U.S. Department of Labor

Office of the Assistant Secretary for 

Administration and Management

November 2020
2

TABLE OF CONTENTS

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW ........................................................ 1

TAB 2: STATE OF PLAY ...................................................................................................... 8

TAB 3: CALENDAR ............................................................................................................ 14

TAB 4: BUDGET.................................................................................................................. 16

TAB 5: AGENCY PERFORMANCE................................................................................... 20
TAB 1: Agency Organizational Overview

1

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW

Mission

The Office of the Assistant Secretary for Administration and Management (OASAM) provides 

the infrastructure and support that enables the U.S. Department of Labor to perform its mission. 

OASAM provides leadership and support for departmental budget and procurement, information 

technology, human resources management and civil rights, space management, physical security, 

emergency management, and strategic planning.

The Core of OASAM’s Work

OASAM’s work in support of the Department and its agencies falls into the five categories 

below. 

• Sets Policy – OASAM’s centers either set policy for Departmental activities and 

operations, or interpret government‐wide administrative/management policies for their 

application throughout the Department. 

• Provides Information on Policy and Procedures – In addition to developing and 

interpreting policy, OASAM’s centers and regional offices are responsible for ensuring 

that agencies (and their respective employees) are made aware of the administrative 

policies and procedures that are relevant to their work. 

• Assesses Agency Competence and Compliance – OASAM’s centers and regional 

offices ensure that agencies are abiding by Departmental and government‐wide 

administrative policies and are also responsible for evaluating the implementation of 

these policies. 

• Provides Training, Technical Assistance, and Direct Support to Agencies – For 

nearly every function, OASAM’s centers and regional offices work in coordination with 

the DOL agencies. To build capacity within the agencies, OASAM regularly develops 

and provides training, resources, and technical assistance. 

• Administers Core Operational Functions – OASAM provides core operational 

functions and systems for a significant majority of the DOL agencies and employees, 

which enable them to achieve their strategic goals and objectives. 

Authorizing Legislation

OASAM’s responsibilities are broadly defined by various regulations, government-wide 

directives, and internal policy. A list of the principal statutes, directives, and policies can be 

found here: https://www.dol.gov/agencies/oasam/about#legislation. The principle law 

authorizing the creation of the Assistant Secretary for Administration and Management is 29 

U.S. Code § 553. 

Within the Department, OASAM’s responsibilities are codified by Secretary’s Orders, 

Department of Labor Manual Series (DLMS) chapters, and Departmental Personnel Regulations 

(DPR). These include, but are not limited to: 
TAB 1: Agency Organizational Overview

2

• Secretary’s Order 02-2009: Delegation of Authority and Assignment of Responsibility to 

the Chief Acquisition Officer and Assistant Secretary for Administration and 

Management, and Related Matters;

• Secretary's Order 03-2018: Delegation of Authorities and Assignment of 

Responsibilities to the Assistant Secretary for Administration and Management;

• Secretary’s Order 05-2020: Delegation of Authorities and Assignment of 

Responsibilities to the Chief Human Capital Officer.

• Secretary’s Order 06-2020: Update of Delegation of Authority and Assignment of 

Responsibility to the Chief Information Officer.

• Secretary’s Order 07-2020: Enterprise-wide Shared Services – This new Secretary’s 

Order was issued in FY 2020 that established Enterprise Shared Services (ESS) in the 

Department’s administrative areas for the purpose of minimizing duplication of 

resources, and establishing a centralized administrative services system that is consistent, 

efficient, and measurable. The consolidated ESS functions include information 

technology services, human resources management, procurement services, and personnel 

security services. The Order identified the responsibilities of the different components of 

the Department in relation to ESS, including client engagement, service level agreements, 

and new governance structures.

Organizational Structure

OASAM has 1,016 federal employees1 and approximately 1,250 contractors located in 11 

National Office centers, six main regional offices, and OCIO staff located at an additional 21

satellite regional offices. With the exception of the Security Center, Emergency Management 

Center, the Division of Protective Operations, and the Workplace Equality Compliance Office, 

each National Office center is led by a Senior Executive Services (SES) Director. The six main 

regional offices are led by a GS-15 Regional Administrator. 

