (MOVED FROM GOAL 1E)	51%	25%	55%	87%	90% (70%)	(70%)
vi.   (NEW) Percent of Returned Volunteers who extend Peace Corps provided health insurance beyond the first 31 days	NA	NA	NA	70%	75%	80%
Resources Needed:      Resources needed to accomplish Goal 1D are $20,661 thousand and no additional FTE in FY 2003 and $26,833 thousand and no additional FTE in FY 2004.

 

 

PERFORMANCE GOAL 1E:

 

The Peace Corps will continually seek to strengthen and improve its Volunteer health care delivery system in response to changing medical and environmental situations.  It will accomplish this by spotting trends, identifying changing health situations, developing appropriate responses and monitoring the impact of strategies designed to improve the system.  The health information management system that provides critical information regarding the health of applicants, Trainees, Volunteers and returned Volunteers will continue to be refined to assist in the timely identification of areas in need of improvement.  Information from this system and from other sources will be used to monitor Volunteer satisfaction with the health program, the overall health of Volunteers, the incidence of service-related conditions at close of service, and cases of preventable health conditions among currently serving Volunteers in order to institute system improvements.  In FY 2003, recommendations from the FY 2002 external evaluation once received will be incorporated into operations of the Volunteer health care system.

 

Means and Strategies:                The Peace Corps will:

·     identify, in a timely manner, areas within the health care system that are in need of improvement;

·         monitor the impact of strategies designed to improve its health care system;

·         implement changes based on information from the FY 2002 external evaluation of its operations by an independent health care consulting firm once it has been completed.

 

Verification and Validation:        The Office of Medical Services will collect, analyze, and monitor statistics on specific health indicators to gauge the health of its Volunteers and monitor the impacts of improvement strategies.

 

1E:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percent of medical applications submitted electronically via the Internet (DELETE IN FY 2003)	N/A	10 % (process initiated Q3)	47%	60%	65%	_
ii     Percent of applicants receiving individual assessment for their physical and mental capacity to perform the essential functions of a Peace Corps Volunteer without unreasonable disruption of service or risk to the applicant’s health (DELETE IN FY 2003)	100%	100%	100%	100%	100%	_
iii.     The integrated health information system will provide the Office of Medical Services with condition-specific data reflecting the Peace Corps experience, including: (DELETE IN FY 2003)
iv.    Percent of Volunteer respondents reporting they are completely satisfied with their medical care as measured by the biannual Volunteer survey	N/A	89%	N/A	95%	N/A	95%
v.    (NEW) Percent of Volunteers medevaced to Washington, DC reporting they are satisfied with their medevac care as measured by the Medevac Survey	NA	NA	NA	NA	100%	100%
vi.    Percent of Volunteer respondents reporting health training as effective or very effective as measured by the biannual Volunteer survey	70%	70%	N/A	80%	N/A	85%
vii.    Incidence of vaccine-preventable diseases (Hepatitis A& B)  Measure is in cases per 100 Volunteer/Trainee years	0	0	0	0.01 Target: <0.05	Target: <0.05	Target <0.05
viii.   Incidence of Falciparum Malaria in Africa Region.  Measure is in cases per 100 Volunteer/Trainee years	3.3	3.6	6.0	4.6 Target: <4.6	Target: <6.0	Target <6.0
ix.    Incidence of Falciparum Malaria globally.  Measure is in cases per 100 Volunteer/Trainee years (DELETE IN FY 2003)	1.3	1.4	1.4	1.7 Target: <2.0	Target: <2.0	_
Resources Needed:      Resources to accomplish Performance Goal 1E are included in the resources needed for Goal 1C.  No additional costs or FTE are needed.

 

 

The Peace Corps maintains a Volunteer Delivery System to recruit, assess, and select Americans for Peace Corps service based on requests from Peace Corps’ host countries.  The cyclical nature of Peace Corps programs requires concurrent identification of both assignments and the right individuals to fill them on an ongoing basis.  The Peace Corps continually strives to recruit and place the most qualified and diverse group of Volunteers in the most effective and efficient manner possible.  Increasingly, the agency is looking to e-government strategies to strengthen customer service to applicants and ensure a citizen-centered approach to providing services and information about the Peace Corps to the general public. 

The Peace Corps maintains 11 regional recruitment offices across the country to identify and encourage qualified Americans to apply to the Peace Corps.  Activities include recruitment events at college campuses, community-based awareness campaigns, and targeted marketing to individual groups, especially those with scarce skills. Recruiters conduct in-depth interviews and check references to assess applicants for motivation, emotional maturity, cultural adaptability, and technical skills.  Qualified applicants undergo legal and medical clearance to ensure eligibility for Peace Corps service, which includes the reasonable accommodation of applicants when necessary.  Peace Corps staff at headquarters matches the top candidates to countries and to specific assignments, according to skills, experience, and interests.  The Peace Corps views the application phase as an important step in preparing and educating prospective Volunteers for the realities of Peace Corps service.  To this end, the Peace Corps provides extensive print, electronic, and in-person information to applicants about Peace Corps training, assignments, health and safety, volunteer life and conduct, cross-cultural awareness, language preparation, and pre-departure and travel logistics.

The Peace Corps also maintains an Office of Minority and National Initiatives to develop strategies for recruiting and retaining a diverse corps of Volunteers and to address shortages of skilled people to serve as Peace Corps Volunteers. 

 

 

PERFORMANCE GOAL 2A:

 

The Peace Corps plans to recruit, place, train and support as many Volunteers as possible within existing resources to meet the FY 2007 goal of 14,000 with the following trainee goals for the period covered by this plan:

 

§               FY 2002:           4,007

§               FY 2003:           5,035

§               FY 2004:           5,765

 

Means and Strategies:                The Peace Corps will:

·     refine recruitment business processes to make it easier for potential applicants to enter Peace Corps service;

·     coordinate the increased use of returned Peace Corps Volunteers in awareness, recruitment, and retention activities;

·     conduct annual public service announcement campaigns for radio, print, and television distribution;

·     conduct strategic recruitment and media campaigns designed to cast a wide net for prospective Volunteer candidates at communities and campuses throughout the United States.

 

Verification and Validation:        Trainee input is tracked bi-monthly by the Program Advisory Group which reports to the Chief of Staff and draws its membership from each of the three overseas Regions, the Office of Volunteer Recruitment and Selection, the Office of Medical Services, and various additional support offices.

 

2A:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of Americans entering training to become Peace Corps Volunteers	3,835	3,919	3,191	4,007	5,035	5,765
ii.      Dollar value of Public Service Announcements for radio, television, and print publication	$6.0M	$4.0M	$4.0M	$7.0M	$8.5M	$12.0M
Resources Needed:      Resources to accomplish Goal 2A are $15,685 thousand and 202 FTE in FY 2003 and $16,299 thousand and 209 FTE in FY 2004.

 

 

PERFORMANCE GOAL 2B:

 

To ensure that the Volunteer force reflects the diversity of the American people, the Peace Corps will work to increase the number of minorities serving as Peace Corps Volunteers by pursuing outreach and recruitment strategies specifically aimed to attract and augment minority and senior candidates for Volunteer service.  In addition, the Peace Corps will strive to increase the visibility of diversity issues throughout the agency and will increase the use of information technology to enhance minority recruitment strategies.  

 

Means and Strategies:                The Peace Corps will:

·     augment the use of targeted recruitment and communication strategies that includes multi-media campaigns to attract recruits requested by overseas posts, particularly minorities and those with scarce skills;

·     pursue marketing and recruiting initiatives that target colleges and universities with high minority populations, off-campus markets nationwide, and organizations serving the senior population;

·     increase the use of information technology to strengthen web-based outreach to minority groups and improve quality of contact information for minority recruitment;

·     implement recruitment techniques and materials that are specifically designed to attract greater numbers of minorities, including materials in Spanish as well as English.

 

Verification and Validation:        The percentage of minority trainees has continued to rise over the FY1999 level and is reflected in quarterly Minority Recruitment reports of the Office of Volunteer Recruitment and Selection.

 

2B:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percentage of minority trainees	14.4%	15.2%	15.1%	14.9%	16%	17%
ii.      Percentage of minority Volunteers participating in the Peace Corps’ Masters International Program.	N/A	N/A	18.7%	15.5%	17%	18%
iii.     Recruitment and support efforts focusing on applicants over age 50	N/A	N/A	Assessed recruitment strategies and program support efforts for senior applicants and Volunteers and revised as needed	Expand recruitment and support for senior applicants and Volunteers	Expand recruitment and support for senior applicants and Volunteers	Expand recruitment and support for senior applicants and Volunteers
iv.    Percentage of Volunteers over age 50	7%	7%	7%	7%	8%	9%
Resources Needed:   Resources to accomplish Goal 2B are $653 thousand and 7 FTE in FY 2003 and $668 thousand and 7 FTE in FY 2004.

 

 

PERFORMANCE GOAL 2C:

 

Consistent with current government-wide management reforms and client expectations, the Peace Corps will increase the use of information technology and e-government services to strengthen the quality, efficiency, and timeliness of recruiting, assessing, and selecting prospective Volunteers.  The Peace Corps Volunteer Delivery System will be a target of business process re-engineering to deliver services and information in a citizen-centric manner that promotes transparent customer service, security, and privacy.  This commitment includes a fully citizen-centered web presence, including:  web-based outreach to attract new applicants; extensive electronic information for prospective Volunteers and their families and friends; an on-line application, medical history form, and reference submission; and an on-line tracking system to provide applicants the ability to check their status at each step of the application process.

 

Means and Strategies:                The Peace Corps will:

·     institutionalize and enhance web-based application procedures for prospective recruits;

·     pilot by each regional recruitment office a variety of innovative Internet outreach, visibility, recruitment and applicant retention activities, including those oriented toward minority audiences.

·     continue to modify the Peace Corps’ external website to provide a more citizen-centered experience, including expanded country and assignment information;

·     institutionalize and enhance web-based medical screening procedures for prospective recruits;

·     institutionalize customer service improvements and simplify process for nominating applicants to Peace Corps programs;

·     strengthen outreach for hard-to-fill countries, including those in Central Asia;

·     use the website as a tool in training, educating and preparing Volunteers for service.

 

Verification and Validation:        The EMBARK on-line application manager system manages and tracks on-line applications from the initiation of the process to submission of the application.

 

2C:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percent of applicants who complete their Volunteer applications over the Internet	N/A	28.4% (process initiated Q3)	35%	47%	58%	70%
ii.      Percent of applicants who complete their Health Status Review for medical screening over the Internet	N/A	10% (process initiated Q3)	47%	60%	70%	80%
iii.     Average number of months between application and departure for overseas assignment (in months)	9.9	9.9	9.6	10.5	9.5	8.0
iv.    Retention rate of applicants (percentage of applicants converted to trainees)	40%	35%	36%	44%	46%	48%
Resources Needed:      Resources to accomplish Performance Goal 2C are included in the resources needed for Goal 2A.  No additional costs or FTE are needed.

 

Since 1961, the Peace Corps has responded to requests for assistance from 135 countries around the world.  Today, as it operates in 77 countries with 7,000 Volunteers, it remains a constant challenge to determine the number of programs to maintain and the allocation of Volunteers in each country within the context of its annual budget cycle and changing circumstances around the world.  This section on General Goal 3 provides a general overview of the agency’s programs in its three administrative regions of the world and describes how resources are allocated among countries to reflect the agency’s commitment to a broad, global presence. 

