IT Modernization

In early 2017, the OCIO Senior Leadership team developed a multi-year strategic plan to guide the 

overall direction and future for the organization. As part of the strategic plan, the CIO articulated 

the future of IT Modernization at the Department and the OCIO’s role in promoting successful 

program and project implementations. OCIO developed a guiding vision, mission, priorities and set 

of goals to effectively support the IT needs of DOL mission agencies. 

The OCIO adopted the vision statement “To provide premier technology solutions - best in Federal 

service - that empower the DOL mission and serve the American public through collaboration and 

innovation.” Additionally, a new mission statement was created, stating “We are a customer service 

organization dedicated to providing information technology solutions and leadership to advance the 

DOL mission.” These new mission and vision statements have guided the organization’s efforts over 

the last several years supporting IT Modernization initiatives. 

Lastly, the organization created a set of strategic priorities. Guided by the Department’s multi-year 

strategic plan, mission agency operating plans, and Secretary priorities, the four (4) strategic 

priorities serve as the foundation for all IT modernization efforts to come:

1. Create the DOL IT Platform

2. Modernize legacy agency applications

3. Secure & enhance the IT infrastructure 

4. Transform the Customer Experience

The remainder of this section aims to align OCIO modernization initiatives and activities completed 

over the last 4 years against the four strategic priorities.

Strategic Priority #1: Create the DOL IT Platform - Create an integrated platform that links 

hardware, applications and data, providing strategic capabilities to achieve DOL-wide operational 

efficiencies to more effectively serve the wage earners, job seekers, and retirees of the United 

States.

• DOL IT Platform - Case Management Capability - A data call, issued by OCIO, revealed 

duplicative efforts and ballooning costs across the Department of Labor's case management 

systems. Upon further analysis, OCIO identified 39 disparate and individually managed case 

management systems across seven DOL Agencies. The analysis also determined that in one 

year alone, the Department spent $62.5 million on case management systems.

The decentralized structure of case management systems prevented the Department from 

achieving several key aspects of its mission, including maintaining an efficient and effective 

infrastructure (e.g., network and system administration), a robust cybersecurity protocol 

(e.g., authority to operate), and Information Technology governance (e.g., 508 compliance). 

Additionally, the Department's strategic IT goals, as determined by Secretarial priorities, 

legislation, surveys, and spend plan analyses, emphasized a need for IT solutions shaped by 

transparency and collaboration. 

The elimination of redundant systems through the DOL IT Platform directly results in a 

more efficient and effective workforce, encouraging collaboration and transparency while 

simultaneously providing modern and cost-effective IT solutions. OCIO’s sustained 

commitment to creating new and modernized applications began with securing Department 

and agency leadership buy-in to the Platform concept, followed by securing $5 million in 
initial funding from the OMB Technology Modernization Fund, one of only four agencies to 

receive funding. 

Individual case management modernization efforts are highlighted under Strategic Priority 

2: Modernize Legacy Applications.

• DOL IT Platform – Data Analytics Capability (DAC) - Recognizing a common need for 

data and analytics to address diverse requirements across DOL; OCIO designed and is 

building a flexible analytics infrastructure within the IT platform. DAC integrates data from 

existing reporting and case management systems and complements these systems by 

providing focused analytics capabilities. DAC is a modern analytics-focused architecture, 

connecting internal and external data sets (mix of structured and unstructured data). DAC 

employs an open architecture approach and is able to provide a flexible, scalable, reliable, 

and secure platform, by utilizing a cloud-based infrastructure. DAC assesses DOL offices and 

data sources to identify challenges, capability needs, and desired outcomes in order to form 

proper data governance. DAC accomplishments include:

o Cloud infrastructure: By utilizing a cloud-based infrastructure, OCIO developed a 

flexible, scalable, reliable, and secure platform. By implementing DAC guiding 

principle of ‘engineer to optimize cost’, DAC helped DOL save ~$106,000 annually.