 1 663 National Office employees and 353 regional office employees. 
TAB 1: Agency Organizational Overview

3

Organizational Chart
TAB 1: Agency Organizational Overview

4

Workforce At-A-Glance
TAB 1: Agency Organizational Overview

5

Organizational Changes During the Past Four Years

Enterprise-wide Shared Services 

In support of the 2018 President’s Management Agenda’s Cross-Agency Priority Goal 5 and the 

DOL 2018-2022 Strategic Plan, OASAM led a multi-year ESS initiative to transform the 

Department’s administrative services into an internal shared services delivery model –

specifically in the areas of: human resources (HR), information technology (IT), procurement, 

and personnel security. The initiative included significant engagement with client agencies at all 

staff levels through working groups, union briefings, agency leadership meetings, newsletters, 

and more over the course of several years. 

As a result of these efforts, OASAM successfully transitioned from multiple internal service 

providers to one2 for each functional area with a central reporting authority under OASAM. By 

realigning staff and modifying service delivery, DOL was able to minimize duplication and 

allow DOL agency staff to devote more time and resources to mission-related work. All DOL 

staff retained their pay and grades, and remained in the same location after implementation of 

DOL ESS.

OASAM is currently focused on optimization of each administrative service area that was 

transitioned, as well as focusing on finalizing the transitions of the remaining IT service 

providers to OASAM’s Office of the Chief Information Officer (OCIO). 

Office of the Senior Procurement Executive

On March 23, 2020, the Office of the Senior Procurement Executive (OSPE) was established as 

a stand-alone OASAM center instead of a component of the Business Operations Center. As part 

of the ESS initiative, DOL procurement authority and staff were consolidated within OSPE. 

Departmental Budget Center realigned to OASAM and Established Deputy Assistant Secretary 

position for Budget and Performance

In 2016, the Departmental Budget Center (DBC) was realigned with the Office of the Chief 

Financial Officer. In 2017, DBC was realigned back to OASAM. In 2018, OASAM established 

the position of Deputy Assistant Secretary for Budget and Performance. This position had 

formerly existed in OASAM and served as a critical leadership position in the agency. The 

position fills an essential need for the Department in marshalling resources to meet 

organizational and operational needs and includes the DBC and the Performance Management 

Center (PMC) both managed by an SES Director. 

 2 See exceptions identified in Tab 2: Key Agency Stakeholders
TAB 1: Agency Organizational Overview

6

Key Leaders 

PA Position

• Bryan Slater, Assistant Secretary

SES/SL Positions

• David Langhaim, Deputy Assistant Secretary for Policy

• Milton Al Stewart, Deputy Assistant Secretary for Operations

• Geoffrey Kenyon, Deputy Assistant Secretary for Budget and Performance

• Julia Tritz, Director, Business Operations Center

• Naomi Barry-Perez, Director, Civil Rights Center

• Mark Wichlin, Director, Departmental Budget Center

• Gundeep Ahluwalia, Chief Information Officer 

o Lou Charlier, Deputy Chief Information Officer for Administration and Strategy

o Rick Kryger, Deputy Chief Information Officer for Operations

o Aung Htein, Director, Grants Management

o Paul Blahusch, Chief Information Security Officer

o Thomas Flagg, Director, Information Technology Operations and Services

o Jeff Johnson, Director, Administration, Business Management & Governance 

(SL)

o Mangala Kappa, Director, Case Management

o Leyla Mansur, Director, Business Management

o Vacant, Chief Technology Officer

o Vacant, Director, Business Application Services

• Sydney Rose, Chief Human Capital Officer, Office of Human Resources

o Vacant, Deputy Chief Human Capital Officer

• Carl Campbell, Senior Procurement Executive 

o Sandra Foster, Head of Contracting Activity, Office of Acquisition Services 

o Jillian Matz, Head of Contracting Activity, Job Corps Acquisition Services 

• Dennis Johnson, Director, Performance Management Center

Non-SES Leadership Positions

• Braye Cloud, Administrative Officer (GS-15)

• Dan Downey, Special Agent in Charge, Division of Protective Operations (GS-15)

• Sharon Alexis, Acting Director, Emergency Management Center (GS-15)

• Billie Jo Agambar, Director, Security Center (GS-15)

• Betty Lopez, Director, Workplace Equality Compliance Office (GS-15)

• Chris Yerxa, Regional Administrator, Boston/New York (GS-15)

• Crystal Guy, Regional Administrator, Philadelphia (GS-15)

• Michelle Driscoll, Regional Administrator, Atlanta (GS-15)
TAB 1: Agency Organizational Overview

7

• Jon Sebastian, Regional Administrator, Chicago/Kansas City (GS-15)

• Kelley Pettit, Regional Administrator, Dallas/Denver (GS-15)

• Bonnie Macaraig, Regional Administrator, San Francisco/Seattle (GS-15)
TAB 2: State of Play

8

TAB 2: STATE OF PLAY

Key Meetings, Decisions and Announcements

OASAM has a number of annual reporting requirements to Congress, the White House, and 

other Executive branch agencies. These are identified within Tab 3 (Calendar). 