 

A.        Determining priorities for allocation of Volunteers

 

The Peace Corps’ statutory mission, “to promote world peace and friendship,” is, by definition, global in breadth. The agency seeks to fulfill this mission by maintaining a broad international presence and by providing as many opportunities as possible for Americans to help respond to chronic and emerging needs for assistance. 

 

Since its inception, the Peace Corps’ policy has been to attempt to respond favorably to all reasonable requests for assistance from interested countries, provided that basic safety and programmatic conditions are met.  Because each country program entails fixed costs (to maintain an office for Volunteers’ medical, logistical, and technical support), a choice must always be made between the number of Volunteers and the number of posts that can be supported at any time.

 

In determining the relative priorities and corresponding funding decisions, the agency evaluates several factors. As noted above, the aggregate number of Volunteers and the number of programs are in dynamic tension. In addition, the dual aspects of the Peace Corps’ mission—development assistance and the promotion of mutual understanding—must both be considered. New opportunities and requests, and changed international circumstances, must be evaluated together with valued long-standing commitments and partnerships.

 

The Peace Corps recognizes that, despite the complexity involved, decisions as to the size of the volunteer corps and global presence must be made within the confines of the agency’s resources and be subject to continuing review and evaluation. Resource allocations are developed on a regional basis, based on program managers’ thorough knowledge of conditions in those countries. The agency’s annual budget process—the Integrated Planning and Budget System (IPBS)—and its annual reviews of Volunteer projects have provided the basis for an ongoing, rigorous review effort.

 

A threshold consideration for the Peace Corps' presence in any country, or area of a country, is whether an acceptable safety and security environment exists for Volunteers and staff. The following general criteria are integral to the agency’s planning, help guide the allocation of Volunteers and financial resources, and identify candidates for new country programs or closure.  These criteria are examined at the time the Peace Corps is invited to a particular country and on an on-going basis:

 

   I.    Indicators of development status;

  II.    Assessment and viability of Volunteer projects;

 III.   Cost effectiveness of programs and post management;

 IV.   Indicators of host country support for the program; and

  V.   Existence of particular needs (development or cross-cultural) that Peace Corps is well-suited to address.

 

Within each of these general categories, additional specific issues are reviewed.  Country status indicators, for example, include the United Nations Development Program’s Human Development Index ranking and other appropriate economic indicators or other measurements of income disparities within countries. The Peace Corps may also consider the extent of development of a country’s private and non-governmental organization sectors in its decision-making process. Factors relating to post management include average costs per Volunteer, post size, and staff/Volunteer ratio. Indicators of host country support include the level of cooperation and extent of contributions from the host government.

 

While these factors are broadly applicable and useful in determining priorities, they do not provide a strict formula that is universally applicable. Rather, they provide a basis for comparing the strengths and weaknesses of programs, and highlight issues that should be considered before a program is opened or closed. The overriding objective of agency decision making in this regard is to balance geographic presence and programmatic efforts in the most sensible manner, given existing international circumstances and available resources.

 

The general criteria outlined above underlie decisions to increase new projects and Volunteer positions in under-served areas, while graduating from those countries that have achieved a higher level of development. For example, the criteria have shaped decisions to re-enter Botswana and Swaziland, to conduct feasibility studies for additional new country entries, and to expand activities in emerging and critical program areas such as HIV/AIDS education and information technology.  These principles have also helped determine the FY 2002 closure of programs in Poland, the Slovak Republic, Estonia, Latvia, and Lithuania, where Volunteers have left a lasting legacy of service, community development, and cross-cultural exchange.  In addition, the Peace Corps’ ability to maintain a broad, global presence has been greatly affected by safety and security considerations, which prompted the evacuation of Volunteers during FY 2002 from Madagascar. 

 

B.                 Africa Region

 

The Peace Corps has a long history of commitment to the development of communities across sub-Saharan Africa.  Volunteers who represent the diversity of America work on a broad range of projects that have made significant contributions to the lives of ordinary Africans.  They assist their local colleagues in under-served communities on farms, in schools, villages, neighborhood centers, and health clinics.  They transfer skills for development and for strengthening community participation at every stage of a project, from planning to completion and evaluation.  Volunteers work at the grass-roots level to promote food security, healthy behavior, educational opportunities, economic development, and environmental protection to help mitigate the affects of disease, conflict, and natural disasters which continue to afflict the continent.  All Volunteers have been trained to address the devastating impact of HIV/AIDS in their communities, and more and more Volunteers are helping communities benefit from information technology.  Through these activities, Volunteers have build a lasting spirit of friendship, understanding, and mutual respect between Americans and the people of Africa.

 

The Peace Corps has increased opportunities for more Volunteers to serve in Africa by opening  programs in Botswana and Swaziland.  Many Peace Corps countries in Africa have been challenged by transportation, health, safety, and security issues in the past year. With civil strife in or at the borders of several Peace Corps countries and the increasing urbanization across Africa, the agency has taken added precautions to protect Americans, both staff and Volunteers. The Peace Corps continues to reinforce its safety and security planning and to provide extensive training and preparation to Volunteers, which will allow them to be well integrated into their local communities and valued and protected as extended family members and contributors to development.

 

The Peace Corps has, and will continue to, intensify its role to fight HIV/AIDS in Africa, where two-thirds of all cases of HIV/AIDS have occurred and where 9 million children have been orphaned by the disease.  The Peace Corps will continue to train all existing and new Volunteers serving in Africa as educators and advocates of HIV/AIDS prevention, education, and care.  Regardless of their primary project, all Volunteers will be equipped to play a role in addressing the multiple health, social, and economic challenges related to the HIV/AIDS epidemic.  In several African countries, including South Africa, the Peace Corps has initiated projects to strengthen local organizations and institutions that work directly with victims of the virus and those left at-risk by the loss of family caretakers.  The new offices in Botswana and Swaziland have been programmed to solely support HIV/AIDS prevention and education activities.  The Peace Corps' Crisis Corps provides an additional opportunity to rapidly respond to humanitarian crises in Africa such as HIV/AIDS.

 

Volunteers working in health, water sanitation, and agriculture projects address other public health challenges in Africa, including malaria, diarrhea, and food security.  Volunteers help villages and small towns form health committees to expand medical services offered by the few trained health care professionals.  Volunteers work with men and women farmers to help them maintain a balance between their family food needs and protection of the land.  In Gabon, Niger, and Togo, Volunteers train local community groups in strategies to improve nutrition and maternal and child health. 

 

Peace Corps Volunteers also work with their African colleagues to meet emerging needs, especially in the areas of information technology, youth development, and business. The Peace Corps has taken advantage of the technology revolution by promoting the use of appropriate technology to improve the skills and opportunities for entrepreneurs, students, local organizations, and government ministries.  In Benin, Ghana, Tanzania, and The Gambia, Volunteers offer students and entrepreneurs rare access to computer training.  This training is particularly important for Africa’s youth, which comprise half of the region’s 400 million population.  Volunteers work with youth of all backgrounds to provide job training and access to information technology to increase their technical skills and potential to participate in the global economy.  In Cameroon, Ghana, Kenya, Mali, and Senegal, Volunteers build networks and work with non-governmental organizations to provide opportunities for business men and women in local industries and enterprises. 

 

In many countries in Africa, Volunteers work in schools, libraries, and resource centers to improve access to educational resources, teaching methodologies and curricula, and teacher training.  Across the continent, Volunteers have introduced environmental education into school curricula while teaching English, math, and science.  In Guinea, Senegal, Madagascar, and Tanzania, Volunteers are encouraging school children to share their knowledge about the environment and natural resources with their parents who are natural resource managers and users. 

 

 

 

 

C.        Europe, the Mediterranean, and Asia Region

 

The Europe, Mediterranean, and Asia region is the Peace Corps’ most geographically diverse, ranging from Morocco to Mongolia and Central Europe to the Philippines.  In many countries Peace Corps Volunteers work with governments, local organizations, and entrepreneurs to assist in the transition from centrally planned economies to market-driven systems.  In other parts of the region, Volunteers work to strengthen the capacity of local communities to address changing and complex needs in education, health, business, agriculture, and the environment.  Throughout the region—and particularly in nations that were long isolated from western democracies—Volunteers share important technical expertise, promote civic responsibility, and make significant contributions to creating a better understanding of Americans.

 

The Peace Corps continues to emphasize sound safety and security for all Volunteers in the region.  The agency recognizes that Volunteers’ daily safety is, for the most part, best assured when they are integrated into local communities, valued and protected as extended family members, and viewed as contributors to development.  With guidance from local leaders and counterparts, Volunteers work within the cultural context of the region, taking care to respect the values and beliefs of their communities.

 

Despite considerable progress in adjusting to a new economic system, many countries in the region remain hampered by a lack of local institutions and business skills required in a free market economy.  In addition, investment is discouraged by unstable monetary systems, industries that rely on outdated technology, and inconsistent legal and business practices.  Faced with pressing economic needs, governments are unable to provide adequate financial support to other important sectors, such as English education, environmental protection, and health education.  To help address these varied needs, Volunteers work to provide practical business skills including information technology, revitalize English language teaching, create environmental awareness, and improve health systems.

 

In the business sector, Volunteers disseminate information about new economic laws to micro-entrepreneurs and local businesses, and introduce youth to business basics by organizing Junior Achievement programs.  Volunteers have strengthened the management of local chambers of commerce and non-profit and non-governmental organizations, which are becoming essential as central governments devolve responsibility to the local level.  In many countries in the region, Volunteers teach business education in schools and universities, introducing future businessmen to basic business concepts and free market practices.

 

Volunteers provide training in the use of technology to access resources available on the Internet and to strengthen the infrastructure of local institutions.  As one successful example, Volunteers in Armenia have established business development centers that provide a nation-wide communication network to promote economic opportunities.  In Jordan, Volunteers help expand income-generating opportunities for rural women by teaching basic business and leadership skills such as planning, record keeping, and marketing.  Volunteers have also introduced business and community leaders to U.S. and international funding organizations and have supported educational exchange programs.

 

Many countries identify English language proficiency as an important aspect for full participation in the global economy, but suffer a critical shortage of qualified English teachers and teaching materials.  Peace Corps Volunteers respond to these needs by serving as English teachers, developing the professional skills of local teachers, implementing curriculum reforms, and expanding access to improved teaching resources and materials.  In addition, they have established libraries and resource centers for students and teachers, helped create English language radio and television programs, and organized summer English camps.  Across the region, Volunteers integrate community development issues into course content, such as girls’ access to education, environmental awareness, and prevention of HIV/AIDS.

 

Throughout the region, Volunteers work with schools and local organizations to create awareness about the quality of the environment and its relationship to public health.  To ensure greater sustainability of their efforts, Volunteers help environmental groups gain access to technical information and to long-term funding opportunities.  Volunteers also work with community groups and students in protecting national and community parks and organizing environmental restoration projects.  In Jordan and Morocco, two key nations of the Arab world, Volunteers work to educate communities about the depletion of valuable, non-renewable resources.  Another successful effort is in Nepal, where Volunteers assist farmers in soil conservation and help villagers improve water and sanitation infrastructure.

