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Photo: Neshan Naltchayan The DOL Management
Review Board (MRB) coordinates action on the Presidents Management Agenda
and other department wide issues. The MRB is chaired by the Assistant Secretary
for Administration and Management and includes the heads of the
Departments program agencies and directors of key staff
organizations. |
DOL is committed to improving mission performance through
better utilization of information technology, effective stewardship of DOL
resources, and maintaining an environment in which employees are encouraged to
develop their individual skills and pursue career goals. To achieve these
objectives, the Department has increased the electronic distribution of
training and other human resources information, continued upgrades to the
payroll systems, expanded continuous learning and career management programs,
and increased participation in employee-friendly programs. This
section highlights progress toward achieving the Departments internal
management goals in the program support areas of human resources, finance, and
information technology.
Maintain the Integrity and Stewardship of the Departments
Financial Resources
All DOL financial systems meet the standards set in the Federal
Financial Management Improvement Act (FFMIA) and the Government Management
Reform Act (GMRA).
Results: The goal was substantially achieved. The Department has
determined that all 17 financial management systems substantially comply with
the FFMIA standards. However, the Office of Inspector Generals (OIG)
audit report concluded that DOL has not made sufficient progress in
implementing managerial cost accounting, and the Office of the Chief Financial
Officer (OCFO) committed at the outset of the year to measure progress on this
goal by reference to the OIGs findings. In accordance with GMRA, the
audited Consolidated Financial Statement was delivered as per the form and
content specified by the Office of Management and Budget.
Program Description: OCFO provides comprehensive direction to
all DOL agencies on financial policy arising from financial, legislative, and
regulatory mandates. FFMIA requires agencies to implement and maintain
financial management systems that substantially comply with Federal financial
management systems requirements, applicable Federal accounting standards, and
the United States Government Standard General Ledger at the transaction level.
GMRA requires each agency to prepare and submit audited financial statements.
The financial statements must comply with the Office of Management and
Budgets Bulletin No. 01-09, Form and Content of Agency Financial
Statements (and amendments).
Analysis of Results: For the sixth consecutive year, DOL
received an unqualified (clean) audit opinion which states that the
financial statements are presented fairly in all material respects in
accordance with accounting principles generally accepted in the U.S. Also, no
material weaknesses were identified in the Report on Internal Controls.
The Secretary has certified that during FY 2002, all 17 eligible DOL
systems substantially complied with the requirements of FFMIA for the second
consecutive year. However, OIGs audit findings, included in the Financial
Performance Report, conclude that due to delays in the Departments
progress in developing managerial cost accounting systems, required by the
Federal Accounting Standards Advisory Board (FASAB) Standard No. 4, the
Departments systems are not in substantial compliance with FFMIA.
Notwithstanding the Departments certification that it is in substantial
compliance with FFMIA, DOL is reporting this goal as substantially, rather than
fully, achieved because OIGs audit opinion serves as the data source for
measuring the achievement of this goal.
Strategies: As explained in managements response to
OIGs audit finding, DOL recognizes that further progress is needed to
fully implement managerial cost accounting. During FY 2003, the Department will
accelerate its efforts to ensure that cost accounting data is available for all
major programs and that managers use this information to improve efficiency.
DOL will concentrate on coordinating the performance reporting systems and the
financial management systems to provide an integrated view of performance and
cost data. To support this initiative, the OCFO is in the process of forming a
division within its Office of Financial Integrity whose responsibility is to
work in conjunction with the Office of the Assistant Secretary for
Administration and Management, to implement the integration of performance,
budget, and financial information at the operational level.
Goal Assessment and Future Plans: DOL has consolidated its two
goals targeting compliance with financial laws and standards, and added new
performance measures for FY 2003 that address the financial management
challenges posed by the Presidents Management Agenda.
(Goal FM1 FY 2002 Annual Performance Plan)
Maintain the Integrity and Stewardship of the Departments
Financial Resources
DOL meets all new accounting standards issued by the Federal
Accounting Standards Advisory Board (FASAB) including the Managerial Cost
Accounting Standard.
Results: The Department substantially achieved the goal. The
Department has determined that all new FASAB standards have been met. However,
the Office of Inspector Generals (OIG) audit report concluded that DOL
has not made sufficient progress in implementing the Managerial Cost Accounting
Standard, and the Office of the Chief Financial Officer (OCFO) committed at the
outset of the year to measure progress on this goal by reference to the
OIGs findings.