December 2020

• Continuing Resolution Expires – The current Continuing Resolution funding the 

Department expires with the rest of the government on December 11, 2020. OASAM, 

through the Departmental Budget Center, monitors the status of budget negotiations and 

works with the Office of the Solicitor on planning for a potential lapse of appropriations. 

Department of Labor Acquisition Regulation (DOLAR) Revisions – By December 

2020, OSPE anticipates having in the departmental clearance process, a Notice of 

Proposed Rulemaking with respect to global DOLAR revisions at 48 C.F.R. Chapter 

29. These revisions update outdated procurement regulations for the Department and 

incorporate acquisition policy. Given that the majority of the DOLAR has not been 

updated in over a decade and significant changes to the procurement process have 

occurred, it is critical to the acquisition process that these proposed changes be published 

in the Federal Register for comment as soon as possible. Following this process DOLAR 

will be known as the DOL Acquisition Manual (DOLAM).

• Frances Perkins Building (FPB) National Capital Region Consolidation Construction 

Begins – Construction is scheduled to begin on the North side of the second floor. 

January 2021

• Inauguration Support – The FPB is used by law enforcement as a staging and respite 

area for inauguration activities. Traditionally the FPB is within the closed perimeter 

fence. The building is closed that day for all but mission essential employees. 

• Esther Peterson Child Development Center at the Department of Labor – Flood 

restoration and associated remediation expected to conclude.

• Secretary’s Honor Award Nominations Due – Each year, the Secretary of Labor 

acknowledges employee accomplishments that demonstrated excellence in promoting the 

Department’s mission during the previous fiscal year.

February 2021

• Department’s FY 2022 Congressional Budget Justification, including the FY 2020 

Annual Performance Report, are due to OMB. It should be noted that a change in 

Administration will likely result in a renegotiation of the Department’s budget request for 

FY 2022 and delay release of the President’s Budget. Congressional briefings, 

Congressional hearings for the Secretary, and Questions for the Record generally follow 
TAB 2: State of Play

9

the budget submission. 

March 2021 

• Strategic Plan and Strategic Review – An initial draft of the Department’s FY 2022-

2026 Strategic Plan (including Mission Statement, Strategic Goals, Strategic Objectives, 

annotated outline of updated Learning Agenda, and draft Capacity Assessment) is due to 

OMB on June 4, 2021. To meet this milestone, the Performance Management Center 

(which oversees the development of the plan) needs initial decisions on the following 

items by March 26: 

o Mission and Vision statements

o Structure (Strategic Goals and Objectives)

o Strategic goal and objective statements

o Agency Priority Goals for FY 2022-2023

Also due to OMB on June 4, 2021 is the FY 2021 Strategic Review Summary of 

Findings, which includes assessments of whether achievement of Strategic Objectives has 

been Noteworthy, Adequate, or represents an Area for Improvement. The Performance 

Management Center leads the development of this Review.

• FY 2022 Operating Plan Guidance – The Performance Management Center will prepare 

proposed FY 2022 Operating Plan Guidance for Departmental leadership review and

approval.

OASAM COVID-19 Response and Preparedness

In accordance with OMB and OPM guidance, the Department moved to a maximum telework 

posture on March 16, 2020. OASAM has played an integral role in providing advice and 

guidance to Departmental leadership, managers, and employees on issues impacting human 

resources management and operations. Specifically:

• The Office of Human Resources (OHR) provided guidance to managers and employees 

on the full-range of HR issues related to telework, workplace flexibilities, time and 

attendance, leave flexibilities, premium pay, assignment of work and alternate work 

assignments, employee benefits and services, such as EAP, and performance 

management. OHR also led efforts to coordinate with the DOL unions. 

• The BOC Office of Worker Safety and Health (OWSH) partnered with OSHA to 

implement Departmental protocols on identifying and reporting of potential and actual 

COVID-19 exposures, which included cleaning of work spaces and messaging to 

impacted employees. In addition, OWSH staff developed mandatory training for 

supervisors, managers, employees, and contractors on social distancing principles and 

returning to on-site work; created a guidance document outlining roles and 

responsibilities for managers and employees on COVID-19 mitigation strategies; 

conducted on-site evaluations with agencies to ensure adherence to social distancing 

practices when returning employees to on-site work; and actively engaged with Union 
TAB 2: State of Play

10

officials and regional administrators on a multitude of safety and health issues and 

concerns.