o Serverless computing: OCIO designed a reusable serverless pipeline focused on 

data processing and transformations that offers DOL substantial cost savings and 

easy scalability for simple extract, transform, load (ETL) processes. To date, the 

serverless platform costs 33¢ per month by utilizing a method of running 2-5 

minutes per business day and an average of 128 – 3,008 MB of memory per job.

o Web access to create ad-hoc reports and dashboards: OCIO created a webenabled interface allowing users with a range of skills, such as analysts and decision 

makers, to easily produce informative ad-hoc and automated reports, queries, 

visualizations, and dashboards within DAC. To date, DAC automated 190 manual 

reports into ~75 dashboards.

o Self-service business intelligence: OCIO established a core capability for the 

platform by providing modernized reporting databases for multiple DOL agencies 

and business initiatives, such as the Office of Foreign Labor Certification (OFLC) and 

the OCIO-led CXO Dashboard Initiative, which are used in conjunction with a leading 

data visualization tool to mature descriptive reporting efforts; this separation of 

reporting data from other business processes provides more efficient reporting 

through dynamic, automatically refreshed dashboards instead of static PDF & Excel 

reports. 

o Mission-critical insights: DAC’s core capability provides improved processing 

times for visa applications, real-time wage analysis, and live monitoring 

opportunities to identify trends in high-priority categories for OFLC; for the CXO 

Dashboard Initiative, DAC enables the data visualizations designed for C-level 

executives to aggregate key KPIs to find make critical strategic decisions. The CXO 

dashboard has completed the first release of OCIO dashboards and over the next 12 

months, the project will deliver dashboards to HRC, OCFO, BOC, DBC, and PMC.

o Cross-agency collaboration: The DAC data lake enables data sharing across 

authorized agencies & users to increase the scope, impact, & efficiency of data 

analyses in response to ad-hoc requests from leadership & Congressional inquiries.
• Apprenticeship.gov: DOL had a bold vision to expand the role of Apprenticeships across 

the nation through the development of Apprenticeship.gov. With college tuition at an alltime high, alternative career paths are essential to the continued growth of our country. The 

mission to provide citizens, both young and old, with a means to reach these career paths 

served as a motivator for the team, that built and deployed Apprenticeship.gov less than six 

months from the project start date. The incorporated newer technologies like Machine 

Learning to help narrow over 1.5 million job listings to over 5,000 apprenticeships that 

update daily, a critical component of the website which helps ensure a user-focused 

experience that features relevant data. The results of the team’s efforts are improved access 

to apprenticeship opportunities that enable more Americans to develop relevant skills 

valued by employers, and secure future high-paying jobs. The website and tool offer users a 

streamlined digital platform to search by city, state, and occupation, as well as connect job 

seekers to highly skilled, salaried careers. 

• Hire VETS Medallion Program: DOL’s Veteran Employment and Training Services (VETS) 

turned to OCIO to develop a digital strategy to support the Honoring Investments in 

Recruiting and Employing American Military Veterans Act (HIRE Vets Act), which resulted 

in the development of HIREVets.gov. The website, a modern web application where 

employers that meet required veteran hiring and retention criteria can qualify for a “HIRE 

Vets Medallion Award”, launched as a pilot in early 2018, met its goal of 300 submitted 

applications during the enrollment period and saw participation by industry across a wide 

range of companies nationwide. In 2019, the website featured the first DOL implementation 

of the Treasury Department’s Pay.gov online payment platform; allowing companies a 

modern method to submit payment for fees associated with their submitted application.

