E-Government Act Report - FY 2008

Section 1: Implementation of Electronic Government Initiatives

Introduction

The Department of Labor (DOL) has chosen to highlight the Integrated Federal Employees’ Compensation System (iFECS) investment for this year’s E-Government Act of 2002 Report. iFECS is a mission-critical steady state system that supports the Office of Workers' Compensation Programs (OWCP), Division of Federal Employees' Compensation (DFEC) in the administration of the Federal Employees' Compensation Act (FECA). DFEC provides workers’ compensation coverage for three million federal, postal and certain other workers covered by the Act. FECA benefits include wage replacement and survivors’ compensation and payment for medical care including for vocational rehabilitation assistance. As such, iFECS supports FECA program administration and mission-related activities. FECA program operations include centralized mail processing and central medical bill processing, both under contract. Mission activities include claims adjudication, payment of benefits, disability management and vocational rehabilitation, management of the Federal Employees’ Compensation Fund, and technical assistance and outreach to Federal employing agencies, medical providers, and other stakeholders.

iFECS has significantly improved government functions of processing injury claims, paying workers' compensation benefits, providing medical benefits, and supporting other financial and administrative activities mandated by Congress. The system capabilities support operations such as: mail intake; automation of claims and benefit payment; long-term case maintenance and case file storage; Electronic Data Interchange (EDI) and other information exchanges; providing customer access to program information; correspondence and phone communications; workload tracking; program performance and benefit cost reporting; financial management; and program oversight and other general administrative activities. Over the years, the system has evolved from its inception in 1978 as a series of disparate component systems built for a "Four Phase" environment, through a direct conversion of that software to the FECS (1985 to 2005) that comprised independent function-based component systems in a client/server environment, and in 2005 migrated to a single integrated system—iFECS.

Overall, iFECS is a federal system that exemplifies the government’s ongoing efforts to improve continually the business of government and the delivery of services to the U.S. citizen. Over the past few years, the iFECS investment has provided a valuable contribution to increasing government efficiency, reducing federal costs, and improving program transparency. The Department of Labor is proud of this investment and its continued contribution to serving its customer community.

Section 1: Implementation of Electronic Government Initiatives

How we are transforming our operations

Program evaluations identified large caseloads as a challenge for DFEC’s effectiveness. However, the transformation to iFECS has further reduced the manual aspects of workload processing and freed staff time to carry out decision-based claims activities and improved services to customers, as it provides staff with real-time access to claims status information allowing them to provide more timely answers to claimant inquiries. Additionally, iFECS provides both front-line staff and management with improved access to performance data for more efficient management of workloads and higher quality of oversight of program operations. It also supports the reduction of erroneous payments through mechanisms and controls for ensuring payment accuracy, heightened internal security, and increased audit capability. Also, “reason codes” that will identify the source of payment errors to further improve payment accuracy and reduce the need for rework/correction are being developed.

Further, iFECS leverages other program efforts. Case data are exchanged with a bill processing vendor to establish eligibility for medical benefits and to update cases with medical payment activity. The website for the bill processing vendor provides a range of information for medical providers, claimants and employing agencies on medical fee schedules and bill processing and payment status. OWCP also makes its medical fee schedule available on-line for the convenience of medical providers and Federal agencies and has established Memoranda of Understanding with approximately 30 Federal agencies for sharing workers’ compensation data electronically to improve the exchange of Government information. Also, Federal payroll information systems are leveraged to provide employees access to their own workers’ compensation case status and to information on claims filing procedures, eligibility and other program information.

Proposed enhancements to the iFECS investment include further improvements in electronic access to case records for both DFEC staff and program customers, increased decision support and workload management functionality, Electronic Data Interchange (EDI) capability enhancement to speed information flow between the Federal employing agencies and DFEC, a modern Interactive Voice Recognition system that supports redistribution of calls to adjust for workload imbalances due to volume increases, peak volumes, specialized response requirements, and emergency situations. Additionally, video conferencing capability with access to iFECS is being developed to reduce travel costs incurred by program personnel, especially Hearing Representatives, while also providing claimants with more rapid hearings and decisions. Through these continued efforts, OWCP identifies innovative ways of using technology to meet customer needs and ensures that program and field managers receive guidance and recommendations on the latest technology advancements available to provide the best services to its customers.

