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The Green Plan is based on the annual FAIR Act Inventory.   The inventory is essentially a “census” of all the positions in an organization and the functions of those positions.  The Agency’s Green Plan must include a strategy to address the entire commercial population as identified in the annual FAIR Act assessment.  In addition the Agency can propose to exclude functions from examination for a variety of business reasons (i.e., legal exemption, BPR in progress, etc.) and those proposals are reviewed for concurrence/approval during the Green Plan approval process.


The FY 2006 FAIR Act Inventory was submitted to USDA in May 2006.


FY 2006 Agency PMA status:  Green

Feasibility Studies


Although a function may be identified for examination in the Green Plan, a feasibility study to determine the viability of further review is conducted first. The feasibility study enables the agency to make an informed decision on whether a function is likely to benefit from further examination, competition or Business Process Reengineering (BPR).  At the same time, a feasibility study allows for expedited execution and maximum operating cost reduction during an actual public-private competition by beginning to determine the program scope, mission impacts and risks, resource requirements, service/product standards and performance measures, estimated savings, study type, impact analysis, and timeline in advance.  In the event that a competition takes place, the feasibility study allows the Agency to develop blueprints for ensuring a successful competition prior to announcement.  This component is required by USDA policy. (USDA OCFO 2004-001)  


Benchmarking and Subject-Matter Industry Research is included in the feasibility study.  This provides critical information on program and service performance standards, costs comparisons, function/activity/process definitions, organizational structures, and program delivery models.


Data Calls – A data call(s) is required during the feasibility study.  It is necessary to complete workload analysis; describe workflow and processes, costs and service delivery/product standards; describe as-is organization structures; validate positions currently providing services; assess skill gaps, and level of current organizational investment.  It also later serves as the basis for determining potentially affected positions and/or employees, if and as reorganizations are implemented.  As such, the data call must be completed at a fairly granular level in order to provide sufficient information and support business decisions.


Cost Accounting – Like other programs, all costs (staff, travel, training, contract assistance, etc.) associated with competitive sourcing activities are tracked and reported on an on-going basis, quarterly, and/or annual basis.

Example:  FY 2007 Cost Projections:

CS Program UpdatePage 5 of 14

November 8, 2006

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