• OneWeb DOL.gov Modernization: OneWeb@DOL’s vision is to migrate (and 

modernize/improve) all of DOL’s public-facing websites onto a single, secure IT Platform 

Content Management Capability (CMC) to provide citizens with a consistent user 

experience, streamline operations, and improve oversight. This initiative is not only focused 

on giving agencies the opportunity to take advantage of OneWeb@DOL’s content 

management capabilities, but as more agencies join, it will offer a unique multi-agency 

collaboration of those migrated to the platform. Over a multi-year effort, OCIO and OPA 

have partnered to migrate nearly all of the content scattered across www.dol.gov, owned 

and managed by multiple mission agency teams, into the OneWeb solution to include over 

250,000 web pages, 180 content editors and managers, and several web applications like 

DOL’s blog service. More than just a platform, the Program provides governance, training, 

and builds a community of content owners and experts focused on enhancing the 

information being provided to citizens, businesses, employers, and stakeholders.

Strategic Priority #2: Modernize Legacy Agency Applications - Drive the modernization of 

legacy agency mission critical applications by delivering technology leadership and modern 

solutions, resulting in a state-of-the-art end-user experience, optimized functionality, and increased 

security.

• Office of Federal Contract Compliance Programs’ (OFCCP) Compliance Management 

System (CMS): Launched during Summer 2019 in partnership with the Office of the Chief 

Information Officer (OCIO), the Office of Federal Contract Compliance Programs’ (OFCCP) 

Compliance Management System (CMS) provides automated monitoring to support three 
major compliance evaluations and confirms contractors and sub-contractors comply with 

affirmative action and nondiscrimination requirements. The transformation of OFCCP’s case 

management system through the DOL IT Platform enables staff to work more efficiently and 

focus on higher value work. By digitizing the entire process used to enforce compliance with 

all federal contractor labor laws, OFCCP users nationwide can access case data metrics for 

increased transparency and improved communications. New workflows built into the 

modernized CMS application guides users through the entire investigative lifecycle resulting 

in increased efficiencies, streamline processes, and establishing shorter review times of 

casework. CMS manages case documents online, which helps facilitate online collaboration 

amongst CMS users, while also establishing a centralized document repository to store and 

maintain pertinent case information. Users assigned to a case can use CMS at the same time 

to execute case actions, edit templates, and enter case data to process cases more quickly. 

As a result, CMS has empowered OFCCP to review more contractors than they ever have in 

the past.

• The Office of Congressional and Intergovernmental Affairs’ Correspondence Tracking 

System (CTS): tracks the status of the Department's Congressional correspondence in realtime and digitizes the clearance process by removing cumbersome, paper-based processes. 

The system allows Agency head approval within three "clicks." It also includes an easier 

assignment process and email notifications throughout the process. The Correspondence 

Tracking System is anticipated to save over $1 million per year, based on reductions in 

paper material (~$100,000 per year), shipping costs to NARA (~$600,000 per year), and 

operational efficiencies (~$400,000 per year). 

• OSHA Injury and Illness Tracking Application: OCIO’s support of OSHA led to the 

conversion of a paper-based reporting system into an online platform that allows 

employers to more efficiently submit and track workplace safety compliance. This year 

alone, thousands of companies successfully submitted new compliance data proving the 

value of the new system to the government. The improved application places renewed focus 

on injury tracking and acts as an important reminder to employers to focus on safety in the 

workplace. The partnership’s second priority was converting a paper-based submission of 

workplace injury and illness reports to a digital system, the result of which is the OSHA 

Injury Tracking Application (ITA), a web-based application which provides companies a 

digital platform to submit workplace injury and illness data for their establishments 

through a series of responsive web forms, a file, or an API. The ITA increases timely access 

to workplace injury and illness data, directly supporting OSHA’s mission and government 

efforts to ensure employers provide safe and healthy workplace conditions. The team 

successfully managed 20,701 new ITA accounts and 243,608 submission files during the 