How we are maintaining ongoing dialogue with interested parties to ensure innovation

DFEC interacts daily and at regularly scheduled intervals with stakeholders to facilitate service and delivery of information through information technology. Regularly scheduled interagency meetings are held with the Federal employing agencies, in part to share information on automated tools to submit and monitor FECA case, medical, compensation calculation, and return-to-work information. DFEC staff works directly with many Federal agencies and non-appropriated entities such as the Department of Energy, Tennessee Valley Administration, Health and Human Services, and the Treasury Department to collaborate on information shared or transferred from iFECS. DFEC provides outreach to the United States Postal Service, Department of Defense, National Guard Bureau, the American Postal Workers’ Union, Transportation Security Administration, and Customs and Border Patrol, among others, to address agency processes and DFEC automated tools. In 2008, DFEC created an agency IT Working Group to provide a technical forum to discuss expanded and improved EDI and electronic funds transfer arrangements, promote greater technological innovation and resolve technical issues between the agencies and the program.

Our external partners

As a service organization, improvement of customer services is a key OWCP program objective. To better meet this objective, DFEC developed a six-part communications services goal to measure improved customer access to the program through strategies that encourage customers to make greater use of automated information services. This includes a greater use of Web-based and other direct system-accessed services and an increase in EDI transactions. An example is the automated safety and health information management system (SHIMS) reporting tool. This system enables employees to file injury reports electronically, and then transmits the data via EDI for use in iFECS to speed timeliness and accuracy of processing. Achievements have included a doubling of customers using automated systems to obtain program information and assistance and an 85 percent increase in Federal employees provided access to DFEC’s Claimant Query System. iFECS has enabled the automated recordation and tracking of incoming phone calls, and this performance has contributed to a reduction in turnaround time to caller inquiries and increases in response effectiveness and call handling quality.

Additionally, the program holds periodic meetings with the Federal employing agencies to provide program updates on policy and procedures, to address agencies’ questions and customer service needs, including how they can use iFECS tools for accessing claims and benefit information.

Our performance and outcome measures and cost savings/avoidance

iFECS performed very well in supporting DFEC’s major performance measurement categories, most notably the Government-wide Safety, Health and Return to Employment (SHARE) initiative. A Presidential Management Initiative, SHARE measures federal agencies’ success in reducing injuries and the number of production days lost due to workplace injury, and in improving the speed of injury reporting. Data are gathered and reported on each agency’s number of lost production days, timeliness in filing injury reports, injury rate, and success in returning employees to work after an injury as soon as medically appropriate.

Another goal supported by iFECS is the Periodic Roll Management initiative, which achieved $16.6 million in cost avoidance in FY 2008 through structured review of long-term cases. Sustained cost avoidance is forecasted each year through 2011. These initiatives are heavily dependent on the quality and timeliness of the data and the case management tools provided by iFECS.

Performance measurement has been a long-standing priority for DFEC, and the program tracks large numbers of performance indicators at the strategic and operational levels. These include production volumes, timeliness of processing, efficiency and effectiveness. DFEC relies on iFECS to ensure proper database management and to ensure that claims, benefit and performance data and reporting meet quality standards. Reporting processes are more efficient and statistical report design and content are improved using iFECS. The system also enables DFEC to better test performance data, make quality improvements and increase accuracy. DFEC maintains strict oversight of data entry into iFECS, with regular on-site review by local managers and formal periodic reviews that check the quality of the claims data record. Other quality tools include extensive checks and edits built into system programming to ensure accuracy and ensure integrity by controlling access to critical functions according to each employee’s assigned duties.

How we are ensuring accessibility

iFECS adheres to the Department of Labor’s procurement standards that require all contracts and/or task orders to be in full compliance with the Americans with Disabilities Act, Section 508. In addition, all products are tested for Section 508 compliance and accepted through review committee to ensure compliance of the target solution. Furthermore, all task orders are monitored for Section 508 compliance, and products are tested and accepted through review committees to ensure compliance of final deliverables.

To accommodate individuals without internet access iFECS currently receives forms and medical requests via mail or fax.

The Office of the Chief Information Officer (OCIO) provides guidance and oversight for Agency Information Technology investments through the DOL Capital Planning and Investment Control (CPIC) process (i.e., Select, Control, and Evaluate phases). All major investments at DOL, including iFECS, must participate in OCIO Quarterly Control Reviews, semi-annual E-Government Reviews, and the preparation and submission of the Office of Management and Budget (OMB) Exhibit 300 IT investment business cases, in accordance with the annual Federal budget preparation process as described in OMB Circular A-11, Part 7. iFECS has participated in the CPIC process since project inception and continues to effectively utilize CPIC processes as demonstrated by its continued “Green” score in the OCIO Quarterly Control Reviews (most recently "Green" in FY 2008 Q1, Q2 and Q3).

