OASAM Strategic and Performance Plan: 2006-2010

U.S. Department of Labor

Office of the Assistant Secretary for Administration and Management

2006 - 2010 Strategic and Performance Plan

OASAM—Leading the Way!

Mission Statement

The Office of the Assistant Secretary for Administration and Management (OASAM) provides the infrastructure and support that enables the Department of Labor (DOL) to perform its mission. OASAM provides leadership and support for Departmental business operations and procurement; budget and finance; information technology; human resources and civil rights; security and emergency management; and strategic planning—and is the hub for DOL’s implementation of the President’s Management Agenda.

Vision Statement and Outcome Goals

Effective Departmental Leadership
Customer Focused
Effective Departmental Oversight

DOL Mission Statement

The Department of Labor’s mission is to foster and promote the welfare of the job seekers, wage earners, and retirees of the United States. DOL achieves this by improving their working conditions, advancing their opportunities for profitable employment, protecting their retirement and health care benefits, helping employers find workers, strengthening free collective bargaining, and tracking changes in employment, prices, and other national economic measurements. DOL is guided by four strategic goals—which OASAM is charged with managing:

A Prepared Workforce,
A Secure Workforce,
Quality Workplaces, and
A Competitive Workforce.

To complement this effort, OASAM leads the annual production of DOL’s award-winning Performance and Accountability Report.

The President’s Management Agenda

President George W. Bush’s Management Agenda (PMA) was announced in the summer of 2001 as an aggressive strategy for improving the management of the Federal government with a focus on five areas of management weaknesses government-wide. Of those five areas, four are OASAM-led and managed. On the June 2005 DOL PMA scorecard from the Office of Management and Budget, the Department was the first agency to achieve all-green scores in all five areas.

OASAM: Leading the Way!

To better serve our customers OASAM will continue to refine and update this plan—and we always welcome feedback.
Web site: www.dol.gov/oasam
Telephone: (202) 693-4040
www.dol.gov/dol/aboutdol/main.htm

The U.S. Department of Labor Strategic and Performance Plan for Fiscal Year 2006–2010

Strategic Goal

Effectively coordinate and implement the Department of Labor’s (DOL) management priorities

ACRONYMS:

BOC - Business Operations Center
DBC - Departmental Budget Center
CPPR - Center for Program Planning & Results
CRC - Civil Rights Center
HRC - Human Resources Center
ITC - Information Technology Center
S&EMC - Security & Emergency Management Center

Effective Departmental Oversight

• Value for money and staff time invested

• Expert guidance and assistance of agencies on resource management issues

Performance Goals

Achieve and maintain green on the President’s Management Agenda (PMA)

Center:
All of OASAM

Means and Strategies
Implement the PMA

Output Measures
Departmental scores on Office of Management and Budge (OMB) Scorecard

Intermediate Measures
% of progress made on Departmental Scorecard

Outcome Measures
# of PMA areas rated green during past 12 months

Performance Goals

Deploy enterprise-wide IT systems through Unified DOL Technology Infrastructure (UDTI)

Center
ITC

Means and Strategies
Manage data calls and conduct UDTI working group meetings

Output Measures
# of DOL IT systems under review for inclusion in UDTI

Intermediate Measures
% of DOL integrating IT systems into UDTI

Outcome Measures
% of eligible IT systems operating within the UDTI

Performance Goals
Ensure equal opportunity within DOL financially assisted programs

Center
CRC

Means and Strategies
Ensure effective equal opportunity policies, procedures, and systems are established through state Methods of Administration (MOA) documents

Output Measures
# of MOAs reviewed for compliance

Intermediate Measures
# of MOAs received within target time frame

Outcome Measures
% of MOAs approved

Performance Goals
Deliver timely, high quality budget guidance and analysis

Center
DBC

Means and Strategies

Conduct Agency Budget Officers meetings;
Develop transmittal tables and agency budget guidance

Output Measures
Approval of goals and goal structure

Intermediate Measures
Draft strategic plan reviewed and approved by OMB

Outcome Measures
New/updated plan fully coordinated and published prior to end of FY 2006