2020 ITA filing season.

• ETA Foreign Labor Application Gateway (FLAG): OCIO, with the Employment and 

Training Administration (ETA), Office of Foreign Labor Certification (OFLC), completed 

development of the FLAG system in September 2019. FLAG accepts prevailing wage and 

temporary labor certification applications for employment based visas, modernizing the 

legacy iCERT application. Replacing the legacy application addressed system challenges in 

adapting to seasonal filing patterns, increased foreign labor demand, changing regulations 

and efficient processing of applications. The FLAG system provides enhanced online 

application intake, case management and tracking, electronic correspondence, document 
management and retrieval, and operational reporting, data analytics, and data visualization 

capabilities. For employers, agricultural associations, and authorized attorneys or agents of 

employers, the FLAG system currently provides online filing and account management, case 

tracking and post-determination services, and “24/7” access to official OFLC labor 

certification decisions in the Prevailing Wage (PW) Determination, CW-1, H-2B, H-2A, and 

LCA programs. In Fiscal Year 2020, the FLAG system processed 787,101 cases and also 

supported a successful H-2B peak filing season, with 2,008 cases submitted in a 30-minute 

window.

Strategic Priority #3: Secure & Enhance the IT Infrastructure - Integrate and standardize DOL’s 

IT infrastructure to provide a robust cybersecurity posture while increasing the reliability and 

functionality of DOL’s information systems and infrastructure that support mission critical services.

• Data Center Optimization: DOL’s IT modernization initiatives include the deployment of a 

centralized, enterprise-wide IT platform with multiple capabilities including case 

management, content management, and data analytics. The cloud-based platform has 

helped achieve DOL-wide operational efficiencies in support of mission-driven IT 

applications resulting in consolidated resources, eliminated redundancies, accelerated 

modernization, and enhanced security. 

OCIO achieved $119 million in cost savings and avoidance for the Department by 

consolidating 11 data centers, consolidating hardware and software contracts, installing 

wireless networks in 115 DOL offices, and centralizing DOL staff’s workstations under an 

enterprise lease program.

23 applications deployed to the DOL Cloud and 85% of planned data center closures were 

completed, the latter of which has yielded over $29 million in cost savings, as well as 

improving DOL’s cybersecurity posture.

• Windows 10 Implementation: To maintain a secure, functional IT infrastructure, DOL 

needed to upgrade all staff workstations to Windows 10 before its previous operating 

system, Windows 7, reached end-of-support in 2020. Without the upgrade, Windows 7 

would stop receiving Microsoft support and DOL would become highly vulnerable to 

security threats. Upgrading to Windows 10 allowed DOL to maintain high security 

standards and provide the most up-to-date technology to its staff. This necessary upgrade 

provided a significant opportunity for OCIO to deliver a more interconnected and 

collaborative IT experience for DOL staff. The Department-wide Windows 10 migration was

more than just an operating system upgrade – it laid a critical foundation on which future 

technology services can be built. Additionally, DOL took the operating system upgrade as an 

opportunity to perform a Department-wide inventory refresh which upgraded and 

standardized all DOL users to three workstation models increasing efficiency of output. DOL 

successfully migrated all 15,000 users to Windows 10 before the end-of-support deadline. 

Since the initial implementation, DOL has also developed and implemented a seamless OS

release model to facilitate the required annual OS updates to all DOL users.

• Unified Communications Implementation: DOL and OCIO launched the Unified 

Communications (UC) project to provide the OCIO workforce with secure and integrated 

communications solutions and network platform. The UC Program has been a major step 

forward in modernizing IT and enhancing the way employees do work at DOL. The UC 
program has impacted all 18,000 federal and contractor employees in all 500+ DOL offices 

nationwide by providing better remote access and newer tools (Wi-Fi, Voice-over-Internet 

(VOIP), Jabber, Video teleconference, wireless, etc) allowing agency staff to focus on 

fulfilling their mission work. 

• Securing and Protecting Information Management Systems: As technology continues to 

evolve and hackers become increasingly sophisticated in their attempts to breach federal 

security systems, safeguarding information and information systems will continue to be a 

challenge for DOL. The security of our information systems has been one of the 

Department's highest priorities, and we are committed strengthening safeguards to protect 

our systems and manage identified security risks. 