Program Description: OCFO provides guidance, assistance, and
oversight in implementing cost accounting applications at summary levels in
each agency to measure costs in achieving organizational goals.
Analysis of Results: The Secretary has certified that during FY
2002, all 17 eligible DOL systems substantially complied with the requirements
of FFMIA, including meeting all new accounting standards issued by FASAB.
However, OIGs audit findings, included in the Financial Performance
Report, conclude that due to delays in the Departments progress in
developing managerial cost accounting systems, required by FASAB Standard No.
4, the Departments systems are not in substantial compliance with FFMIA.
Notwithstanding the Departments certification that it is in substantial
compliance with FFMIA, DOL is reporting this goal as substantially, rather than
fully, achieved because OIGs audit opinion serves as the data source for
measuring the achievement of this goal.
Strategies: In FY 2002, the Department continued its strategy of
using a top-down, management-driven approach in implementing managerial cost
accounting. For FY 2003, DOL will concentrate on coordinating the performance
reporting systems and the financial management systems to provide an integrated
view of performance and cost data. To support this initiative, the OCFO is in
the process of forming a division within its Office of Financial Integrity
whose responsibility is to work in conjunction with the Office of the Assistant
Secretary for Administration and Management, to implement the integration of
performance, budget, and financial information at the operational level.
Goal Assessment and Future Plans: DOL has consolidated its two
goals targeting compliance with financial laws and standards, and added new
performance measures for FY 2003 that address the financial management
challenges posed by the Presidents Management Agenda.
(Goal FM2 FY 2002 Annual Performance Plan)
Improve Organizational Performance and Communication through
Effective Deployment of IT Resources
Improve automated access to administrative and program systems,
services and information.
Results: This goal was substantially achieved, with five of six
indicators met.
Program Description: The Departments Office of the
Assistant Secretary for Administration and Management provides leadership,
policy guidance, and assistance to DOL agencies to promote the efficient and
effective use of information technology (IT). The Office of Public Affairs, the
Office of the Assistant Secretary for Policy, and the Office of the Assistant
Secretary for Administration and Management coordinate to manage the
Departments public and internal web sites to ensure the information and
services are cohesive, accessible, timely, accurate, and authoritative.
Analysis of Results: This goal had two distinct information
technology objectives: 1) improving DOLs internal automated communication
capabilities and 2) improving public access and content of DOL web page
services. The first objective was fully achieved as DOL implemented a
department wide computer network and installed common office automation
software improving workplace productivity by simplifying information
data exchange capabilities. For the second objective, the Department redesigned
and enhanced its public Web page by incorporating additional informational
topics and interfaces and improving user satisfaction, which in turn attracted
additional users. DOL did not achieve the targeted reduction of Web page
hits necessary to reach the information of interest to the
sites users. However, this was due in part to users remaining on the
redesigned and improved Web page longer and viewing more pages as both the
quantity and quality of information increased.
Goals Assessments and Future Plans: DOL has significantly
revised this goal for FY 2003 to focus on improving organizational performance
and communication through effective information management and deployment of IT
resources. The FY 2003 indicators will measure the Departments progress
in the areas of improving security over automated systems, managing IT
initiatives to ensure the delivery of expected benefits on time and within
budget, and facilitating our customers communications with the
Department.
(Goal IT1 FY 2002 Annual Performance Plan)
Establish DOL as a Model Workplace
The right people are in the right place at the right time to carry
out the mission of the Department.
Results: This goal was not met. Performance met or exceeded
targeted levels for four of six performance indicators. One indicator was
substantially achieved. One indicator was not met.
Program Description: To accomplish its mission more effectively,
DOL strives to attract highly competent and diverse job applicants. Selecting
officials are given the opportunity to assess the effectiveness of recruitment
efforts by providing feedback about the quality of applicants. Targeted
recruitment efforts have also been developed to increase the diversity of the
Departments workforce, and to address under-representation in
professional occupations. The Department has continued to develop competency
models for its mission critical occupations. These competency models will allow
us to assess the skills of our workforce, identify skill gaps, and develop
training programs to eliminate those gaps, as well as focus recruitment efforts
towards attracting applicants with the right competencies. To promote a
citizen-centered and results oriented government, the Department has been
improving its strategic management of human capital, as measured by the Human
Capital Scorecard for the Presidents Management Agenda. This effort
included developing a scorecard for each major program agency in the
Department.