• The OASAM Emergency Management Center tracks all presumptive and confirmed 

cases, including potential exposures, for approximately 17,000 employees and 

contractors, regardless of whether the exposure is work related or personal. 

• The Performance Management Center worked with Agencies to develop addendums to 

FY 2020 Agency Operating Plans and to adjust targets due to the COVID-19 emergency 

and the shift to virtual operations.

• The OASAM Regional Offices have amplified the National Office’s messages and efforts 

among the DOL field employees, providing support to regional leadership and facilitating 

in-office resumption planning efforts.

Policy and Regulatory Issues

Key ongoing or recent initiatives include: 

• Space Consolidation and Rent Reduction – President’s Management Procedures 

Memorandum No. 2015-01 (March 25, 2015) and OMB Memorandum M-12-12 (May 

11, 2012), Promoting Efficient Spending to Support Agency Operations, direct all Chief 

Financial Officers Act Executive Branch departments and agencies to move aggressively 

to dispose of surplus properties held by the federal government, make more efficient use 

of the Government's real property assets, and reduce the total square footage of their 

domestic office and warehouse inventory relative to an established baseline. In 

accordance with this guidance, the Department is currently undertaking several 

consolidation projects, including in the National Capital Region and the Frances Perkins 

Building, with the BLS consolidation to Suitland, MD and nationwide for DOL regional 

offices. These projects will result in a reduction of nearly 1 million square feet across the 

region with approximately $37 million per year in rent savings.

• Transition to Electronic Records – OMB and the National Archives and Records 

Administration (NARA) guidance requires all federal agencies to transition to managing 

records in electronic format by December 31, 2022. The adoption of an Electronic 

Records Management System (ERMS) will enable the Department’s records officers (and 

employees) to manage, retrieve and preserve records in accordance with the 

aforementioned directive and NARA’s statutory requirements. Electronic recordkeeping 

will be a major shift in business processes from programmatic and technical positions and 

will cause challenges during the changeover.

• 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 
TAB 2: State of Play

11

our systems and manage identified security risks. In previous OIG audit reports and as 

part of its major management challenges, the OIG has raised concerns regarding IT 

hardware and software asset inventory, account and access log review, patch and 

vulnerability management, third-party oversight, and configuration management. While 

DOL management appreciates the OIG's attention to information security and notification 

of significant security issues that warrants management’s immediate attention, 

management does not agree with the OIG’s characterization of the overall cybersecurity 

program as “ineffective.” As such, management has communicated its concerns with the 

completeness and accuracy of audit reports.

Notwithstanding the noted concerns above, management agreed that corrective actions 

should be taken to address identified issues and prevent reoccurrences. OCIO 

management applied concerted efforts to allocate resources to address the identified 

issues and has completed, or is in the process of completing, the following corrective 

actions:

o Implemented an automated asset management system, ServiceNow, to inventory 

and track all DOL IT equipment from “cradle to grave.” 

o Deploying automated tools to assist staff in performing security controls, such as 

account and access log reviews. 

o Deploying state-of-the-art IT monitoring and management tools – many acquired 

through the DHS Continuous Diagnostic and Mitigation Program - and focusing 

on awareness and training, increased oversight, data quality improvement, and 

more informative alerting and reporting outputs.

o Strengthened policies, procedures, and templates for third-party system oversight 

monitoring and provided training sessions to ensure staff were positioned to 

implement these security monitoring processes to confirm compliance with 

federal and DOL security mandates.

Building on this progress, DOL management will continue its efforts to address the issues 

identified by the OIG, as well as implement cyber security defenses designed to provide 

the necessary safeguards for DOL information, information systems, and security 

boundaries.

• Shared Services Client Engagement – In FY 2020, OASAM established functionspecific governance bodies to support the new ESS organizations and their engagement 

with client agencies. In FY 2021, OASAM will establish a new ESS-wide governance 

body to align the delivery of ESS with the Department’s mission and priorities across all 

service offerings. Additionally, OASAM will be working to optimize services 

transitioned in the previous FY through: implementation of continuous process 

improvement projects; maturation of function-specific service level agreements; launch 

of a semi-annual customer satisfaction survey; and implementation of a robust client 

agency feedback model into the performance of senior leadership for HR, IT, 

procurement, and personnel security. Gathering client agency feedback on the 

performance of ESS leadership supports OASAM’s commitment to excellent customer 

service and increased transparency in the performance of Departmental administrative 

services. 
TAB 2: State of Play

12

• Collective Bargaining – The Division of Employee and Labor Management Relations, 

within OHR, is responsible for managing labor management relations, including contract 

administration with American Federation of Government Employees (Local 12) and the 

National Council of Field Labor Locals (NCFLL).