Performance Goals
Develop strategic plan to clearly represent DOL priorities

Center
CPPR

Means and Strategies
Ensure agency head involvement

Output Measures
Approval of goals and goal structure

Intermediate Measures
Draft strategic plan reviewed and approved by OMB

Outcome Measures
New/updated plan fully coordinated and published prior to end of FY 2006

Performance Goals
Facilitate proactive Human Resources (HR) leadership

Center
HRC

Means and Strategies

Manage e-HR Initiatives
Coordinate and implement Succession Planning Program

Output Measures

# of Human Capital (HC) Strategic Plan milestones met
# of people trained for future leadership roles

Intermediate Measures

# of quarterly HC Strategic Plan action items approved by OMB
% of people retained in program

Outcome Measures

% of Human Capital Strategic Plan milestones met through 2010
% of people placed

Performance Goals
Provide agency leadership and assistance on Budget and Performance Integration (BPI) and to all programs undergoing the Program Assessment Rating Tool (PART)

Center
CPPR

Means and Strategies

Provide agency guidance and facilitate measurement and evaluation efforts to achieve BPI milestones
Provide agency leadership and assistance to all programs undergoing PART, including Results Not Demonstrated (RND) programs

Output Measures

# of OMB-approved efficiency measures
# of programs assisted on PART

Intermediate Measures

% of PARTed programs with performance-based cost models
% of PARTed programs with completed PART recommendations

Outcome Measures

% of BPI milestones achieved
% of programs rated as RND

Performance Goals
Provide safe and secure workplaces for DOL customers and employees

Center
S&EMC

Means and Strategies

Ensure that the Frances Perkins Building (FPB) maintains its level-IV security designation
Ensure that the Department is in compliance with the Personal Identity Verification (PIV) I and PIV II issuance components of Homeland Security Presidential Directive (HSPD)-12
Ensure that the Department’s Emergency Plans are effective, current and tested

Output Measures

# of DOL employees and customers briefed
# of security compliance inspections completed

Intermediate Measures

# of DOL agencies/regions with current emergency action plans
# of emergency response exercises conducted

Outcome Measures

% of successful responses to actual security incidents/emergencies (e.g., evacuations, Shelter In Place exercises)
% of security/compliance evaluations with “satisfactory” or better rating (e.g., FPB surveys, HSPD-12 reviews)

Section 2

Customer Focused

• Provider of choice for service and support

• Timely and responsive to customer needs

• Accurate and reliable data to customers

Performance Goals

Deliver timely IT services and support to Employee Computer Network customers

Center

ITC

Means and Strategies

• Utilize automated data tool to track help desk tickets

• Monitor systems to ensure maximum production services availability

• Utilize System Development Life Cycle Manual

Output Measures

• # of help desk tickets processed

• Total hours of required service

• # of projects completed

Intermediate Measures

• Average help desk response time

• % of achieved service uptime (service availability rate)

• % of IT projects delivered on time

Outcome Measures

• % of tickets resolved on first call

• % of service interruptions resolved within target time frames

• % of customers who are satisfied with IT projects

Performance Goals

Provide effective DOL contract and procurement policy support and compliance

Center

BOC

Means and Strategies

• Use performance metrics of the e-Procurement system to measure work processes

• Provide appropriate managerial oversight and timely issuance of procurement guidance

• Ensure DOL contracting office compliance through policy office procurement management reviews

• Resolve findings from Office of Inspector General (OIG) procurement review and special interest audits

Output Measures

• # of actions/dollars awarded

• # of Procurement Review Board (PRB) requests processed

• # of findings by OASAM in agency contracting office procurement management reviews

• # of OIG review and audit findings in procurement operations and policy

Intermediate Measures

• % of contracts awarded within target time frames

• # of PRB requests compliant with DOL procurement policy

• # of corrective actions required

Outcome Measures

• % of contracts awarded within target time frames

• % of PRB requests approved, withdrawn, denied

• % of corrective actions completed (refers to OASAM findings)

• % of corrective actions completed (refers to OIG findings)