• Asset Management System: OCIO implemented an automated asset management system 

to inventory and track all DOL IT equipment from “cradle to grave.” This system will allow 

management to be able to tell at any point in the asset lifecycle who is responsible for the 

asset and where it is located. While the system is currently operational, improvements 

continue to be made in data quality and coverage.

• Continuous Diagnostic and Mitigation (CDM) Program: Information systems require 

continuous monitoring and maintenance to ensure that vulnerabilities due to software 

weaknesses or configuration errors are promptly detected and corrected before any 

damage to systems or data can occur. To address this issue, DOL continues to deploy and 

operate state-of-the-art IT monitoring and management tools – many acquired through the 

DHS Continuous Diagnostic and Mitigation (CDM) program. OCIO is improving the 

effectiveness, accuracy, and coverage of these tools through deployment efforts to all 

corners of the DOL IT enterprise, awareness and training of applicable staff, increased 

oversight and automated alerting of tool coverage issues, data quality improvement for 

improved accuracy, and more informative alerting and reporting outputs.

• The Identity, Credential, and Access Management (ICAM) Program: ICAM provides user 

access to DOL data and systems, for the right reasons, at the right time, securely and 

seamlessly using three capabilities. These capabilities include Simplified Sign On (SSO), 

Identity Management (IDM), and Privileged Access Management (PAM). ICAM uses SSO to 

securely authenticate users for over 53 DOL applications (exceeding our FY20 goal of SSO 

enabling 48 DOL applications). Our IDM tools are used to de-provision federal employees 

and ultimately address FISMA findings related to the timely removal of identities from IT 

Systems when employees leave DOL. ICAM’s password management tool houses passwords 

for over 900 service accounts. In addition to the three capabilities, ICAM’s Self Service 

Password and Multifactor Authentication has a 93% adoption rate and has help reduce 

password reset related helpdesk calls.

• Cybersecurity Awareness Month: OCIO stood up and supported a month-long campaign 

to promote cybersecurity activities at the Department. Recorded over 2,200 individual 

touchpoints with DOL staff throughout the month of October FY19. Distributed over 4,000 

giveaways to DOL staff in DC and in 8 regional offices. OCIO also held a first-time event with 

over 600 attendees, 22 cybersecurity-related vendors, and speaking roles from Deputy 

Secretary, BLS Commissioner, and Chief Information Officer.
• Enterprise Infrastructure Solutions (EIS): DOL’s EIS Project is an initiative to transition 

all DOL telecommunications and IT services to new EIS contracts. EIS is the successor 

vehicle for expiring Networx and WITS contracts, which GSA is using to continue fulfilling 

its Congressional mandate to provide telecommunications services for the Federal 

Government. EIS will simplify the process of acquiring telecommunications and information 

technology products and services, provide cost savings through aggregated volume buying 

and price and spend visibility, enable the procurement of integrated solutions, promote 

participation by small businesses and foster competition, and offer a flexible and agile suite 

of services supporting a range of government purchasing patterns.

Strategic Priority #4: Transform the Customer Experience - As DOL’s IT service provider, 

deliver best in class IT services and solutions to enable DOL agencies to provide superior support to 

the American public.

• Shared Services IT Staff Integration: As part of DOL’s Enterprise-wide Shared Services 

Initiative to support overall IT modernization at the Department, all IT functions, 85 

encumbered positions and 21 vacant positions from 11 agencies were permanently 

assigned to OCIO. The full range of IT services assumed by OCIO include, but are not limited 

to: IT capital planning, cybersecurity, IT strategic planning with agency leadership, IT 

portfolio and project management, IT business applications services, architecture and 

engineering, IT contracts and other IT procurement services, IT administration, IT 

infrastructure and operations, and network services. 