How we identify new initiatives

The identification of opportunities is derived from multiple sources. While the majority of opportunities arise during transition strategy and architecture development and analysis, other environmental factors (e.g., new legislation or changes to existing legislation) can serve as indicators of an opportunity. The process for identifying opportunities driven by new legislation is similar to that of new technology, except for where the opportunity enters the process. Initially, business stakeholders evaluate the driver for applicability to DOL business and strategic outcomes. The technical parameters (if any) and intended business application(s) are then passed through the various DOL IT governance processes to perform an initial, high-level impact analysis. If business and technical risks are acceptable, the responsible governance body authorizes, scopes and forms a segment Integrated Program Team (IPT). Two key components of the DOL governance process that are used to streamline the identification of new initiatives are Enterprise Architecture (EA) and CPIC. DOL utilizes EA in support of decision-making activities driving quantified results and CPIC to identify, select and manage key investments.

More specifically, EA is utilized to foster a more effective and efficient DOL Enterprise by providing the information, automated tools, and analytical methods for identifying and analyzing investment candidates. Driven by the DOL Strategic Plan, the DOL EA translates strategic guidance into quantifiable, understandable and integrated processes, activities, services, performance objectives and supporting information technology and infrastructure. This integrated information environment enables fostering the identification, analysis and validation of investments and investment alternatives. As such, the EA is used to understand not only architectural implications of proposed initiatives and technologies, but the integrated strategic and business impact as well.

Furthermore, the knowledge and quantification of both internal and external benefits, risk and impacts provides the ability for the CPIC process to conduct sound selection activities, implementation of a cohesive transition strategy and sequencing plan, and management of programs and projects with a clear understanding of critical performance metrics, risks and impacts

Section 2: Agency Information Management Activities

DOL’s Information Technology Strategic Plan, FY 2005-2009, is published at the following link: http://www.dol.gov/cio/programs/ITStrategicPlan2006/IT-Strategic-Plan.htm

DOL’s Enterprise Architecture Transition Plan is published at the following link: http://www.dol.gov/cio/programs/DOL-Transition-Strategy-Plan.pdf

Final Determinations, priorities, and schedules used to improve the dissemination of and access to DOL's information to the public.

In accordance with Section 207(f)(2) of the E-Government Act of 2002, DOL posts its web content publication schedule at the following link: http://www.dol.gov/dol/aboutdol/content.htm. Additional publication resources are listed under the “Research, Reports & Publications” at http://www.dol.gov/dol/foia/readroom.htm.

DOL's FOIA handbook, the link to DOL's primary FOIA website, and the website link where frequent requests for records are made available to the public.

FOIA Handbook:                                 http://www.dol.gov/dol/foia/guide6.htm
Primary FOIA Website:                         http://www.dol.gov/dol/foia/
Frequently requested records:               http://www.dol.gov/dol/foia/

DOL’s public websites that disseminate research and development (R&D) information to the public.

ETA and OSHA publish Research & Development grants on their websites.

ETA’s website, http://www.doleta.gov/, provides information on Community-Based Job Training Grants. These grants are employer-focused and support the President's High Growth Job Training Initiative, a national model for demand-driven workforce development implemented by strategic partnerships between the workforce investment system, employers, and community colleges and other training providers. The website includes information about previous grant solicitations, a searchable database of current grantees, fact sheets, solicitation information, and previous speeches from President Bush discussing the grants initiative.

OSHA’s website, http://www.osha.gov/dcsp/ote/sharwood.html, provides information about the Susan Harwood Training Grant Program which is designed to provide training and education programs for employers and employees on the recognition, avoidance, and prevention of safety and health hazards in their workplaces. The website includes information on the solicitation / application process, previous grant recipients, as well as information produced by past grant recipients.

DOL’s inventory of formal agency agreements with external entities that complement our information dissemination programs.

DOL’s inventory of National Archives and Records Administration (NARA)-approved records schedules.

DOL has a total of 124 approved records schedules covering the retention and disposition of DOL agency records.  In FY 2008, DOL submitted record schedules for three (3) electronic systems, databases and applications to NARA for approval.  DOL is currently awaiting NARA approval of ten (10) records schedules covering electronic systems, databases and applications submitted in previous fiscal years.  Using DOL Exhibit 300s for FY 2009 budget year and data collected through DOL records management community surveys, an inventory of electronic systems, databases and applications that will be scheduled was completed in accordance with the Section 207(e) of the E-Government Act of 2002.  Of the systems, databases, and applications inventoried, seventeen (17) are currently covered by existing records schedules that will be updated in FY 2009, and forty (40) are unscheduled and will be scheduled, in many instances, using NARA’s Electronic Records Archives system.  Below is the table of all DOL records schedules approved by NARA.

Conclusion

DOL’s commitment to the E-Government Act of 2002 is evidenced by the Department’s record of success as measured by the President’s Management Agenda scorecard.  DOL is proud to be the Federal Managing Partner for GovBenefits.gov and contributes to many other E-Government initiatives that provide our citizens with easier access to information, greater transparency, and results.

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