Analysis of Results: Three sub-objectives add definition and
focus for this goal, and each sub-objective is supported by one or more
performance indicators and measures. The FY 2002 results by sub-objective and
indicator follow.
The DOL workforce is a prepared and competent workforce.
- 90 percent of managers will indicate satisfaction with the
quality of applicants referred for their vacancies. This indicator was met.
Ninety-four percent of . selecting officials indicated satisfaction with the
quality of job applicants. This was down slightly from the 97 percent
satisfaction rate reported for the last half of FY 2001, but still
substantially above the goal of a 90 percent satisfaction rate. The overall
response rate improved in FY 2002 to 55.8 percent, up from 47.9 percent in FY
2001.
- Baselines for key professional occupations identified by
restructuring plans prepared by agencies with retention problems will be
established. This indicator was met. Baseline turnover rates were
established for mission critical professional occupations with more than 75
employees, based on average turnover rates for the three years from FY 1998
through FY 2000. Five occupations were identified as having high turnover
rates: economists, mathematical statisticians, auditors in the Pension Welfare
Benefits Administration, pension law specialists, and manpower development
specialists. All but auditors showed significant declines in FY 2001 from the
baselines. The turnover rate for mathematical statisticians dropped from 8.5
percent to 5.9 percent; economists from 8.4 percent to 7.5 percent; manpower
development specialists from 9.6 percent to 5.7 percent; and pension law
specialists from 10.9 percent to 8.3 percent. This decrease is attributable in
part to the slower economy combined with an increased interest in public
service that has made government jobs moredesirable. In addition, our targeted
recruitment efforts and college visits have improved the recruitment of
candidates. In view of the FY 2001 baseline study findings, the Department does
not plan to set performance measures for increasing retention rates forany
occupations at this time. We will continue to monitor retention rates, and some
initiatives, such as succession planning and retention bonuses, will continue
on a targeted basis
The Asian Pacific
American Career Advancement Summitheld May 1, 2002to kick off Asian
Pacific Heritage Monthincluded a day-long workshop designed to bring
together government workers of Asian-Pacific heritage who want to advance
within the Federal workforce. Participants, shown here, were provided with
management insights, new skills, and mentoring opportunities that will help
advance their government careers. |
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Core competencies for mission critical occupations are
established.This indicator was not met. The Presidents Management
Agenda calls for the elimination of workforce skill gaps in mission critical
occupations those major occupations essential to the accomplishment of
the Departments mission. Competencies measure the knowledge, skills,
abilities, behaviors, and other characteristics needed to perform work roles or
occupational functions successfully. Identifying these core competencies serves
as the first step to assessing and eliminating skill gaps in the workforce.
The Department identified 27 mission critical occupations as part of
its overall workforce planning analysis, and established the core competencies
for 10 occupations. In addition, a draft competency model for an eleventh
occupation was prepared, and 7 more are currently being developed with
completion expected in December 2002. The Department plans to continue this
work in the next fiscal year.
The DOL workforce is a diverse workforce
- Improvement will be realized in 30 percent of diversity indicators
for professional occupations exhibiting under- representation in FY 2001.
This indicator was substantially met. Under- representation of ethnic
groups and women exists in many of the Departments professional
occupations. The Departments Affirmative Employment Plans have regularly
included strategies to improve representation in these occupations. At the end
of FY 2001, it was determined that pockets of under-representation stillexisted
in 34 ethnic-occupational groupings (such as Hispanic engineers, or
Asian/Pacific Islander attorneys). In the 34 professional occupation-ethnic
group categories, representation improved in 29.4 percent, substantially
meeting the goal. In addition, 3 occupations increased to meet their
representation in the civilian labor force: female accountants, Asian/Pacific
Islander attorneys, and Asian/Pacific Islander administrative law judges.
- Continued improvement is realized in the extent to which
diversity in the DOL workforce reflects the civilian labor force. This
indicator was met. The following chart provides diversity data on the
Department of Labor for the last four years. In general, diversity improved
among Asian/Pacific Islanders and women in FY 2002, while most other categories
remained unchanged. The percentage of black employees was down slightly, but
was still substantially above the percentage in the overall Civilian Labor
Force.