 

FY 2003 activities scheduled for the region that support current programs are:

·         Working with governments, local organizations, and entrepreneurs to assist in the transition from centrally planned economies to market-driven systems.

·         Strengthening the capacity of local communities to address changing and complex needs in education, health, business, agriculture, and the environment. 

·         Disseminating information about new economic laws to micro-entrepreneurs and local businesses.

·         Introducing youth to business basics by organizing Junior Achievement programs. 

·         Strengthening the management of local chambers of commerce and non-profit and non-governmental organizations.

·         Teaching business education in schools and universities.

·         Providing training in the use of technology to access resources available on the Internet and to strengthen the infrastructure of local institutions. 

·         Establishing business development centers that provide a nation-wide communication network to promote economic opportunities. 

·         Expanding income-generating opportunities for rural women by teaching basic business and leadership skills such as planning, record keeping, and marketing. 

·         Introducing business and community leaders to U.S. and international funding organizations and supporting educational exchange programs.

·         Serving as English teachers, developing the professional skills of local teachers, implementing curriculum reforms, and expanding access to improved teaching resources and materials. 

·         Establishing libraries and resource centers for students and teachers, creating English language radio and television programs, and organizing summer English camps. 

·         Integrating community development issues into course content, such as girls’ access to education, environmental awareness, and prevention of HIV/AIDS.

·         Working with schools and local organizations to create awareness about the quality of the environment and its relationship to public health. 

·         Helping environmental groups gain access to technical information and to long-term funding opportunities. 

·         Working with community groups and students in protecting national and community parks and organizing environmental restoration projects. 

·         Educating communities about the depletion of valuable, non-renewable resources. 

·         Emphasizing sound safety and security for all Volunteers in the region. 

 

In addition to the above program areas, during FY03, EMA will create a strategy to substantially increase the number of youth development and WID/GAD programs within the region.  This expansion will include both a separate youth development program area as well as a strategy to integrate youth and women within other program areas in the region.

 

Program activities planned for FY 2004 will focus on four areas:

·         Increasing the number of current program areas within the region. Existing program areas meet documented needs within the region. Program areas have not fully penetrated all areas within the countries and, thus, there is room for greater expansion of these programs in both cities and rural areas in the region.  

·         Increasing WID/GAD. The region has made substantial inroads in the areas of WID/GAD.  The region will continue to incorporate this perspective in all its program areas.

·         Incorporating HIV/AIDS awareness and prevention education across sectors.

·         Increasing the number of youth development programs in the region as well as implementing a youth involvement component within other program areas in the region.  The youth development focus will include areas of leadership development, youth employment, youth entrepreneurship, youth empowerment, healthy lifestyles, and citizenship (ex. civic participation, volunteerism, and other forms of community service). Specific volunteer activities will range from formal in-school educational activities to community-based non-formal outreach.

 

D.        Inter-America and the Pacific Region

 

Since the Peace Corps began sending Volunteers to the Pacific, Latin America and the Caribbean 41 years ago, significant change has occurred in the social, political, and economic landscapes of the countries of this region.  While most of these countries have made impressive strides toward free market economies and citizen participation in the governance process, chronic economic problems, setbacks from natural disasters, and the instability of still-weak public institutions continue to challenge sustainable development in the region.  To respond to host country needs, Volunteers build schools and train teachers, improve agricultural methods, train health care workers, promote profitable small business ventures, and protect the environment.  The unique role Peace Corps plays at the grassroots level has been and continues to be an important contribution toward the social and economic well-being of the countries in the Inter-America and Pacific Region. 

 

Safety and security issues continue to be a transcending priority for the region and the agency.  The region has greatly expanded volunteer training, provided physical and equipment upgrades to all offices, and upgraded communications and transportation equipment in support of Volunteers.  The region continues to monitor political and economic events that impact the safety of Volunteers and staff and has relocated Volunteers within a number of countries in response to security situations.

 

The Inter-America and Pacific Region has expanded its assistance to countries affected by the HIV/AIDS epidemic.  This is particularly true in the Caribbean, which has experienced an alarming growth in HIV/AIDS infections, mostly among the region’s youth population.  Several Peace Corps posts provide training to all their Volunteers in HIV/AIDS education and prevention, regardless of sector, and many have established national HIV/AIDS initiatives.  Volunteers work to train peer educators, establish local HIV/AIDS task forces, assist their local colleagues in reducing the cultural stigma associated with HIV/AIDS, and provide direct support for persons living with HIV or AIDS.  Volunteers help to produce written materials, sponsor drama groups, and conduct media campaigns.  As infection rates rise, Volunteers increasingly help communities to develop strategies for caring for AIDS orphans and vulnerable children.  In the Pacific, small island nations are increasingly vulnerable to the devastating impact of HIV/AIDS.  A growing number of countries in the region have requested Volunteers to provide additional technical assistance, provide peer education, support awareness activities, and promote behavioral change.

 

Increased political democratization is occurring in most Peace Corps countries in the region, enhancing both the opportunities to work with new partners, such as non-governmental organizations, as well as the need to build human capacity and local organizations.  The region has established municipal development programs in several Latin American nations to work with local governments to improve service delivery and civic participation at the grassroots level. 

 

A burgeoning youth population affects all countries in the region and presents unprecedented opportunities to work with rural and urban at-risk children and young people.  As gender awareness increases throughout the region, more and more women are included as key players and beneficiaries in development activities.  Peace Corps Volunteers have played a significant role in establishing Women In Development committees and sharing best practices through conferencing and the Internet.

 

Countries in the Pacific, Latin America, and the Caribbean are prone to natural disasters, especially earthquakes and hurricanes.  Several programs remain focused on helping communities recover from the significant devastation caused by Hurricanes Mitch and Georges.  To address these realities, the Peace Corps has developed extensive training and activities to assist Volunteers and their communities in disaster preparedness and mitigation efforts.  Many posts, especially in Central America and the Caribbean, are incorporating disaster preparation and education into environmental and agricultural projects.  An important challenge for the near future is to share best practices among all posts in the region and to expand these activities to countries in the Pacific and South America.

 

As the fast-paced information technology revolution spreads to new areas of the globe, the Peace Corps is committed to ensuring that isolated and underserved communities in the region are not overlooked.  The Peace Corps is uniquely situated to help poor people bridge the digital divide in a very practical, hands-on way.  The Peace Corps has significantly increased its activities in this area, including a pioneering project in Belize where Volunteers work in the public school system to teach students about computers and train local teachers to expand the benefits of information technology.

 

The Peace Corps has consistently worked to build alliances with other organizations to maximize the impact of its development efforts in the region.  The Pacific Alliance, an innovative experiment in international programming, brings together the Peace Corps, national governments, and United Nations organizations to jointly address problems of coastal resources conservation and youth-at-risk in several Pacific island nations. 

 

 

PERFORMANCE GOAL 3A:

 

The Peace Corps fulfills its mission by responding to requests from other countries who need assistance in meeting their development goals.  Peace Corps will place greater emphasis on emerging needs, including information technology, girls’ education, and strengthening local institutions and municipal development.

 

Means and Strategies:                The Peace Corps will apply its Volunteer talent and experience to identify approaches to:

·     continue to direct Volunteer resources toward projects that are central to the development success of our host countries in the areas of education, health and HIV/AIDS, business development, agriculture, the environment, and information technology;

·     consider conducting feasibility studies for potential new country programs;

·     identify approaches to build capacity in information technology in a manner consistent with the agency’s development philosophy;

·     serve as role models and increase non-formal and formal education opportunities for girls and women worldwide;

·     contribute to strengthening municipal development and democratic institutions;

·     support host government efforts at the local level to preserve and protect the environment by expanding educational activities and local steward-ship of natural resources.

 

Verification and Validation:        Projects in developing countries are established, and trainees arrive in-country as planned.

 

3A:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.          Number of Volunteers/Trainees worldwide at end of the Fiscal Year	7,084	7,277	6,645	6,685	8,200	10,000
ii.         Number of completed feasibility studies for new start-up programs (includes HIV/AIDS initiative countries)	1	1	3	6	8	TBMA*
iii.        Number of education projects worldwide	67	64	55	TBMA*	TBMA*	TBMA*
iv.       Number of health projects worldwide	48	64	49	TBMA*	TBMA*	TBMA*
v.        Number of environment projects worldwide	47	47	41	TBMA*	TBMA*	TBMA*
vi.       Number of business development projects worldwide	35	47	37	TBMA*	TBMA*	TBMA*
vii.      Number of agriculture projects worldwide	28	33	21	TBMA*	TBMA*	TBMA*
viii.     Number of urban development projects worldwide	N/A	N/A	N/A	TBMA*	TBMA*	TBMA*
ix.       Number of posts worldwide reporting information technology for development initiative projects	49	69	73	TBMA*	TBMA*	TBMA*
x.        Number of posts worldwide reporting Municipal Development initiative projects	N/A	21	25	TBMA*	TBMA*	TBMA*
*  To be monitored annually
Resources Needed:   Resources to accomplish Performance Goal 3A are $181,153 thousand and 539 FTE in FY 2003 and $217,505 thousand and 581 FTE in FY 2004.

 

 

PERFORMANCE GOAL 3B:

 

The Peace Corps will significantly increase its role in responding to the global HIV/AIDS epidemic by expanding the number of Volunteers who will provide education, training, and support for needy individuals, communicates and organizations.

 

Means and Strategies:                The Peace Corps will:

·         conduct feasibility studies in FY 2003 to assess new country entries for FY 2004 to place Volunteers to work in HIV/AIDS;

·         Enhance the programs in Botswana and Swaziland where Volunteers work solely in HIV/AIDS;

·         continue to provide comprehensive training in HIV/AIDS education and prevention for every Volunteer serving in every region;

·         implement protocols for monitoring and evaluating the work of Volunteers in HIV/AIDS;

·         increase the number of Crisis Corps Volunteers in FY 2003 and maintain that number in FY 2004 to assist with planning and programming for HIV/AIDS;

·         leverage private donations for HIV/AIDS activities from the Gates and Packard Foundations, and from inter-agency agreements with USAID and the Centers for Disease Control;

·         develop additional training materials to enhance Volunteers’ ability to conduct HIV/AIDS education and prevention activities, including expanded use of the Life Skills Manual and its translation into French, Spanish, and other languages;

·         expand the capacity of Volunteers and their communities to obtain and exchange information about best practices and delivery of services to people living with HIV/AIDS, by leveraging the benefits of information technology.

 

Verification and Validation:        The number of Volunteers working in HIV/AIDS and their activities will be tracked via the annual Program and Training Status Reports provided by each overseas post.