• Service Now - ESD/IT@Your Service: To improve the experience of both the user and 

OCIO’s IT help center, the Enterprise Service Desk (ESD), OCIO developed IT @ Your Service 

on the Service Central platform. Prior, the antiquated process involved manually printing 

forms, tracking down signatures, and extensive waiting periods for routing. In addition to 

hundreds of customers stopping by kiosks to learn how to navigate the portal, over 300 IT 

experts attended trainings. Consequently, IT @ Your Service enjoys widespread usage 

across DOL. For example, the portal registers nearly 3,900 digital forms in a monthly period. 

Those 3,900 forms represent countless hours and costs saved from the previous process of 

filing manual forms, emailing/visiting ESD, tracking approvals, and recording resolved 

tickets. Additionally, the portal’s knowledge base, containing DIY guides for common IT 

incidents, receives 5,450 visits monthly on average.

• Service Now – Enterprise Project Management Platform (PM360): Developed a set of 

standard tools, templates and a centralized project management dashboard for real-time 

updates for all active IT projects leading to more successful project outcomes for missionagency modernization projects

• Service Now – Electronically Stored Information (ESI) Online Portal: DOL was 

experiencing long wait times for electronically searched information for FOIA requests and 

litigation requests, so OCIO developed an automated process for fulfilling requests (emails, 

data files, desk phone records, PIV log on & log off, and Physical Access Control Systems) 

through the ESI Online Portal. Automation is crucial because it provides an ability for data 

collection, reporting, and prevention of unauthorized requests from moving forward.

• Robotic Process Automation: OASAM partnered with the General Services 

Administration’s (GSA) Centers of Excellence in February 2020 to further support our 
efforts across IT Modernization and the scalability of our enterprise-wide shared services 

capabilities – including hyper-automation RPA. The partnership allows us to combine 

expertise across DOL and GSA to formulate a successful path forward in using hyperautomation technology. We first started by understanding the business need of our 

agencies, discussing their current challenges and creating an infrastructure to support the 

development process for addressing those challenges. Since partnering with GSA, OCIO 

established an IT governance process, created a “backbone” infrastructure platform to 

develop automation bots, began training staff on RPA with 10 already trained. Currently, 

OCIO is training more staff and conducting user-acceptance testing (UAT) on identified use 

cases. To date, three bots – software applications that run simple and repetitive tasks – are 

in production and planned to be deployed by the end of FY20. Two are with the Office of the 

Senior Procurement Executive (OSPE) and one with the Office of the Chief Information 

Officer (OCIO). For the two bots with OSPE, one supports the Contractor Responsibility 

Determination process to help select eligible vendors for government contracting, and the 

other one is for the Exercise of Options process to help execute contract options in a timely 

fashion. OCIO’s third bot supports the Market Research process with a goal to determine 

new products and services available. All of OCIO’s efforts so far has helped identify 

Departmental demand for RPA both now and into the future.

• IT Governance and Working Capital Fund: Formally instituted the new IT governance 

structure with the Investment Review Board (IRB) on April 29, 2019, the Enterprise 

Architecture Review Board (EARB) on October 10, 2019 and the Performance Review Board 

(PRB) meeting on December 12, 2019. DOL implemented innovative funding solutions 

utilizing Modernizing Government Technology (MGT) Act in 2019 including: 

o Governance - DOL created a separate account within its WCF that is managed by the 

CIO for the purposes authorized by the MGT Act.

o Funding - DOL worked with OMB and the appropriations committees to establish a 

new authority in FY 2019 to transfer up to $18 million from unobligated balances in 

agency appropriations for IT modernization purposes for use in FY 2020. This is an 

increase from the previous level of $3 million and is targeted for IT modernization. 

o Flexibility - The cap on carryover balances in the WCF was removed, enabling DOL 

to better execute long-term projects. 

o Transparency - The CIO is now a member of the WCF Advisory Board, which 

reviews and advises on strategic issues in the WCF.

