As we close the books on FY16, we open new ones for FY17. We have to look at
the money available for the new fiscal year, w hich may be affected by whether we're
operating under a Continuing Resolution or not, to keep doing what we do. We have to
ensure that any new program activities get the funding they need, while also ensuring
funding for continuing activities.
I want to th ank the many people involved in this effort including countless
planners, financial managers and analysts, fund certifiers, fund approvers, contracting
officers and contracting officer's representatives. They have been working hard since the
beginning of J uly to ensure that we obligate the money by the midnight deadline on
September 30.
Of course, it's also time for performance closeouts. During the mid - cycles, I
discussed three questions that I think should always be included in performance
reviews: What's going great? What can be improved? What resources can we tap to
strengthen our skills and abilities? The better and more consi stently we can answer
these questions, the more successful we'll be as an organization.
Take a look at this link with applicable deadlines and information for both the
Val uing Performance (VP) and the Performance Management System (PMS). To assist
managers, HR's Performance Management Office has posted some documents on
SMART Performance Standards . These standards will help managers (using VP or
PMS) develop more effective, achievable performance plans and assign accurate ratings
for their employees. Check out the Valuing Performance homepage for more information
links on these performance standards and look for live and Adobe Connect training
sessions to better understand and apply them. Many ATO managers have already taken
advantage of these training sessions.
Finally, I want to end with a very special tribute. Shirley Miller, the ATO's Chief of
Staff, is ret iring after 31 years of federal service. Since we stood up the ATO nearly 15
years ago, Shirley has been there every step of the way. She has directly supported five
Chief Operating Officers. They say that no one's irreplaceable, but I'm no longer sure
abo ut that. She has been a wise counselor and a steadying influence, someone who's
behind the scenes – quiet, unassuming but very much involved with how we do what we
do. You might not see her footprints, but let me say without hesitation that her
thumbprints are everywhere. We wish her well.
Thanks everyone,
Teri
Teri L. Bristol
ATO Chief Operating Officer