 

3B:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.          Percentage of Peace Corps countries incorporating HIV/AIDS training in either pre-service or in-service training*	N/A	84%/100%	79%/100%	87%/100%	88%/100%	88%/100%
ii.         Percentage of Volunteers engaged in HIV/AIDS education, prevention, and support activities*	N/A	25%/46%	30%/60%	35%/60%	35%/70%	35%/70%
iii.        Number of completed feasibility studies for new country entries to focus on HIV/AIDS	N/A	N/A	4	4	4	4
iv.       Development, publication, and dissemination of HIV/AIDS training materials for Volunteers	N/A	Developed & distributed Life Skills Manual to all Volunteers in Africa and to in-country resource center at every PC post	Updated and expanded use of Life Skills Manual, including translation into Ki-Swahili and French	Further expand use of Life Skills Manual, including translated into Spanish	Develop additional support resources to augment the HIV/AIDS initiative	Expand us of new materials
v.        Number of Crisis Corps Volunteers engaged in HIV/AIDS education, prevention, and support activities	N/A	20	28	20	50	50
* Worldwide/Africa
Resources Needed:      Resources to accomplish Performance Goal 3B are included in the Private Sector Initiatives budget (see Goal 5D); no additional direct costs or FTEs are needed for Goal 3B.

 

 

PERFORMANCE GOAL 3C:

 

The Peace Corps will continue to focus on efforts to promote and sustain local non-government organizations, especially indigenous volunteer organizations.

 

Means and Strategies:                The Peace Corps will apply its Volunteer talent and staff experience to identify approaches to support efforts of non-governmental and indigenous volunteer organizations requesting technical assistance in establishing and developing their organizations.

 

Verification and Validation:        The work of Peace Corps’ posts undertaken with non-governmental organizations will be reported through the annual Integrated Planning and Budget System submissions.  In addition, the Office of Private Sector Initiatives tracks the number of countries requesting and receiving assistance in developing indigenous volunteer organizations.

 

3C:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of local non-government organizations, including indigenous volunteer organizations, requesting and receiving technical assistance from Peace Corps headquarters	25	29	30	30	30	30
Resources Needed:      Resources to accomplish Goal 3C are $1,006 thousand and 9 FTE in FY 2003 and $1,035 thousand and 9 FTE in FY 2004.

 

The Crisis Corps is an innovative program within the Peace Corps that mobilizes returned Peace Corps Volunteers to provide short-term assistance to help communities recover from natural disasters and humanitarian crises.  Since the program was formally established in 1996, more than 475 Crisis Corps Volunteers have served in 31 countries, where they are typically placed with national or international development or relief organizations.  Interest in the Crisis Corps continues to grow among returned Peace Corps Volunteers, host country governments, and potential partnering organizations.  With over 5,300 returned Peace Corps Volunteers in the Crisis Corps databank, the Crisis Corps is able to place Volunteers with the necessary technical, cultural, and language skills to make an immediate impact in critical situations.  In FY 2001/02, Crisis Corps Volunteers responded to a broad range of needs in developing countries, which included: assistance in reconstruction efforts after natural disasters; training in disaster preparedness and mitigation; support to refugees and internally displaced persons; strengthening Peace Corps’ response to the HIV/AIDS crisis; and responding to the needs of post-conflict countries. 

 

In the Crisis Corps’ largest effort to-date, more than 200 Volunteers were sent to countries in Central America and the Caribbean devastated by Hurricanes Mitch and Georges, where they provided both immediate recovery assistance and long-term disaster preparation and mitigation to local communities.  Volunteers were sent to Venezuela to assist in recovery and reconstruction activities following the devastating floods of December 1999, and Volunteers served in El Salvador to assist communities after two earthquakes in early 2001. In FY 2002, Crisis Corps sent Volunteers to Belize after Hurricane Iris and to Mauritania in response to torrential rains and subsequent flooding. In these assignments, Crisis Corps Volunteers have helped repair water sanitation systems, reconstruct housing or schools, and assist with post traumatic stress management and disease control.  The Peace Corps continues to develop training materials and share best practices in disaster preparation and mitigation to reduce the impact of future natural disasters in vulnerable areas. 

 

Crisis Corps Volunteers have helped fight the battle against HIV/AIDS in Africa by providing HIV/AIDS education, life skills training to youth and women, training health professionals, teachers, and counselors, establishing testing and counseling centers, and improving the quality of life for orphans who have lost parents to HIV/AIDS.  In addition, Volunteers enhance organizational development and project management skills to community and volunteer-based NGOs that provide HIV/AIDS services. 

 

The Crisis Corps continues to explore opportunities to provide humanitarian assistance to refugees, displaced persons, and to countries emerging from conflict. As an example, the Crisis Corps placed twenty Volunteers in Bosnia and Herzegovina in FY 2001 to work in small enterprise development, municipal development, agriculture, environment, and inter-ethnic reconciliation as the country emerges from years of conflict.  The Peace Corps will use the lessons learned and best practices that emerged from this model as Crisis Corps develops other programs in countries emerging from conflict where Volunteers can play an important role in providing targeted development assistance.

 

 

PERFORMANCE GOAL 4A:

 

The Peace Corps will continue to field as many Crisis Corps Volunteers as circumstances and resources allow and to provide meaningful and productive assignments that address critical relief, reconstruction and humanitarian needs.

 

Means and Strategies:                The Peace Corps will:

·     respond to requests for assistance in the aftermath of natural disasters;

·     seek opportunities to participate in the fight against HIV/AIDS by making valuable contributions in education and prevention efforts;

·     participate in refugee assistance programs whenever security conditions permit;

·     initiate pilot projects in countries without a traditional Peace Corps program;

·     improve recruitment efforts through continued development of an outreach program targeting Returned Volunteer Groups and universities with large numbers of returned Volunteers.

 

Verification and Validation:           The Crisis Corps office will survey Volunteers who participate in the Crisis Corps to determine whether and how they were able to help meet the needs of those affected by natural and man-made disasters.  Survey results will be used to strengthen the Crisis Corps’ programming, recruitment and support systems as needed.  Also, Peace Corps will monitor the number of Volunteers and associated costs through the annual Integrated Planning and Budget System periodic reviews. 

 

4A:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of Crisis Corps Volunteers fielded	120	150*	72	43	150	150
* Includes supplemental budget for Dominican Republic and Central America hurricane relief efforts.
Resources Needed:      Resources to accomplish Performance Goal 4A are $2,757 thousand and 9 FTE in FY 2003 and $2,566 thousand and 9 FTE in FY 2004.

 

 

PERFORMANCE GOAL 4B:

 

The Peace Corps will ensure that mechanisms are in place to provide the necessary support to Crisis Corps Volunteers and Peace Corps posts and will conduct a vigorous outreach program to ensure an adequate pool of recruits.

 

Means and Strategies:                The Peace Corps will:

·     disseminate a generic disaster management training kit for all Peace Corps posts particularly vulnerable to natural hazards;

·     implement the re-designed database of returned Volunteers who have applied to the Crisis Corps to integrate it to the agency’s enterprise-wide IT architecture.

 

Verification and Validation:        Feedback received from overseas staff and returning Crisis Corps Volunteers, as well as the monitoring of numbers of applicants according to overseas regional experience and technical and language skills.

 

4B:   Performance Indicator
i.          Development and distribution of disaster management training kit
FY 1999	N/A
FY 2000	Initiated development of DPM training kit
FY 2001	Continued development of DPM kit.  Piloted draft materials at several overseas posts
FY 2002	Distribution of DPM training kit (includes IST and PST modules, idea book and various training tools).  Posts begin to include DPM in their PSTs and ISTs.
FY 2003	Refine training materials as needed.  Additional Posts in incorporate DPM into IST and PST
FY 2004	N/A
ii.         Re-design of database of Crisis Corps applicants to link it to the agency database through the mainframe
FY 1999	N/A
FY 2000	Initiated re-design of database
FY 2001	Continued work on integration of database
FY 2002	Completed conversion of database and modified/enhanced database as needed
FY 2003	Continue to enhance/modify database as needed
FY 2004	N/A
iii.        Increased accessibility to Crisis Corps applications
FY 1999	N/A
FY 2000	Placed downloadable application form on the agency website
FY 2001	Monitored downloadable application on agency website
FY 2002	Monitored and enhanced downloadable application on agency website
FY 2003	Development of on-line application process and begin initiation process
FY 2004	Complete on-line application process
iv.       Targeted recruitment mailing campaigns
FY 1999	Mailing to Spanish-speaking RPCVs about post-hurricane reconstruction assignments
FY 2000	Mailing to Spanish-speaking RPCVs civil engineers and carpenters to assist with post-hurricane reconstruction.  Initiated outreach program to all recently-returned Volunteers
FY 2001	Mailing to RPCVs who served two years in Africa regarding potential HIV/AIDS-related assignments
FY 2002	Mailing to all RPCVs in the CC database
FY 2003	Mailing to RPCVs from targeted countries emerging from conflict
FY 2004	Target audience will depend on program needs.
Resources Needed:      Resources to accomplish Goal 4B are included in the resources needed for Goal 4A.  No additional costs or FTE are needed.

 

 

 

 

 

Peace Corps Volunteers work at the community level in a broad array of activities within the general sectors of health, education, business, environment, and agriculture.  Within these broad sectors, a growing number of Volunteers are being assigned to new programming initiatives, including HIV/AIDS education and prevention, information technology for development, municipal development, and girls’ education. The organizing principle of each Volunteer’s work is to strengthen the capacity of people to manage their own development efforts.  Volunteers typically must adapt their activities and approaches to their assignments in response to the specific circumstances and needs of the community. By working within a human capacity-building framework, Volunteers are focused on the sustainable development of people and local organizations, rather than physical infrastructure.

 

Despite the differences in their work assignments, all Volunteers serve a similar role in contributing to their host communities’ understanding of the American people. They also provide opportunities for their communities to learn about the United States, such as facilitating cross-cultural links through the Paul D. Coverdell World Wise Schools program or other partnership programs. The benefits from these activities can be as valuable and lasting as the technical skills that Volunteers share with their communities.

 

All Volunteers receive intensive training during 10-12 week pre-service training and during periodic in-service training sessions to prepare them for living and working at their sites.  Training components include:  language, technical, cross-cultural, health, and personal safety.  After successful completion of pre-service training, trainees are sworn-in as Peace Corps Volunteers. 

 

Peace Corps staff in-country and at headquarters support Volunteers’ development work by: coordinating training for all Volunteers; identifying and disseminating best practices in Volunteer training and program activities; and monitoring and evaluating Peace Corps’ training and program effectiveness.  In addition, the Peace Corps develops technical resources for Volunteers and overseas staff, applies technological advances to promote innovation and learning in Volunteers’ activities, and cultivates partnerships with other agencies and organizations to enhance the quality of programming and training overseas.   Essential to these efforts is the Peace Corps’ commitment to provide training and development opportunities to overseas field staff to increase their effectiveness in supporting Volunteers.  The agency’s broad range of program and training activities are managed by the Peace Corps’ three administrative regions and the Center for Field Assistance and Applied Research.

 

The following is an overview of the Peace Corps’ primary program activities:

 

Health — Resources for basic health care are often severely limited in many developing countries.  In some communities, the lack of safe drinking water and inadequate sanitation expose children to life-threatening, but preventable, illnesses.  Many pregnant women do not have access to pre-natal and post-natal care.  By focusing on human capacity-building and education, Volunteers make important contributions to improving basic health care at the grass-roots level where their impact can be the most significant and where health needs are most pressing.  Volunteers will continue to work to improve nutrition, especially among women and children; help communities expand their access to safe drinking water; and manage their sanitation needs by digging new water wells, building latrines, and teaching people about proper maintenance. In addition, Volunteers conduct education programs about the importance of proper immunization and control of parasitic and communicable diseases.  In FY 2000, Volunteers assisted nearly 425,000 individuals, primarily community members and school children, to increase their knowledge about healthy behaviors.  In addition, Volunteers working in the health sector trained nearly 15,000 service providers, including community health workers, teachers, and other community members, which benefited more than 3,700 communities worldwide. 

