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 PMAs 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.
DOLs 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 DOLs 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 organizations 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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