Performance Goals

Achieve customer satisfaction

Center

ALL of OASAM

Means and Strategies

Conduct customer satisfaction surveys

Output Measures

# of surveys distributed

Intermediate Measures

% of recipients responding to surveys

Outcome Measures

% of higher customer satisfaction ratings

Performance Goals

Effective budget execution support to customers

Center

DBC

Means and Strategies

• Provide agency budget guidance and ongoing customer service support on Apportionments and Allotments

• Process bill payments and travel vouchers; Resolve customer inquiries

Output Measures

• # of days to process Apportionments and Allotments

• # of bills and travel vouchers paid

Intermediate Measures

• # of Apportionments and Allotments sent to the Office of the Chief Financial Officer within 3 days of approval

• # of days to process bills, travel vouchers after receipt

Outcome Measures

• % of Apportionments and Allotments processed within OMB’s A-11 time frames

• % of paid travel vouchers in compliance with DOL standards and paid invoices in compliance with Prompt Payment Act

Performance Goals

Deliver high quality HR support

Center

HRC

Means and Strategies

• Administer DOL Online Opportunities Recruitment System (DOORS) applicant and managerial satisfaction surveys

• Assess DOORS quarterly time-to-hire reports

Output Measures

• # of surveys administered

• # of vacancies

Intermediate Measures

• Monthly satisfaction index score

• # of new hires

Outcome Measures

• Customer Satisfaction Score based on the American Customer Satisfaction Index

• % of new hires within 45 work days

Section 3

Effective Departmental Oversight

• Value for $ and staff time invested

• Expert guidance and assistance for agencies on resource management issues

Performance Goals

Effective IT governance

Center

ITC

Means and Strategies

• Conduct reviews (e.g., Federal Information Security Management Act (FISMA)) to ensure system security

• Conduct reviews and analyze Earned Value Management System reports for capital planning

• Conduct reviews and update/monitor

Enterprise Architecture (EA) Transition Sequencing Plan

Output Measures

• % of DOL in compliance with National Institute of Standards and Technology 800-18, 30, 33, 37, and FISMA standard security configurations requirements

• % of IT portfolios approved by Office of the Chief Information Officer

• % of EA managed through automated tool

Intermediate Measures

• % of DOL major information systems operating securely

• % of acceptable systems after control reviews

• % of people trained on EA and solutions architecture

Outcome Measures

• % of DOL major information systems operating securely

• % of major IT investments within 10% of cost and schedule

• % of DOL in compliance with target EA

Performance Goals

Conduct performance reviews for compliance with delegated authority

Center

HRC

Means and Strategies

Conduct office audits to determine fair placement

Output Measures

# of audits performed

Intermediate Measures

# of corrective action reports provided within 30 days of review

Outcome Measures

% of HR Programs in compliance

Performance Goals

Effective budget oversight and review of DOL resources

Center

DBC

Means and Strategies

• Perform analysis and conduct status of fund and financial review meetings to ensure resources are spent according to plan

• Develop all-purpose tables and summaries of Congressional Subcommittee and Committee actions

• Implement e-Budget System Department-wide to ensure accurate, timely budget information

Output Measures

• # of meetings required with agencies to resolve object class

adjustments and spending plan changes

• # of summaries of Congressional actions completed

• # of agencies trained on e-Budget System

Intermediate Measures

• # of days to implement object class adjustments and spending plan changes

• % of Congressional actions summaries completed in less than 5 days

• % of DOL agencies using e-Budget System

Outcome Measures

• % of funds fully obligated against approved spending plan

• % of DOL agencies briefed on Congressional actions

• % of DOL agencies using e-Budget System

Performance Goals

Transparently report costs and benefits of DOL programs

Center

CPPR

Means and Strategies

Refine Performance and Accountability Report (PAR) design and process

Output Measures

Improvements reflected in PAR guidance

Intermediate Measures

Improvements implemented as evidenced in the PAR

Outcome Measures

Top five ranking in the Mercatus Performance Report scorecard

Strategic and Performance Plan 2006-2010