 

HIV/AIDS —Peace Corps Volunteers have been actively engaged in efforts to address the devastating social, economic, cultural, and health impact of the disease from the inception of the Federal Government’s commitment to global action.  Volunteers and staff, in tandem with local communities, governmental and non-governmental organizations, and private donors, have greatly intensified their efforts and widened the scope of existing HIV/AIDS activities, particularly in Africa.  Peace Corps Volunteers are uniquely suited to work in HIV/AIDS prevention and education because they live and work in local communities and are able to share information in a culturally sensitive way. The Peace Corps is training all Volunteers in Africa as advocates and educators of HIV/AIDS prevention and care and is also training Volunteers in the Caribbean, Eastern Europe, and Central Asia, where HIV/AIDS is rapidly spreading.  To enhance Volunteers’ training, the Peace Corps has produced a Life Skills Manual to teach adults and youth peer-educators to address issues of self-esteem, communication, decision-making skills, and HIV prevention.  Since the first edition, the manual has been translated into Ki-Swahili and French, and the Peace Corps plans to translate it into additional languages and modify the content for other cultures of the world.  With these resources and training, Volunteers have increased their efforts to prepare youth as peer educators; collaborate with religious leaders to develop appropriate education strategies; provide support to children orphaned by HIV/AIDS; and develop programs that provide emotional and financial support to families and communities affected by the disease.

 

Beginning in FY 2000 and continuing through FY 2003, the Peace Corps’ efforts to combat HIV/AIDS have been greatly strengthened with additional funding and program support from the U.S. Agency for International Development and the Centers for Disease Control, and well as generous grants from the Gates and Packard Foundations.  Given this broad support and the important progress that Volunteers have made in the fight against HIV/AIDS, the Peace Corps will expand its commitment to HIV/AIDS programs in FY 2003 and FY 2004 (see Goal 3B). 

 

Education and Teacher Training — Education is fundamental to human progress, enabling individuals and communities to acquire new skills and knowledge to improve their lives. Yet in much of the developing world, access to basic education is limited. Education systems suffer from a lack of resources, both human and financial, and many students, particularly girls, are unable to attend school beyond the elementary level. Education remains Peace Corps’ largest technical sector with Volunteers serving as teachers of English, math, science, and business.  They are also providing vocational training and developing non-formal education activities for adults and youth.  While the majority of Education Volunteers teach in primary and secondary schools, others are engaged in early childhood development, special education, or university teaching.  Many Volunteers help build libraries and resource centers, promote adult literacy, and encourage parents and communities to become more involved in the education of their children.  Through this broad range of activities, Volunteers seek to improve the professional development of host country teachers, access to teaching resources and educational materials, curriculum planning, and support for individual achievement, problem solving, and civic responsibility.  In FY 2001, Volunteers in the Education sector participated in 55 programs.

 

Girls’ Education — Studies indicate that the education of girls is one of the most influential contributions that can be made in development.  This is an area where Volunteers have been making significant contributions, with Volunteers in all program areas engaged in activities which help to promote girls’ education issues in both formal and non–formal settings. While gender gaps have narrowed in recent years, women and girls continue to have far lower school enrollment and literacy rates than their male counterparts and economic opportunities for women continue to lag well behind those of men.  Peace Corps Volunteers, both women and men, are in a unique position to serve as role models of attitudes and possibilities.  Volunteers conduct summer camps for girls’ leadership, promote community awareness of girls’ achievements and potential, encourage girls’ participation in the classroom, establish safe after-school study environments, and organize career fairs for women.  Based on these successful activities, the Peace Corps will continue to focus on girls’ enrollment and retention in school, literacy and numeracy for girls and women, and leadership and life skills training. 

 

Business Development — In many countries where Peace Corps Volunteers serve, governments and local communities face impediments to economic growth, such as high unemployment, a rapidly increasing population growth rate, an unskilled work force, and a lack of private sector investment.  Volunteers have a long history of working with individuals and communities to promote economic opportunities at the grass-roots level.  Their activities focus on four major areas: 1) increasing family income; 2) improving the environment for businesses; 3) educating young people to enter the work place and participate in market economy; and 4) assisting businesses to find markets for traditional and value-added products.  Business Volunteers focus on community economic development at many levels, whether it’s helping artisan cooperatives in rural Africa market their handmade goods, helping women’s groups gain access to credit, or training people in Central Asia to take advantage of new free-market practices. They support micro-enterprise development in both rural and urban areas by training entrepreneurs in marketing, business planning, and bookkeeping.  In recent years, business education has become a growing focus for Volunteers, who teach marketing and management skills at secondary schools and universities and train out-of-school youth to increase their job opportunities.  In addition, more business Volunteers are integrating information technology into their activities and are working with local non-governmental organizations to improve their management capabilities and sustainability.  In FY 2001, Business Volunteers conducted more than 37 programs to strengthen local economies. 

 

Information Technology — New technologies are penetrating the most remote communities, providing new tools for development.  Schools with Internet access, clinics with on-line medical information, and community information centers that function like a public library all provide examples of development that were unimaginable just a few years ago.  Even where basic human needs are evident, governments are requesting assistance in building technological skills, particularly for youth to prepare them for the information age.  Volunteers in all sectors assist in building local capacity to effectively use new technologies as they become available. They establish school computer labs, help to integrate information technologies into university curriculum, create databases for farmers’ coops to track market trends, encourage communities to establish “telecenters,” and help train youth for future employment in computer maintenance.  By working with schools, non-governmental organizations, and community-based groups, Volunteers are ensuring that local communities will have the technological skills needed to sustain and expand the benefits of information technology.  In FY 2000, more than 14,000 individuals directly benefited from Volunteer’s work in information technology.  Recognizing the importance of knowledge technologies and the unique contribution Peace Corps Volunteers are making in this area, the agency has identified information technology as a priority focus for the future.   

 

Environment — Depletion of forests, threats to fragile bio-diversity, pressures on national parks and public lands, and exhaustion of natural resources are problems that affect communities worldwide.  In many developing countries, people often are directly dependent on their local environment, and its degradation can have enormous and unintended consequences for their livelihoods.  In response, Peace Corps Volunteers are actively engaged in activities that promote environmental education, natural resource management, sustainable agro-forestry, and responsible national park development.  The work of Volunteers is rooted in the direct involvement of the local community, a focus on human needs, alternatives that involve sustainability, change through education, and the involvement of the entire community, including women, in decision making. Their work reflects the growing consensus that environmental protection can go hand-in-hand with economic development. To help prevent deforestation, for example, Volunteers help establish forest conservation plans, lead tree-planting projects, and develop alternatives to wood as a source of fuel and energy. They collaborate with schools, non-governmental organizations, and youth groups to promote environmental education, including training young people in preservation and parks development.  By assisting in strengthening understanding about the environment, Peace Corps Volunteers are helping people make informed choices about how to protect and preserve their precious natural resources.  In FY 2001, Environment Volunteers worldwide conducted 41 projects.

 

Agriculture  — Producing food is the primary economic activity of most of the world’s people. But the inability of many countries to produce adequate supplies of healthy food often contributes to poor nutrition, particularly among children. Moreover, many communities employ farming practices that contribute to soil erosion and deforestation.  Peace Corps Volunteers seek to improve agricultural production in developing countries by working directly with farmers and their families. They teach men and women how to diversify their crops, prevent soil erosion, and reduce the use of harmful pesticides. Volunteers work with farmers on small animal husbandry projects and fisheries to increase protein consumption in the local community. They collaborate with farmers to grow gardens with fruits and vegetables that are high in micronutrients to help alleviate iron, iodine, and vitamin A deficiencies among children. They are working with schools to produce healthy food to feed their own students. Volunteers introduce crops that help improve the soil conditions in land that has suffered from “slash and burn” agriculture. As communities adopt more sustainable and productive agricultural practices, Volunteers work with farmers on agro-business projects to find new markets for their products and expand their incomes.  Volunteers are strengthening household food security through the integration of activities in health, agriculture and business.  In FY 2001, Volunteers provided agriculture assistance in 21 programs.

 

 

PERFORMANCE GOAL 5A:

 

The Peace Corps will continue to identify and disseminate best practices in programming and training from both internal and external sources for use by overseas posts.

 

Means and Strategies:                The Peace Corps will:

·     develop and maintain systems to identify, collect and disseminate promising practices in programming and training from posts and other sources;

·     promote and support the exchange of resources for enhancing programming and training effectiveness;

·     develop manuals, tools and resources, based on promising practices collected from the field and responding to needs expressed by posts;

·     develop materials and resources that address and integrate agency priorities.

 

Verification and Validation:        Peace Corps’ Center for Field Assistance and Applied Research (The Center) will monitor the production and quality of programming and training materials provided to posts via an established materials development system.  The Center also applies its system for reviewing commercial publications for relevance and acquisition on a schedule established each fall.

 

5A:   Performance Indicators	FY1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of workshops and activities for staff, Volunteers and their counterparts to introduce innovative program strategies and materials	356	338	477	517	675	700
ii.      Number of technical publications requested from the field and distributed by headquarters	62,000	60,100	69,000	61,000	66,000	71,000
iii.     Number of new publications and manuals for staff and Volunteers published and distributed	3	6	13	12	12	12
v.        Design integrated Volunteer training system	N/A	N/A	N/A	Design	Pilot	Implement
Resources Needed:      Resources to accomplish Performance Goal 5A are $4,782 thousand and 52 FTE in FY 2003 and $5,255 thousand and 52 FTE in FY 2004.

 

 

PERFORMANCE GOAL 5B:

 

The Peace Corps will collect, analyze and disseminate data generated by Peace Corps projects to provide feedback to posts, inform and improve performance, and communicate accomplishments to diverse audiences.

 

Means and Strategies:                The Peace Corps will:

·     annually collect and analyze overseas project and training data from posts and produce a global summary report on trends, challenges, and promising practices;

·     improve systems for monitoring and evaluating Peace Corps training and programming effectiveness;

·         improve systems for knowledge sharing;

·     build staff capacity by providing project managers with training in project and training design, monitoring and evaluation.

 

Verification and Validation:        The Project Status Reports, Training Status Reports, and Language Testing Scores measure the accomplishments of Peace Corps projects and training.  Post staff, Volunteers, and headquarters staff increase their use of, and contributions to, the programming and training knowledge system.

 

5B:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.                Produce and distribute global summaries by sector, including promising practices	Completed as scheduled	Completed as scheduled, Q2 of ‘01	Completed as scheduled, Q2 of ‘02	Complete by Q2 of ‘03	Complete by Q2 of ‘04	Complete by Q2 of ‘05
ii.               Number of overseas staff trained in Peace Corps’ project monitoring and evaluation system	N/A	192	265	73	150	100
iii.              Provide feedback to project and training managers on status of each post project and training system	Implemented	Completed by Q2 of ‘01	Completed by Q2 of ‘02	Complete by Q2 of ‘03	Complete by Q2 of ‘04	Complete by Q2 of ‘05
iv.             Strategic plan for knowledge sharing	N/A	N/A	N/A	Design	Pilot/ Implement	Implement
Resources Needed:      Resources to accomplish Performance Goal 5B are $73 thousand and 1 FTE in FY 2003 and $78 thousand and 1 FTE in FY 2004.

