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Secretary of Labor Thomas E. Perez
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U.S. Department of Labor E-Government Strategic Plan

OMB has provided scores for these programs, and the Department is now implementing a strategy to respond to the PART results. The DOL response strategy comprises four main steps:

  • Conduct Analysis. Analyze the results to determine the root causes of performance problems
  • Identify Gaps. Determine the nature and extent of performance challenges
  • Recommend Solutions. Determine methods of addressing the performance gaps
  • Implement Performance Enhancements.
    Take action to address performance gaps

The PART approach is a key element of the PMA’s Budget and Performance Integration initiative. From an E-Government perspective, it provides an opportunity to identify how information technology can be better used to improve service to citizens.

DOL’s progress in performance measurement is evidenced by its receipt of the third highest overall grade in the Mercatus Report on the quality of Federal agency reporting of performance results. 4

CREATING E-GOVERNMENT CUSTOMER PORTFOLIOS

The Department will ensure that E-Government initiatives are assessed and managed in relation to other initiatives, taking into account project scheduling and interdependencies. Consistent with DOL’s CRM approach, the Department will also coordinate these efforts with its partners in the value network.

To facilitate the identification, coordination, and management of E-Government projects DOL will develop E-Government customer portfolios in the Information Technology Investment Portfolio System (I-TIPS). These portfolios will be developed for each major customer group (citizens, businesses, and other governments, for example). This approach will facilitate a global perspective on E-Government and the incorporation of broader E-Government projects, such as unified information centers, data mining, and knowledge management projects. Using the IT investment management process, alignment between proposed initiatives and customers, and development of associated customer portfolios will facilitate the streamlining of services.

The Department will also require business cases to be developed for all major E-Government projects. All proposed IT initiatives must be associated with a customer group and evaluated for alignment with Presidential Priority Initiatives and with Federal lines of business and subfunctions before funding will be approved.

CONDUCTING WORKFORCE PLANNING WITHIN THE CONTEXT OF E-GOVERNMENT

In their drive to respond to E-Government requirements, organizations face three critical questions:

  • How will the implementation of E-Government impact my workforce?
  • Does the existing workforce have the capability to become an E-Government workforce?
  • What strategies and resources are needed to ensure that our future workforce competency/capability requirements are met?

To answer these questions, DOL established an E-Government workforce planning program in FY 2002 to systematically address future human capital requirements. This program is being implemented in a phased manner across functional and organizational levels within the Department and is designed to ensure that the PMA initiative Expanding Electronic Government supports the strategic management of human capital. For each workforce analysis, the Department uses the following methodology:

Strategic Business Definition. During this step, DOL identifies and validates the organization’s critical functions to create an accurate description of the work being performed. The Department then identifies the influences affecting workforce capabilities, including workload and competencies, and assesses internal and external factors. Based on this assessment, anticipated changes to work and requisite competencies are outlined, generating a future vision of the organization. The results of the strategic business definition provide the empirical foundation for subsequent supply and demand analyses.

4 3rd Annual Performance Report Scorecard: Which Federal Agencies Inform the Public?, Mercatus Center at George Mason University, Released May 16, 2002. Available at http://www.governmentaccountability.org/

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