U.S. Department of
Labor
Office of the Assistant
Secretary for Administration and Management
2006 - 2010 Strategic and
Performance Plan
OASAMLeading 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
planningand is the hub for DOLs implementation of the
Presidents Management Agenda.
Vision Statement and Outcome
Goals
Effective Departmental Leadership
Customer Focused
Effective Departmental Oversight
DOL Mission
Statement
The Department of Labors 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 goalswhich 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 DOLs award-winning Performance and
Accountability Report.
The Presidents Management
Agenda
President George W. Bushs 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 planand 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 20062010
Strategic Goal
Effectively coordinate and implement the Department
of Labors (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 Presidents
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 Departments 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
# 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 OMBs 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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