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Total |
Women |
White |
Black |
Hispanic |
Asian/ P.I. |
/ Am. Native Alaskan Native |
Persons with Disabilities |
Persons with Targeted
Disabilities |
CLF* |
100% |
46.3% |
11.3% |
- |
11.9% |
3.9% |
0.7% |
|
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FY 1999 |
15,723 |
7,802 |
10,269 |
3,782 |
1,057 |
505 |
110 |
|
|
100% |
49.6% |
65.3% |
24.1% |
6.7% |
3.2% |
0.7% |
|
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FY 2000 |
16,053 |
7,971 |
10,367 |
3,887 |
1,102 |
532 |
115 |
|
|
100% |
49.7% |
64.6% |
24.2% |
6.9% |
3.3% |
0.7% |
|
|
FY 2001 |
16,193 |
8,119 |
10,490 |
3,899 |
1,115 |
575 |
113 |
1,076 |
196 |
100% |
49.9% |
64.8% |
24.1% |
6.9% |
3.6% |
0.7% |
1.2% |
6.6% |
FY 2002 |
16,135 |
8,135 |
10,448 |
1,113 |
3,849 |
616 |
109 |
1,072 |
189 |
100% |
50.4% |
64.8% |
23.9% |
6.9% |
3.8% |
0.7% |
6.6% |
1.2% |
Human capital policies and plans promote a citizen-centered and
results oriented government consistent with the Presidents Management
Agenda.
- Improve Human Capital Standards scores for at least 20 percent of
DOL agencies, above baseline established in FY 2001.This indicator was met.
In FY 2001, OMB rated the Department overall and 10 of its agencies using the
scorecard developed to measure performance on the items in the Presidents
Management Agenda, including human capital strategies, citizen-centered
organizational structures, workforce performance, and workforce competencies.
OMB used a rating scale of Green (meets the requirements), Yellow (meets some
but not all), and Red (fails to meet all). With minor modifications, the
Department conducted its own evaluation of the 10 agencies in FY 2002. Sixty
percent of the ten programs rated in FY 2001 showed improvement for FY 2002.
Two agencies received Green ratings, while the remaining eight all received
Yellow ratings.
Data sources varied for the performance indicators. Survey results came
from a survey distributed with certificates of applicants for positions.
Diversity data is from the Departments PeoplePower database. Information
on the OMB scorecard for the Department of Labors agencies was supplied
by the agencies with some additional information taken from the PeoplePower
database. This information was reviewed and evaluated by Office of Workforce
Planning and Diversity in OASAM. The OIG conducts annual audits of the validity
of the data.
Goal Assessment and Future Plans: The performance indicator for
measuring the quality of the workforce will be changed for FY 2003. Since more
than 90 percent of managers responding to the survey expressed satisfaction
with the overall quality of applicants referred to them, the Department plans
to pursue more specific measures of workforce quality and preparedness. The
survey will be eliminated. Work will continue on the development of
competencies in mission critical occupations, and tools will be selected to
conduct the assessment of workforce skills against those competencies
the next step in the process of aligning workforce skills with the
Departments missions
(Goal HR 1 FY 2002 Annual Performance Plan)
Reduce the Rate of Lost Production Days
Reduce the rate of lost production days (i.e., number of days
employees spend away from work due to work related accidents and injuries) by
two percent.
Results: This goal was achieved. The rate of lost production
days due to work related accidents and injuries decreased by 22.7 percent.
Program Description: This goal is one of the Departments
two measures under the Government-wide Federal Employees Safety and Injury
Initiative led by DOLs Office of Workers Compensation Programs
(OWCP) and Occupational Safety and Health Administration. Within DOL, the
Office of the Assistant Secretary for Administration and Management (OASAM)
assists DOL agencies to reduce work related injuries and illnesses, and return
recovered employees to the workplace at the earliest appropriate time.
Analysis of Results: DOL achieved a lost production days rate of
50 days per 100 employees, as compared to a target level of 63.4 days for FY
2002. This is a dramatic turnaround after two years of increases in lost
production days. The Department realized this result through a program of
increased management attention and accountability and its Positive Case
Management initiative to return workers to duty commensurate with their
abilities by providing light duty and job modifications on a more extensive
basis. OWCP provides the final data for this indicator, and explains in the
narrative for Goal 2.2D how they verify the reliability of the data provided to
all Federal agencies.
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Strategies: The Department has worked closely with OWCP to
identify injured employees who are the best candidates for return to productive
employment. This effort, coupled with closer cooperation between the
workers compensation coordinators and front-line managers, permitted the
Department to provide earlier accommodation to partially disabled workers.
