"We are using President Bush's guidance
— Implementing Government Reform — as a blueprint for DOL."
-Secretary of Labor Elaine L.
Chao
The Department of Labor (DOL) continues to heed the call of President
George W. Bush that "Government should be results-oriented — guided not by
process but guided by performance." The President's Management Agenda is an
aggressive strategy for improving the management of the Federal government. It
focuses on five government-wide areas of management weakness where the greatest
improvements can be made: Strategic Management of Human Capital; Competitive
Sourcing; Improved Financial Performance; Expanded E-Government; and Budget and
Performance Integration. DOL is also one of just five Cabinet agencies with
Agenda responsibilities related to Faith-based and Community-based initiatives.
As highlighted in each of the six summaries, the Department of Labor continues
to make solid progress in implementing the President's Management Agenda.
OMB rates federal agencies with a score of green, yellow, and red.
Quick Facts:
- As of the fiscal year-end on September 30, 2002, DOL received a
Yellow baseline rating for Human Capital with a Green progress score. For
Competitive Sourcing, DOL received a Red baseline score with a Yellow progress
rating. For Financial Management, E-Government Budget and Performance
Integration and Faith-based Initiatives, DOL received a Yellow status score
with a Green rating for Progress. See DOL
Scorecard.
- Specific accomplishments include the Department's April 2002
GovBenefits launch; five consecutive annual clean financial audits; a revised
Performance Management System for all DOL supervisors and managers; the MBA
Outreach initiative; the Department's Senior Executive Service Candidate
Development Program; the Information Technology Cross-cut; and the
establishment of the Department's Management Review Board.
Success Story:
- "Labor has demonstrated a sustained commitment to implementation of
the management agenda and is making good progress. A key component of the
department's success is its Management Review Board, which monitors progress by
regularly reviewing department-wide reform implementation."
(Mitchell E. Daniels, Jr., Director, Office of
Management and Budget, 7/15/02)
The Federal government can secure greater services at lower cost through
electronic government (E-government), and can meet high public demand for
E-government services. President Bush's goal is to champion citizen-centered
electronic government.
Quick Facts: Recent DOL accomplishments related to Expanded Electronic
Government include:
- Working with OMB, the Department established the federal government's
first centralized IT Crosscut Fund beginning in FY 2001. This fund provides a
coordinated investment strategy and results in a sound, DOL-wide approach to
the management of information technology resources. Using the IT Crosscut Fund,
DOL will achieve nearly $120 million in cost avoidance savings between FY 2001
and FY 2004.
- Implemented a comprehensive Cyber Security Program, including
contingency planning, incident reporting and response, vulnerability testing,
and computer security awareness.
- The Department has earned a grade of C+, which is the highest grade
given to a cabinet agency by the House Subcommittee on Government Efficiency,
Financial Management and Intergovernmental Relations.
Under the President's Management Agenda, agencies are instructed to
pursue several goals related to the management of human capital. These include:
recruiting talented and imaginative people to public service, establishing a
meaningful system to measure performance, creating awards for employees who
surpass expectations and tying pay increases to results. The Department of
Labor is implementing this system of rewards and accountability to promote a
culture of achievement.
Quick Facts: Recent DOL accomplishments related to the Strategic
Management of Human Capital include:
- Established the Office of Workforce Planning and Diversity to provide
a central clearinghouse for President's Management Agenda Initiatives on human
capital.
- Developed linkages with 350 business schools to publicize the MBA
Outreach Program and conducted on-site recruitment activities at schools that
support the MBA Outreach Program.
- Revised performance management system for executives, managers, and
supervisors to operate under a more results oriented performance plan.
- Negotiated new labor agreement with the National Council of Field
Labor Locals.
- Obtained voluntary early retirement authority from the Office of
Personnel Management for Departmental employees.
- Launched the Department-wide Senior Executive Service Candidate
Development Program with a total of 27 selections.
- Worked in partnership with the National Academy of Public
Administration to begin developing core competencies for mission critical
occupations;
- Created the first cabinet-level integrated personnel/payroll system.
Financial accountability is a cornerstone of President Bush's Management
Agenda. At a time when Americans are focused corporate accountability,
government must set an example by keeping its own books in order.
Quick Facts:
- This year, the Department of Labor earned its fifth consecutive
"clean" audit opinion on its FY 2001 consolidated financial statements. Receipt
of a clean opinion on the financial audit of an agency's accounting books is a
hallmark of strong fiscal controls.
- In addition, the Association of Government Accountants (AGA) awarded
the Department with the prestigious Certificate of Excellence in Accountability
Reporting (CEAR) for the second year in a row.
- DOL was one of only five government agencies that received the CEAR
Award this year.
Nearly half of all federal employees perform tasks that are readily
available in the commercial marketplace — tasks like data collection,
administrative support, and payroll services. Historically, the government has
realized cost savings in a range of 20 to 50 percent when federal and private
sector services providers compete to perform these functions.
Quick Facts: Recent DOL accomplishments related to Competitive Sourcing
include:
- Established DOL-wide A-76/FAIR Act Work Group and briefed all DOL
agencies
- Completed a competitive sourcing plan for FY 2003 to OMB;
- Sponsored 2-day training course and briefing for DOL Executives at
the FPB on the A-76 Process for DOL managers and staff. Sponsored training at
the FPB on the FAIR Act Inventory Process for DOL managers and staff, February
22, 2002.
