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www.dol.gov/oasam
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| October 10, 2008 DOL Home > OASAM |  |
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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 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, 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. 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 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: Means and Strategies Output Measures Intermediate Measures Outcome Measures Performance Goals Deploy enterprise-wide IT systems through Unified DOL Technology Infrastructure (UDTI) Center Means and Strategies Output Measures Intermediate Measures Outcome Measures Performance Goals Center Means and Strategies Output Measures Intermediate Measures Outcome Measures Performance Goals Center Means and Strategies
Output Measures Intermediate Measures Outcome Measures Performance Goals Center Means and Strategies Output Measures Intermediate Measures Outcome Measures Performance Goals Center Means and Strategies
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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 • # 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 |
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