OASAM conducted a training conference for program managers in agencies with low
performance against the Federal Employees Safety and Injury Initiatives
goals, and developed a guide on strategies to return injured employees to work.
OASAM monitored progress through monthly reports distributed to all DOL
agencies. In addition, the Department engaged the services of nurses who
specialize in occupational health and disability assessments to work with
injured employees, in many instances before their claims had been reviewed by
OWCP for potential services, thereby shortening the time required to begin the
rehabilitation process. During FY 2003, DOL will continue to use the
information available in its Safety and Health Management Information System as
well as OWCP data to identify injured employees who are candidates for return
to duty, either in their previous positions or through light duty or job
modification. The Departments complementary efforts to reduce the rates
of injuries and illnesses should also support a further reduction in the rate
of lost production days. These efforts are described under the goal to reduce
injury rates.
Goal Assessment and Future Plans: The Department will
aggressively pursue continued reductions by establishing goals in keeping with
the guidance provided by OWCP.
(Goal HR2 FY 2002 Annual Performance Plan)
Reduce the Injury Rate and Improve the Timeliness of Filing Injury
Claim Forms
Reduce the injury/illness rate for DOL employees by three percent
and improve the timeliness of filing work related injury/illness claim forms by
five percent.
Results: The Department has achieved this two part goal. The
Department achieved an injury/illness rate of 2.98 as of the end of the fourth
quarter FY 2002 against a target of 3.38 claims per 100 full-time employees.
The timeliness of filing claim forms improved by 19.8 percentage points.
Program Description: This two-part goal is one of two measures
under the Federal Employees Safety and Injury Initiative led by DOLs
Office of Workers Compensation Programs (OWCP) and Occupational Safety
and Health Administration. To reduce injuries and illnesses among DOL
employees, the Departments Office of the Assistant Secretary for
Administration and Management (OASAM) monitors work related injuries and
illnesses, and initiates appropriate interventions and corrective actions.
Analysis of Results: In FY 2002, DOL targeted reducing injuries
and illnesses to 3.38 cases per 100 employees and filing 62.4 percent of claims
with OWCP in a timely manner. The Department met the injury/illness target with
a rate of 2.98 per 100 employees, and exceeded the timeliness target by 14.8
percentage points by filing 77.2 percent of claims on time. This performance
represents a significant turn-around for the Department in providing a safer,
healthier work environment for employees and securing medical and income
replacement benefits in a timely manner.
Rates of injury and causes of injuries continue to fluctuate among the
DOL agencies. This is attributable in large part to the varying missions and
occupational demands of the Departments work force. OASAM continues to
engage the various agencies in detailed and targeted analysis of their
respective injury rates and types, and has identified repetitive stress
injuries for special emphasis on a department wide basis.
OWCP provides the data for the timeliness of injury claims in its
time-lag reports for Federal agencies. In addition, the OASAM Safety and Health
Information Management System tracks the data throughout the year on a
real-time basis. OSHA provides final injury/illness rates to federal agencies
using OWCP workers compensation claims data in conjunction with
employment data from the Office ofPersonnel Management.
Strategies: During the past year, the Department implemented key
reporting and information systems that promote faster filing of claims and
greater accessibility to injury data. For example, expanding the Safety and
Health Information System to provide the capability to file claims directly
with OWCP significantly improved the timeliness of filing claim forms. In
addition, this management information system provides a wealth of data that the
DOL agencies now use to promptly analyze the nature and causes of injuries and
illnesses. OASAM trained the safety and health officers and workers
compensation coordinators in making effective use of these tools.
In FY 2003, the Department will expand its use of the new data systems
to provide more detailed analysis of the types of injuries by individual
programs and offices. This effort will be coupled with a revitalized internal
safety and health program that will include inspection of DOL offices. OASAM
will also introduce a web-based self-assessment and education tool to provide
an ergonomic awareness and worksite modification program. In addition, the
Department plans to pilot OSHAs Voluntary Protection Program (VPP) in
three DOL areas with high rates of injuries and illnesses. VPP has a proven
track record of substantially reducing injuries and illnesses in private sector
worksites.