Budget and Performance Integration will provide a greater focus on
results. There is currently little reward for running programs efficiently.
Once federal monies are allocated to a program, there is no requirement to
revisit the question of whether the results obtained are solving problems the
American people care about. Through integration, performance and results will
be addressed. For the first time, agencies will need to prepare specific
performance measures to accompany budget requests.
Quick Facts:
- The Department developed and submitted to OMB a plan for achieving a
performance budget in FY 2004 and established a DOL-wide Budget and Performance
Integration Workgroup to accomplish this task.
- During the Summer of 2002, the Workgroup developed a prototype
integrated performance budget that the DOL agencies modeled in their FY 2004
budget submissions.
- DOL coordinated training sessions for its agency staff to ensure a
uniform approach to budget and performance integration.
- DOL's first-ever performance budget was submitted to OMB on September
9, 2002.
On June 28, 2002, Secretary Chao announced the award of the first three
sets of Department of Labor grants specifically designed to link faith-based
and grassroots community organizations to the nation's One-Stop Career System.
States, non-profit intermediary organizations and small faith-based and
community groups were eligible to apply for these grants.
DOL in the News: "A White House report, released in August and based on
agencies reviews, said smaller organizations either did not get a fair share of
grants, were discriminated against, or felt intimidated by government
bureaucracy. Mrs. Chao's agency is the first to roll out a response to the
report…The Rev. Herb Lusk, a Baptist pastor from Philadelphia who backed
candidate George W. Bush's faith-based initiative, joined the press conference
yesterday. His urban church offers computer training. 'This is something I've
been waiting on for a long time' he said, lauding the president for sticking to
his guns on this domestic policy." (emphasis added) (The Washington Times,
4/18/02)
Quick Facts:
- These three Department of Labor grants are the first announced and
awarded that are designed specifically to eliminate barriers faced by small
faith-based and community organizations seeking government grants.
- The response to these solicitations was enormous — 24 States,
109 Intermediary Organizations, and over 220 Grassroots Organizations
- $17.5 million has been awarded to 12 states and 29 organizations
around the country.
DOL in the News:
- "A White House report, released in August and based on agencies
reviews, said smaller organizations either did not get a fair share of grants,
were discriminated against, or felt intimidated by government bureaucracy. Mrs.
Chao's agency is the first to roll out a response to the report…The Rev.
Herb Lusk, a Baptist pastor from Philadelphia who backed candidate George W.
Bush's faith-based initiative, joined the press conference yesterday. His urban
church offers computer training. 'This is something I've been waiting on for a
long time' he said, lauding the president for sticking to his guns on this
domestic policy."
(The Washington Times, 4/18/02)
Enacted on February 12, 2002, the Cooperative Agreement sets up a mutual
referral and working relationship between six Job Corps Centers and six of
PPV's National Faith-Based Initiative for High-risk Youth. This cooperative
effort has enabled the Department to help at-risk youths gain access to job
training and mentoring programs.
Quick Facts:
- In the most recent quarterly report, the six Job Corps sites have
referred 95 youths who are either in danger of dropping out, or have already
dropped, out of the Job Corps program to the six PPV sites. The Faith-Based
sites provide mentoring and counseling services to attempt to keep the youth
from leaving the program.
- To date, the six PPV sites have helped high-risk 71 youths consider
the services offered at the six Job Corps Centers. Out of the 71 high-risk
youth, 20 have submitted applications to the Job Corps program.
- In the Bronx, NY site, the South Bronx Job Corps Center and
BronxConnect have established a dual enrollment program. Youth working on their
GED at BronxConnect can simultaneously enroll in South Bronx Job Corps Center
and receive training in a trade. This is one of several innovative
relationships formed between the PPV sites and the local Job Corps Center.
Media Highlight:
- "Maurice Hayes, 19, said he was encouraged by the program. 'It really
helps to know that there are people out there who really want to help us,' said
Hayes, who is mentored by a clergy, police and community partnership in
Washington. 'I want to attend college, and such help will go along way in
helping me realize my dream.'"
(Associated Press, 2/12/02)
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To review management scorecards like the one below and learn more
about the President's Management Agenda, visit
results.gov. |
The Executive Branch Management Scorecard tracks how well the
departments and major agencies are executing the five government-wide
management initiatives.
The Stoplight Scoring System
The scorecard employs a simple
grading system common today in well-run businesses: Green for success, Yellow
for mixed results, and Red for unsatisfactory.
Information as of June 30, 2004
Executive Branch Management
Scorecard
Progress in Implementing President's Management Agenda |
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OMB assesses agency "progress" on a case by case basis against the deliverables
and time lines established for the five initiatives that are agreed upon with
each agency as follows:
Green: Implementation is proceeding according to
plans agreed upon with the agencies;
Yellow: Some slippage or other issues
requiring adjustment by the agency in order to achieve the initiative
objectives on a timely basis; and
Red: Initiative in serious jeopardy.
Unlikely to realize objectives absent significant management intervention.
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