 

 

PERFORMANCE GOAL 5C:

 

The Peace Corps will select and apply technological advances to the promotion of innovation and learning throughout the agency in support of Volunteers’ efforts.

 

Means and Strategies:                The Peace Corps will:

·     develop an Intranet-based system to collect and disseminate data generated by Peace Corps projects and training;

·     develop systems for online data collection from the field;

·     develop and disseminate new materials to help Volunteers and staff incorporate information technology into their activities;

·     enhance the ability of overseas staff to support technological innovation and learning by introducing IT skills development in staff training, workshops, and conferences.

 

Verification and Validation:        The Center will monitor feedback received from staff participating in training workshops, number of requests received for multiple CD-ROMs at posts, Intranet usage, and level of demand for ad hoc database searches.

 

5C:   Performance Indicators
i.          Develop and maintain database to collect and support analysis of Project Status Reports (PSRs)
FY 1999	N/A
FY 2000	Developed and piloted for use in production of global summaries
FY 2001	Modified to include new PSR fields for global summaries and for ad hoc searching by HQ staff
FY 2002	Completed modification.  Placed on agency server.
FY 2003	Place database on agency Intranet to provide agency-wide searching capability
FY 2004	Maintain and upgrade database and search features as needed
ii.         Develop and distribute CD-ROM-based Programming and Training Knowledge Management system
FY 1999	In development
FY 2000	Distributed to all posts for use and feedback
FY 2001	Annual update completed in FY 2001 for distribution in FY 2002
FY 2002	Annual update and distribution completed by end of Q2
FY 2003	Annual update and distribution by end of Q3
FY 2004	Annual update and distribution by end of Q3
iii.        Digitize ICE materials for  CD-ROM and electronic distribution
FY 1999	Digitization initiated
FY 2000	Produced and distributed 1st CD-ROM comprised of 150 technical manuals
FY 2001	Updated CD-ROM to represent current collection; began placing technical manuals on the agency website and Intranet
FY 2002	Updated CD-ROM to represent current collection; continued placing technical manuals on the agency website and Intranet
FY 2003	Update CD-ROM to represent current collection; continue placing technical manuals on the agency website and Intranet
FY 2004	Update CD-ROM to represent current collection; continue placing technical manuals on the agency website and Intranet
iv.       Produce new training materials in both hardcopy and CD-ROM versions
FY 1999	N/A
FY 2000	6 publications
FY 2001	13 publications
FY 2002	17 publications
FY 2003	12 publications
FY 2004	12 publications
5C:   Performance Indicators (cont’d)		FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
v.        Percentage of overseas staff receiving IT skills development or training		N/A	N/A	1%	40%	60%	75%
vi.       Number of materials developed to assist Volunteers and staff in information technology programming		N/A	N/A	2	1	2	2
vii.      Provide on-line or CD-ROM-based training to support Volunteer recruitment process		N/A	N/A	N/A	Design	Design	Implement
Resources Needed:      Resources to accomplish Performance Goal 5C are included in the resources needed for Goal 5A.  No additional costs or FTE are needed.

 

 

PERFORMANCE GOAL 5D:

 

The Peace Corps will explore potential partnerships and refine existing ones, consistent with the development philosophy of the Peace Corps.  Partnerships will enhance Volunteer training and projects to provide improved service to host countries.

 

Means and Strategies:                The Peace Corps will refine and expand inter-agency agreements and initiatives.

                                                    

Verification and Validation:        Current administrative procedures include tracking of existing partnerships by the Partnership Development Unit of The Center, review of proposed partnerships by a partnership review committee comprised of senior managers, and management of financial resources through the agency’s financial management system.

 

 

5D:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number and dollar value of agreements in place (numbers reflect progress toward large umbrella agreements)	15;  $7.18M	12;  $5.14M	17;  $6.99M	3;  $7.0M	8; $7.25M	6; $7.0M
ii.     Reports completed and presented to partner agencies (N.B:  some reports cover several agreements)	8	8	12	11	10	10
iii.    Development and use of system to track activities supported by partnerships	Center Activity Tracking System (CATS) developed	CATS data used to prepare reports to partner agencies	Revised and converted CATS to ACCESS, the new agency database standard	Continue to use CATS data to prepare reports to partner agencies	Continue to use CATS data to prepare reports to partner agencies	Continue to use CATS data to prepare reports to partner agencies
iv.   Establish criteria for selecting partnerships that complement the mandate of the Peace Corps to expand Volunteer numbers	N/A	N/A	N/A	Design criteria and process by Q3	Implement criteria	Continue to implement criteria
Resources Needed:      Resources to accomplish Performance Goal 5D are $287 thousand and 4 FTE in FY 2003 and $304 thousand and 4 FTE in FY 2004.

 

 

PERFORMANCE GOAL 5E:          

 

The Peace Corps will provide training and professional development opportunities to overseas field staff to increase their effectiveness in supporting Volunteers.

 

Means and Strategies:                The Peace Corps will:

·     develop and implement a long-term strategy for field staff professional development;

·     develop global strategy for planning overseas staff workshops and training that is linked to agency staff development strategy and incorporates workshop learning and outcomes;

·     effectively prepare overseas staff for their assignments by strengthening the purpose, design, and curriculum for Overseas Staff Training;

·     strengthen evaluation tools to measure effectiveness of staff training;

 

Verification and Validation:        An agency-wide team that reports to the Chief of Staff develops and evaluates overseas staff training.

 

5E:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Design and implement three-track curriculum for training overseas staff	N/A	Implemented	Refine as needed	Review and revise OST curriculum with post-training follow-up	Review and revise OST curriculum with post-training follow-up	Review and revise OST curriculum with post-training follow-up
ii.     Establish global workshop strategy (integrated with agency overseas staff development plan)	N/A	N/A	N/A	(Design staff plan) Establish strategy	(Design staff plan) Implement	Implement
iii.    Develop materials for overseas staff training (OST)	N/A	Developed and piloted Country Director and Programming and Training Officer resource materials	Developed workshop materials for continuing education of overseas staff	Developed drafts of self-directed training materials for continuing education of overseas staff	Update and refine self-directed training materials for continuing education of overseas staff	Update and refine self-directed training materials for continuing education of overseas staff
iv.         Number of staff attending overseas staff training, including newly-appointed Country Directors, Programming and Training staff and Administrative Officers	65	103	90	90	120	130
v.          Number of language testers provided with continuing education to ensure continuous tester certification	105	86	110	130	140	150
Resources Needed:    Resources to accomplish Performance Goal 5E are $775 thousand in FY 2003 and $793 thousand in FY 2004.  FTE needed to accomplish this goal are included in Goal 5A above.

 

The Peace Corps’ Third Goal to help strengthen Americans’ understanding of other peoples and cultures—is an integral part of the agency’s mission.  During and after their service, Peace Corps Volunteers share their understanding of the culture, language, and traditions of other countries with countless family members, friends, co-workers, and community groups in the United States.  Volunteers can share these skills and experiences directly with the American people through the Paul D. Coverdell World Wise Schools Program, the Peace Corps Fellows/USA Program, national Peace Corps Day activities and other special events, and through opportunities offered by Returned Volunteer Program coordination.  Returned Volunteer Services assists them in marketing skills and experiences to U.S. employers, and in addressing the issues of re-entry and transition.

The Paul D. Coverdell World Wise Schools Program was established in 1989 under the leadership of former Peace Corps Director Paul Coverdell, who understood the importance of cross-cultural exchange at home and abroad.  The program seeks to give American school children an opportunity to learn first-hand about—and learn from—the world’s diverse peoples, cultures and geography from current and former Peace Corps Volunteers. Volunteer experiences are shared with schools through the Internet, videoconferences, on-line teacher guides, classroom speakers, and educational broadcasting. Since its inception, the World Wise Schools Program has helped more than two million U.S. students communicate directly with Peace Corps Volunteers all over the world. Approximately 5,000 current Peace Corps Volunteers are sharing their experiences through correspondence exchanges, and more than 400,000 students in all 50 states are benefiting from some aspect of the program. The agency continues to produce and update its award-winning “Destination” videos and teacher guides, which provide information about everyday life in countries in which Peace Corps serves and are distributed to World Wise Schools classrooms and other interested groups. The benefits from these collective activities, especially to students who have not had the opportunity to travel or to experience another culture, are proving as valuable and lasting as the technical skills that Volunteers share overseas.

The Peace Corps Fellows/USA Program, established in 1985 under the leadership of the late Peace Corps Director Loret Miller Ruppe, is a public-private partnership that brings returned Peace Corps Volunteers, institutions of higher education, community organizations, foundations, and corporate supporters together behind a common purpose: to use the unique experience and skills of returned Volunteers to help address some of the most pressing problems in communities across America. Thirty-one universities across the United States offer reduced tuition or scholarships financed by the private sector to approximately 300 returned Volunteers annually who are enrolled in graduate studies programs. Peace Corps Fellows, in return, make a commitment to work during their studies in a local, under-served community in areas such as education, public health, social work, and business. More than 1,500 returned Volunteers have participated in the Fellows program since it was established, and more than 100,000 people have benefited from the important work the Fellows have performed.

 

Returned Volunteer Services (RVS) provides career, educational, and re-entry related assistance and information to the more than 3,500 Peace Corps Volunteers returning to the United States each year. Through publications (such as the Hotline job bulletin, Career Resource Manual, and the Career Information Consultants directory) and carefully planned career fairs and brown bag events, RVS educates current and returned PCVs on how to translate their Peace Corps experience for U.S. employers. RVS also works with employers to assure that the skills and experiences gained or developed during Peace Corps service are valued and utilized in the United States.

The Peace Corps continues to encourage the returned Volunteer community to share their cross-cultural experiences with all Americans by promoting a variety of special events and awareness campaigns. As the agency celebrated the 41^st anniversary of the signing of the Peace Corps Executive Order, a broad range of events took place to increase public awareness of the Peace Corps, its programs, and the value of public service. Each year, the Peace Corps celebrates Peace Corps Day in America’s schools, in communities across the country, and at 70 overseas posts.  Last year, more than 6,000 former Peace Corps Volunteers shared their overseas experiences with their communities by giving presentations to community groups, at their workplaces, and in places of worship. Along with thirty current Volunteers who shared their experiences via telephone links with U.S. classrooms, they reached nearly 500,000 students by participating in Peace Corps Day celebrations in elementary schools, secondary schools, colleges and universities throughout the U.S.

 

PERFORMANCE GOAL 6A:

 

The Peace Corps will continue to expand the number of classrooms using Coverdell World Wise School resources and materials as well as continue to produce high-quality, standards-based curriculum.