• Federal IT Acquisition Reform Act (FITARA): In FY20, DOL’s grade remained an overall 

score of C-; we maintained 4 A grades in Portfolio Risk, Cost Savings, Software Licensing, 

and MGT Act Working Capital Fund, and increased Data Center Optimization (D to B) and 

Cybersecurity (D to C) scores. The Incremental Development score decreased (A to F), we 

were negatively impacted by new scoring methodology which was published after the 

scorecard. DOL maintained five FITARA “A” grades across seven total categories between 

FY18 and FY19, ranking DOL among the top one-third of federal agencies and departments 

assessed on the implementation of IT modernization and cybersecurity FITARA directives.

• United States-Mexico-Canada Agreement (USMCA): OCIO collaborated with the Bureau 

of International Labor Affairs (ILAB) on the creation of a USMCA web-based hotline to allow 

for the receipt of confidential information from interested parties regarding labor issues 

among USMCA countries. 
• Workforce Planning: OCIO developed an Information Technology (IT) Workforce Planning 

Guide that provides a common business practice for IT workforce planning to ensure that IT 

leadership, products and services are efficient, effective and compliant. The guide is 

organized in a multi-phased approach that aligns with the DOL Workforce Planning Model 

and outlines a process to identify gaps between OCIO’s current workforce and its workforce 

of the future.

• DOL Tech Day: OCIO organized and convened DOL’s first-ever “Tech Day” in 2018, a 

technology expo that offered Agencies an opportunity to showcase their latest IT systems 

and applications. It was a first of its kind forum, and yielded more than 2,500 attendees 

from DOL and included 28 booths, exhibiting more than 40 technologies. Building off the 

success of the first Tech Day in 2018, the DOL OCIO led the 2019 Tech Day with support 

from the White House’s Office of Science and Technology Policy (OSTP) and the Federal 

Chief Information Officer (CIO) Council. The theme was “Unleashing the Digital Workforce” 

and featured emerging tech such as 3D printers, a mobile supercomputer, RPA, and AI.

Efforts yielded year-over-year growth in the event’s footprint across nine (9) Federal 

Agencies and all 27 DOL Agencies; specific metrics included more than 3,000 participants, 

48 unique exhibits and coordination with DOL’s nine (9) regional offices to host their own 

“mini-Tech Day” events. Additionally, OCIO executed a social media campaign that included 

52,400 total impressions with 878 total engagements on Twitter, and 3,246 total 

impressions and 119 total clicks on LinkedIn; press coverage included Meritalk, FedScoop, 

and GovMatters TV.

• Datahub Modernization Effort: OCIO led the development of a Datahub, funded through 

the Technology Modernization Fund (TMF) initiative. Integrating the Data Hub with the 

FLAG system, improves the FLAG user experience, by replacing a paper-based certification 

process with electronic issuance of temporary labor certifications. FLAG users receive a on 

page certification boarding pass that is used for the next steps in the visa application 

process. OCIO electronically shares labor certification case data with the U.S. Customs and 

Immigration Services (USCIS). Eliminating manual printing on special-order, blue security 

paper gives FLAG filers immediate access to their labor certification documents and permits 

immediate filing of their Petition with USCIS, while preserving the integrity of the labor 

certification. The Datahub enables real-time data sharing capabilities across immigration 

and enforcement agencies (DOL, USCIS, DOS), and shares case data with the U.S. 

Department of Agriculture’s Farmers.gov portal, setting up a one-stop shop for American 

farmers hiring foreign workers. This solution replaces point to point communications 

between IT systems with a hub and spoke model. The Datahub enables agencies to choose 

to push and pull relevant data into and from the Datahub, ensuring that individual business 

needs are addressed. This effort resulted in over $2M in direct annual savings from saved 

printing costs, while re-purposing existing staff for other important priorities. Additionally, 

by eliminating the paper process around labor certifications, OFLC remained fully 

operational during the federal government’s maximum telework status.