Goal Assessment and Future Plans: The goals for FY 2003 will be
a further three percent reduction in the injury/illness rate and a five percent
increase in the timeliness of reporting workers compensation cases to
OWCP
(Goal HR3 FY 2002 Annual Performance Plan)
Enhance the Efficiency of DOLs Services
Complete public-private or direct conversion competitions on not
less than the five percent of the FTE listed on DOLs 2000 FAIR Act
(Federal Activities Inventory Reform Act) Inventory.
Results: DOL fully achieved its FY 2002 competitive sourcing
goal. In FY 2002, DOL directly converted to private sector contractors the
commercial work performed by 152 full time employees (FTE), more than the
target of 140 FTE required to meet the five percent targeted reduction from
DOLs 2000 FAIR Act Inventory.
Program Description: The Presidents Management Agenda
includes competitive sourcing of services as one of five government-wide
initiatives on the Presidents Management Agenda, to improve the
efficiency of Federal programs by expanding competition between the public and
private sector. The Office of Management and Budget established the FY 2002
competitive sourcing goal for DOL and other Federal executive agencies in March
2001. Because a standard practice for DOL is ongoing review of the
effectiveness and efficiency of its programs, DOL agencies were already making
extensive use of competitively sourced services to reduce program costs at the
time of the establishment of the 2002 goal.
Analysis of Results: The Department has made significant
progress in its competitive sourcing initiative. DOL directly converted to
private sector contractors the commercial work performed by the equivalent of
152 of the 2800 full time employees performing commercial work as reported on
the Departments 2000 FAIR Act Inventory. This exceeds DOLs FY 2002
goal by more than 10 FTE.
In addition, DOL overhauled its FAIR Act Inventory for 2002, increasing
the number of FTE classified as commercial activity by approximately 80
percent, providing a more complete picture of the Departments activities
that are commercial in nature.
Strategies: In FY 2002, DOL agencies made management decisions
to contract out commercial work where it made the best business sense. This
approach will carry forward in FY 2003, and DOL will work closely with
consultants to identify functions for competition and direct conversion. Those
identified functions that are not studied or directly converted in FY 2003
could be considered for study or conversion in FY 2004. DOL is also planning to
identify candidates for full cost comparison under the guidance provided in the
Office of Management and Budgets revised Circular A-76 in FY 2004.
Goals Assessment and Future Plans: DOLs competitive
sourcing goal for FY 2003 is the competition or direct conversion to contract
of at least ten percent of the commercial full time employees listed on
DOLs 2000 FAIR Act Inventory, or 280 FTE.
(Goal PR1 FY 2002 Annual Performance Plan)
Ensure Performance Results are Achieved Throught Contracts
Award eligible service contracts over $25,000 using
Performance-Based Service Contracting (PBSC) techniques for not less than 20
percent of total eligible service contracting dollars.
Results: This goal was substantially achieved. DOL used
performance-based service contracting techniques for 18 percent of total
eligible service contracting dollars.
Program Description: In March 2001, the Office of Management and
Budget established an FY 2002 performance-based service contracting goal for
all Federal agencies, based on the goals established under the Government-Wide
Acquisition Performance Measurement Program developed by the Procurement
Executives Council. Performance-based service contracting methods result in
procurement efficiencies by ensuring contractors are paid for the actual level
of service that the government receives. Performance-based contracts describe
requirements in terms of results rather than methods of performance of
work.
Analysis of Results: DOL fell slightly short of the targeted
performance level during the first year for this goal. Raising the awareness of
managers across DOL about the benefits of performance-based service
contracting, the methods for developing such contracts, and the established
expectations during the second year of this initiative should improve future
performance.
Strategies: To foster management support for the
performance-based service contracting initiative, DOL has several efforts
underway and is exploring additional strategies, such as including PBSC
performance standards in annual performance agreements established for managers
and technical personnel. This will encourage management involvement and
emphasize the need to consider performance-based service contracting methods
when contracting for all eligible services. DOL will offer additional training
sessions to contracting and program managers. DOLs Annual Acquisition
Plan will be amended to capture additional data to more effectively identify
and forecast prospective PBSC awards to improve monitoring of the program.
Finally, DOL will revise its acquisition policy to require higher-level review
and approval of eligible service contracts during the acquisition planning
stages, to ensure consideration of writing, soliciting, and awarding
performance-based contracts.
Goals Assessment and Future Plans: The Departments goal
for FY 2003 is to award eligible service contracts over $25,000 using
performance-based techniques for not less than a cumulative total of 30 percent
of eligible service contracting dollars.
(Goal PR2 FY 2002 Annual Performance Plan)
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