 

Means and Strategies:             The Peace Corps will facilitate an increase in partnerships with domestic classrooms by:

 

·         promoting and providing professional development for a curriculum entitled Building Bridges: A Peace Corps Classroom Guide to Cross-Cultural Understanding to help students develop the skills necessary to successfully communicate with and understand other cultures, both in the U.S. and abroad;

·         increasing visitors to the web site in order to expand the use of CWWS resources for educating the American public about other countries and cultures;

·         designing the second edition of its language arts curriculum, Voices from the Field, which focuses on the writing of Peace Corps Volunteers;

·         expanding videoconferencing capabilities and satellite downlinking to conduct professional development and create “master teachers” capable of training other teachers in the use of CWWS curriculum and materials; and

·         participating in professional development conferences and presenting workshops on CWWS curriculum and materials to educators.

 

Verification and Validation:        The Office of Domestic Programs will monitor and track program growth and report this information annually.

 

6A:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.          Number of educators participating in the Coverdell World Wise Schools one-to-one correspondence match program	4,742	5,495	5,961	6,000	6,100	6,500
ii.         Number of Volunteers participating in the Coverdell World Wise Schools one-to-one correspondence match program	N/A	5,093	5,685	5,145*	5,285*	5,740*
iii.        Number of educators participating in the CyberVolunteer program, initiated in Spring 2000	N/A	350	500	650	900	1,500
iv.       Average number of visitors per day to the “global education” section of the Peace Corps web site	N/A	Designed and launched “global education” section	2,000	2,500	3,000	4,000
*  Based on 70% of PCVs in the field
Resources Needed:      Resources to accomplish Performance Goal 6A are $665 thousand and 7 FTE in FY 2003 and $684 thousand and 7 FTE in FY 2004.

 

 

PERFORMANCE GOAL 6B:          

 

The Peace Corps will continue its work in public-private collaboration and outreach to colleges and universities that are potential participants in the Peace Corps Fellows/USA program.

 

Means and Strategies:                The Peace Corps will:

·     market programs to the Volunteer and returned Volunteer communities to enable them to teach in underserved public schools, or serve internships in public health, community/economic development and environmental projects while pursuing graduate studies;

·     continue to identify and recruit prospective university partners in Fellows/USA.

 

Verification and Validation:        The Office of Domestic Programs will monitor the numbers of Peace Corps Fellows/USA programs and Fellows and will report this information annually.

 

6B:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of universities offering scholarships or reduced tuition, financed by the private sector, to Peace Corps fellows	27	28	30	32	35	38
ii.      Number of Peace Corps Fellows	366	300	300	300	330	350
Resources Needed:      Resources to accomplish Performance Goal 6B are $399 thousand and 4 FTE in FY 2003 and $409 thousand and 4 FTE in FY 2004.

 

 

PERFORMANCE GOAL 6C:

 

The Peace Corps will continue to encourage the returned Volunteer community to share experiences with all Americans by providing a variety of special events and services that support agency recruitment efforts, increase public awareness of development issues, and assist returned Volunteers’ re-entry into the U.S. and workplaces.

 

Means and Strategies:                The Peace Corps will:

·     continue to sponsor and engage participation of returned and current Volunteers in Peace Corps Day activities;

·     sponsor events and provide services to help returned Volunteers market skills and experience derived from their Peace Corps service to U.S. employers; and

·         (NEW) improve communication with and information services to returned Volunteers, especially through the use of technology, to increase their awareness of Peace Corps activities and engagement in third goal initiatives.    

 

Verification and Validation:        Events are implemented and services delivered as planned.

 

6C:   Performance Indicator	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.          Number of returned Volunteers participating in Peace Corps Day activities	4,400	4,500	6,200	7,000	7,500	7,600
ii.         Number of returned Volunteer participating in career events	331	425	579	680	750	850
iii.        Number of consultants listed in Career Information Consultants publication	650	850	995	1,407	1,600	1,800
iv.       Average number of “hits” per month (from RPCVs and employers) to the Hotline section of the Peace Corps website	N/A	Launched PDF version of Hotline online in June 2000	1,200	11,000*	12,000	13,000
v.        Number of subscribers to e-mailed RPCV newsletter	N/A	N/A	N/A	Launch in late September 2002	1,500	2,500
Resources Needed:      Resources to accomplish Performance Goal 6C are $615 thousand and 7 FTE in FY 2003 and $633 thousand and 7 FTE in FY 2004.

 

 

The Peace Corps has undertaken a significant number of management reforms in recent years and will continue its commitment to strengthen business operations and productivity in various areas during FY 2003 and FY 2004.   As the priorities of the new administration unfold, the Peace Corps is pleased to see that many of our own management initiatives internal to Peace Corps match those of the President’s Management Agenda.

 

The agency continues to make a particular commitment to workforce re-engineering in the context of responding to the President’s mandate of doubling the number of Peace Corps Volunteers worldwide.  The Peace Corps will continue this same commitment to workforce efficiency and customer service in FY 2003 and beyond, with several long-term proposals such as improving the processes the Peace Corps uses to recruit, select, and place its Volunteers (the Volunteer Delivery System); a review of all security functions in the agency to assess whether the current functions and organizational oversight are appropriate; and an evaluation of appropriate staffing levels overseas to ensure to the safety and security as well as effective support for Volunteers in the field.  Although the Peace Corps’ unique personnel system of time-limited staff appointments can create unique opportunities for achieving workforce efficiencies, the agency will also need to address the significant management challenges associated with the high  turnover of its employees.

 

The Peace Corps has also made noteworthy progress in implementing several major capital improvement projects, which also conform to the recent management priorities of the new administration.  Replacing the agency’s antiquated financial management system continues to be a high priority both to ensure proper support of anticipated growth as well as to conform to Federal laws and regulations in the financial management arena.  In late March, 2001, the agency began implementation of a new financial management system using Oracle Federal Financials software.  Since then, the software has been procured, installed, and tested, and hardware procured for production.  In FY 2002, the implementation team has focused on the configuration of the commercial off-the-shelf software to address the agency’s needs and completed the initial test of the software configuration.  The team is testing overseas post connectivity to the Oracle application and is working on fully integrating two Third Party products (for travel management and federal contracting) into the Oracle system.  The federal contracting software has been brought “live” as a standalone system.  Final testing and training will take place in the first quarter of 2003 and the system is slated to “go live” for domestic offices in June 2003.  The Peace Corps also plans several additional efforts to streamline the agency’s financial management, including implementation of a more efficient “cuff” financial reporting system for overseas posts and increasing the use of electronic payments.

 

Many of the agency’s programmatic and operational goals for FY 2003 and FY 2004—including the agency’s new financial management system—are dependent upon continual improvement of information systems, particularly those that link Peace Corps’ headquarters, its  more than 70 countries overseas posts, and 11 recruitment offices.  Establishing a single agency computing platform, developing an enterprise information technology architecture, and expanding connectivity for overseas posts are underway and continue as critical goals for the agency in FY 2003, FY 2004, and beyond.  Efficiencies will be realized  in FY 2003 as the agency completes the  migration of overseas posts to a single Wintel computing environment.  Posts’ communications and information processing will be further  enhanced by continuing to upgrade Internet connections at each Post.    An enterprise-wide information architecture will ensure that employees worldwide are working with an interoperable set of tools.  The enterprise-wide approach will identify and document all agency computer systems, as well as guide the management of the agency’s IT portfolio. The Peace Corps has also made continued progress implementing an agency IT Security Policy to secure the wealth of information stored and processed on agency computers. In FY 2002 the agency completed an IT Disaster Recovery Plan, which will be integrated into operations planning in the next 12 months.  In FY 2003 the agency will continue to move its legacy systems away from older mainframe technology to web-enabled ones that are easier to maintain, more accessible, and provide vast potential for e-government solutions.

 

In all its activities, the Peace Corps is firmly committed to the Administration’s goal of a citizen-centered government that is responsive to the American people.  In FY 2002 Peace Corps deployed an on-line status check for Peace Corps applicants shortening the application process time.  Over the next couple of years Peace Corps will enhance it’s use of web technologies to provide expanded on-line services to Peace Corps applicants and staff.  By reducing management layers, examining opportunities for business process re-engineering, instituting customer service improvements, and expanding performance-based commercial activities, the Peace Corps will continue to strengthen its ability to meet the expectations of its various constituents.

 

 

PERFORMANCE GOAL 7A:

 

The Peace Corps will strengthen agency-wide financial management and compliance with federal regulations by instituting a range of operational and system improvements, most notably the initial implementation of a new financial management system that will serve the agency’s need for modern, efficient technology, both domestic and overseas. 

 

Means and Strategies:                The Peace Corps will:

·     acquire and implement a new financial management system that will meet the needs of the Peace Corps for the coming years;

·     institutionalize standardized financial policies, procedures and administrative systems both domestically and overseas;

·     streamline internal procedures for obtaining goods and services from the private sector by taking full advantage of changes in the Federal procurement and acquisition processes;

·     transition overseas posts from the current stand-alone “cuff” financial management system to the new fully integrated financial management system; 

·     increase use of electronic payments including government purchase card, travel card, debit card, and electronic funds transfer to optimize Peace Corps’ use of e-government processes and minimize use of imprest funds and check payments.

 

Verification and Validation:        The progress of the new system’s implementation and other business improvements will be reported by the Office of the Chief Financial Officer through the annual Integrated Planning and Budget System periodic review process.

 

7A:   Performance Indicators
i.          Acquire JFMIP-certified, commercial off-the-shelf software for financial management.
FY 1999	Developed detailed requirements and scope of work; undertake procurements
FY 2000	Refine detailed requirements and scope of work; undertake new procurement
FY 2001	Finalize the agreement for software and services; order and install the software
FY 2002	N/A
FY 2003	N/A
FY 2004	N/A
ii.         Configure new software for all Peace Corps’ financial management needs
FY 1999	N/A
FY 2000	N/A
FY 2001	Develop future business process models
FY 2002	Analyzed gaps in functionality; configured software; developing interfaces
FY 2003	Complete the development of interfaces
FY 2004	N/A
iii.        Fully test configured software
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	Conducted unit, system, integration, and end user testing
FY 2003	Continue to conduct integration and end user testing for overseas  staff
FY 2004	N/A
iv.       Develop training materials, train end users, and put software into production
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	Developed user documentation
FY 2003	Conduct training for domestic users.  Begin domestic production on June 1, 2003.  Provide ongoing support and training for domestic users
FY 2004	Provide ongoing support and training for domestic users.  Begin testing, training, production for overseas staff.
v.        Convert historical data
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	Developed conversion plan;
FY 2003	Complete conversion required for initial domestic production
FY 2004	Continue to complete all data conversion and archiving
vi.       Convert all overseas posts to new system and train overseas users
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	Analyzed connectivity issues and developed overseas backup plan
FY 2003	Begin conversion and conduct training for overseas users
FY 2004	Complete conversion and conduct training for overseas users
vii.      Complete testing of transitional “cuff” system for overseas posts and train overseas users
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	50% completed by end of FY
FY 2003	100% completed by end of FY
FY 2004	N/A
viii.     Percentage of non-payroll payments made electronically via purchase cards, travel cards, or electronic funds transfer (includes both domestic and overseas vendors)
FY 1999	N/A
FY 2000	N/A
FY 2001	42%
FY 2002	47%
FY 2003	57%
FY 2004
Resources Needed:      Resources to accomplish Goal 7A are $13,984 thousand and 89 FTE in FY 2003 and $14,826 thousand and 91 FTE in FY 2004.

 

 

PERFORMANCE GOAL 7B:

 

The Peace Corps will align information technology systems with core business processes to ensure that agency priorities are achieved.

 

Means and Strategies:                The Peace Corps will:

·     define an agency-wide information technology strategic planning process to further web accessibility and foster business process re-engineering;

·     enhance customer service to its internal and external clients.

 

Verification and Validation:        The Chief Information Officer will report on the progress of  IT initiatives through the annual Integrated Planning and Budget System periodic reviews.

 

 

7B:   Performance Indicators
i.          Move toward a web- or browser-based applications development model as the primary interface for customers and away from the current mixed client-server/mainframe environment
FY 1999	Implemented EMBARK, a web-based on-line Volunteer application
FY 2000	Implemented the agency Intranet for domestic offices; placed agency policies on Intranet
FY 2001	Expanded the Intranet access to all overseas posts
FY 2002	Provided all Posts w/quarterly CD ROM Intranet updates and deployed an on-line status check for perspective Volunteers
FY 2003	Expand E-Learning  and knowledge management in support of volunteer safety & security and implemented a content management tool on the Intranet
FY 2004	Work towards a Knowledge management tool and move towards implementing Personalized Portals
ii.         Work collaboratively with agency managers to create the capacity to initiate, identify, document and implement core business process re-engineering and business process improvement opportunities
FY 1999	Provided technical expertise for re-engineering of business processes agency-wide
FY 2000	Provided technical expertise for re-engineering of business processes agency-wide
FY 2001	Provided technical expertise for re-engineering of business processes agency-wide
FY 2002	Provided technical expertise for re-engineering of business processes agency-wide
FY 2003	Actively pursue a “partnering management” effort with business units for re-engineering of business processes & systems development
FY 2004	Actively pursue a “partnering management” effort with business units for re-engineering of business processes & systems development
iii.        Institutionalize the IT Capital Planning and InvestmentControl Board by ensuring that all identified IT investments are presented to the Board for review, approval and continued control and evaluation
FY 1999	Planned and chartered the Board
FY 2000	Implemented the Board
FY 2001	Board activities on hold pending appointment of new Sr. Managers
FY 2002	Board activities on hold pending appointment of new Sr. Managers
FY 2003	Establish Technical and Business Process Review Committees,
FY 2004	Implement  Board activities & Review Process
iv.       Continuity of Operations Plan
FY 1999	N/A
FY 2000	N/A
FY 2001	N/A
FY 2002	Developed an IT Disaster Recovery Plan.  Initiated Risk Management Planning for agency
FY 2003	Implement and maintain IT Disaster Recovery, Complete Risk Management Plan, Initiate COOP planning process
FY 2004	Maintain IT Disaster Recovery, Risk Management and COOP Plans
Resources Needed:      Resources to accomplish Goal 7B are $6,638 thousand and 29 FTE in FY 2003 and $8,883 thousand and 29 FTE in FY 2004.

 

 

PERFORMANCE GOAL 7C:          

 

The Peace Corps will implement an agency-wide information technology architecture, and complete the  conversion of the overseas posts to the agency’s new computing platform and  establish agency-wide IT standards and a project management framework.  .

 

Means and Strategies:                The Peace Corps will:

·     implement security practices to protect the Peace Corps’ information technology assets, privacy, and sensitive information;

·     develop standards, policies and guidelines to simplify management of agency  information technology systems;

·     complete the agency’s conversion to a Wintel platform. 

 

Verification and Validation:     The Chief Information Officer will report on the progress of IT initiatives through the annual Integrated Planning and Budget System periodic reviews.

 

7C:   Performance Indicators
i.          Define and document baseline and target enterprise-wide information architecture (EIA)
FY 1999	N/A
FY 2000	Began initial analysis
FY 2001	Continued analysis
FY 2002	Began to document baseline architecture
FY 2003	Document target EIA for planning period of 3-5 yrs:  specifically target the Volunteer Delivery System
FY 2004	Expand and continue EIA process
ii.         Implement security practices to protect the agency’s IT assets, privacy, and sensitive information
FY 1999	Assessed security practices; identified weaknesses
FY 2000	Hired an IT Security Officer; began writing policies
FY 2001	Finalized & implemented domestic general support system security plan
FY 2002	Finalized Mainframe security plan and begin implementation
FY 2003	Initiate Unix, Overseas & Financial management systems security plans
FY 2004	Implement HIPAA security requirements & develop security plans for telecommunications & web-based systems
iii.        Establish means of protecting, processing, managing, archiving and retrieving official agency records, preferably electronically
FY 1999	Initial investigation, planning and meeting with other Federal agencies regarding best practices completed
FY 2000	Investigated vendors that provide e-records management; reviewed and updated records management policies
FY 2001	Entered into an IAG with NARRA.  Initiated an agency-wide records management clean up and awareness program
FY 2002	Expanded Records Management Program to Overseas Posts
FY 2003	Continue quarterly training sessions for agency managers on Records Management.  Hired additional FTE for Records Management support
FY 2004	Pending NARRA guidance, begin to electronically transfer agency records for permanent retirement
iv.       Provide overseas staff with guidance on IT management
FY 1999	Assessed overseas IT management needs
FY 2000	Planned and drafted handbook
FY 2001	Published and distributed handbook
FY 2002	Continue revisions and updates handbook as needed, hired & trained local IT specialists in conjunction with migration
FY 2003	Complete hiring  & continue to train local IT specialists in conjunction with migration
FY 2004	Continued development 7 training of local IT specialists ate each post, refine & enhance Help Desk support for overseas posts
v.        Percentage of Peace Corps users converted to new agency computing platform
FY 1999	N/A
FY 2000	100% of domestic users converted; pilot test overseas migration at 3 posts
FY 2001	Pilot completed at 4th overseas post; additional 4 posts migrated
FY 2002	Completed migration of  38 countries
FY 2003	100% of posts converted
FY 2004	All new country entries will be deployed with new agency standard platform
vi.       Percentage of overseas posts that have received connectivity upgrades
FY 1999	Ethernet and dial-up internet connectivity completed for 100% overseas posts.
FY 2000	Begin upgrades with pilot testing at 3 posts
FY 2001	13 posts upgraded from dial-up to dedicated internet connections at various speeds
FY 2002	50% upgraded from dial-up to dedicated connections with migration
FY 2003	Complete upgrades from dial-up to dedicated connections with migration
FY 2004	As local market prices decrease, continue to upgrade for enhanced methods of connectivity including secure connections via VPN..
vii.      Establish Customer Relationship Management program to ensure customer IT needs and concerns are addressed
FY 1999	N/A
FY 2000	N/A
FY 2001	Launched on-line computer training; piloted remote access Help Desk; expanded web-based customer outreach
FY 2002	Developed and implemented customer satisfaction survey; continue on-line computer training.  Hired A Customer Service Liaison
FY 2003	Implement targeted strategies to improve customer service in response to Customer Satisfaction Survey results. Complete TCO study
FY 2004	Expand  computer skills training for all agency staff.  Implement  recommended strategies for improving IT management.
Resources Needed:      Resources to accomplish Goal 7C are $7,211 thousand and 16 FTE in FY 2003 and $7,419 thousand and 10 FTE in FY 2004.

 

 

PERFORMANCE GOAL 7D:

 

The Peace Corps will improve the efficiency of its commercial activity functions by determining which functions can be performed more effectively via contractual agreements, continuing to support its current performance-based contracts, and converting additional commercial activities to performance-based contracts, where they can be effective.

 

Means and Strategies:                The Peace Corps will:

·     continue to review effectiveness of current performance-based contracts, including the agency’s computer SEAT management contract and TacTec contract for voucher processing and accounting services;

·     will support and assist a comprehensive analysis of the Peace Corps’ commercial activity inventory and the potential of converting additional activities to performance-based contracts;

·     compile and disseminate best practices of contractors and performance-based contracting;

 

Verification and Validation:     The Office of the Chief Financial Officer will report on the progress of commercial initiatives through the annual Integrated Planning and Budget System periodic reviews.

 

7D:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Percentage of all commercial activities that are performance-based	N/A	N/A	43%	51%	58%	70%
Resources Needed:      Resources to accomplish Goal 7D are $2,038 thousand and 30 FTE in FY 2003 and $2,079 thousand and 30 FTE in FY 2004.

 

 

PERFORMANCE GOAL 7E:

 

The Peace Corps will work, in conjunction with the Presidents mandate to double the presence of volunteers worldwide, to implement a sound, responsible workforce strategy, which will reduce management layers, organize functions in a more efficient way, and support a diverse, dynamic workforce that is committed to citizen-centered government and the principles of quality customer service.

 

Means and Strategies:             The Peace Corps will:

·     improve the processes the Peace Corps uses to recruit, select, and place its Volunteers (the Volunteer Delivery System) and explore alternative staffing patterns for performing existing functions;

·     review of all physical security functions in the agency to assess whether the current functions and organizational oversight are appropriate;

·     conduct an evaluation of appropriate overseas staffing levels to support Volunteers in the field in FY 2003;

·     formalize the recruitment, screening, and selection process for hiring Country Directors;

·     review the impact of hiring direct-hire American staff for two consecutive 30-month appointments rather than one five-year tour as a means of addressing staff retention;

·     explore additional strategies for increasing minority representation among Peace Corps staff, particularly among Hispanic-Americans and in the Associate Peace Corps Director candidate pool;

·     Implement the actions recommended from the FY 2003 workforce analysis in FY 2004;

·     examine potential systems and software for accepting electronic applications for staff vacancies and for using automation to qualify applicants;

·     strengthen internal communication and staff training throughout the agency by maximizing use of the Intranet.

 

Verification and Validation:     The Associate Director for Management will report on the progress of workforce initiatives and physical security through the annual Integrated Planning and Budget System periodic reviews.  The Associate Director for Volunteer Recruitment and Selection will report on the progress of the Volunteer Delivery System through the annual Integrated Planning and budget system periodic reviews. The American Diversity Program Manager will monitor minority representation among staff, and the Office of Human Resource Management will conduct periodic customer satisfaction surveys, potentially via the web. 

 

7E:   Performance Indicators	FY 1999	FY 2000	FY 2001	FY 2002	FY 2003	FY 2004
i.      Number of agency managers (defined by those with supervisory responsibilities)	N/A	N/A	158	110	102	130
ii.      Percentage of minority representation among Peace Corps staff and among Peace Corps managers	N/A	N/A	30%	32%	34%	35%
iii.     Average tenure of current U.S. direct-hire employees (excluding 28 “unlimited” staff)	N/A	N/A	2.0 Years	2.2 years	2.5 years	2.5 years
iv.    Percentage of staff applications submitted via the Internet	N/A	N/A	N/A	35%	65%	90%
v.     Web-based staff customer survey to monitor employee satisfaction and organizational climate	N/A	N/A	N/A	Initiated development of survey	Complete development of survey instrument and deploy	Analyze results and modify staff training, support, and policies as needed
Resources Needed:      Resources to accomplish Goal 7E are $3,404 thousand and 32 FTE in FY 2003 and $3,411 thousand and 32 FTE in FY 2004.