On July 20, 2020, DOL and Local 12 effectuated a new term collective bargaining 

agreement (CBA),which will expire on July 19, 2025. The Local 12 bargaining unit 

covers approximately 2,700 employees in the Washington, D.C. metropolitan area. 

DOL and the NCFLL have tentatively agreed to 34 of 35 open articles in term 

negotiations over a successor term CBA. The parties are at impasse over one article –

Article 8: Official Time and Travel Expenses, and are in the process of resolving that 

impasse. Until a successor term CBA is reached, the parties are governed by the existing 

CBA which became effective October 1, 2012. The NCFLL bargaining unit covers 

approximately 6,800 bargaining unit employees nationwide, but outside of Washington, 

D.C.

Key Agency Stakeholders

OASAM provides infrastructure and support that enables agencies to focus on their core 

missions. Our stakeholders are the Secretary of Labor (as the Department’s Chief Executive 

Officer), the Deputy Secretary of Labor (as the Chief Operating Officer), and the DOL agencies 

that receive services from our National Office centers and regional offices. The following is an 

explanation of services provided to certain agencies, with noted exceptions:

• Human Resources – The OHR provides Department-wide HR operational services for all 

agencies, with the exception of the Office of the Inspector General (OIG) and the Office 

of the Solicitor (SOL) National Office. These activities include staffing, classification, 

employee and labor management relations, executive resources, and retirement and 

benefits, among others. OHR also sets the HR policy for the entire Department.

• Procurement/Grants – The OSPE provides all procurement services for all DOL 

agencies, except the OIG. OSPE also sets the procurement policy for the entire 

Department. The Employment and Training Administration administers grants for all

DOL agencies. 

• Information Technology – The OCIO provides DOL enterprise-wide IT services for all 

DOL agencies, except: BLS, ETA/Office of Job Corps, MSHA District Offices and Mine 

Emergency Operations, OCFO applications, OIG, and the OSHA Salt Lake City Lab.

• Equal Employment Opportunity Office – OASAM’s Workplace Equality Compliance 

Office administers and enforces the Department’s EEO policies for all DOL agencies, 

with the exception of the Bureau of Labor Statistics, OIG, and SOL who have EEO 

program managers who administer these functions in both the National and regional 

offices for their staff.

OASAM hosts bi-weekly Administrative Officer meetings for Departmental coordination and 
TAB 2: State of Play

13

OASAM centers host regular internal stakeholder coordination meetings. In addition, OASAM 

interacts on a regular basis with the Office of Management and Budget, General Services 

Administration, the Chief Human Capital Officer’s Council, the Chief Acquisition Officer’s 

Council, the Chief Information Officer’s Council, and with the Federal Chief Information Officer 

at the White House. Further, OASAM manages three program areas that have public 

stakeholders:

• Civil Rights Center – The Civil Rights Center’s (CRC) Office of External Enforcement 

and Office of Compliance and Policy both support CRC's responsibility to administer and 

enforce the laws that apply to recipients of financial assistance under Title I of the 

Workforce Innovation and Opportunity Act (WIOA) and its predecessor, the Workforce 

Investment Act (WIA); American Job Center partners listed in WIOA/WIA Section 

121(b) that offer programs or activities through the workforce development system; state 

and local governments and other public entities operating programs and activities related 

to labor and the workforce; and any recipients of financial assistance from, or programs 

conducted by, DOL that are not included in the categories above.

• OSPE Office of Small and Disadvantaged Business Utilization – OSDBU administers 

the Department of Labor's small business program in accordance with the Small Business 

Act. Its priority is to ensure that small businesses, including small disadvantaged 

businesses, woman-owned small businesses, service-disabled veteran-owned small 

businesses, and HUBZone certified businesses have the maximum practicable 

opportunity to participate in our work as prime contractors and subcontractors. OSDBU 

also serves as the Department's Ombudsman for small businesses under the Small 

Business Regulatory Enforcement Fairness Act of 1996.

• Benefits.gov – Launched in 2002, Benefits.gov was one of the earliest “E-Government” 

initiatives to launch as part of the President’s Management Agenda and was established 

as the official benefits website of the U.S. government. Operated, managed and 

supported by a federal agency partnership, Benefits.gov provides an innovative, 

technology-based solution to benefit information delivery. The beneficiaries include U.S. 

citizens, businesses, and federal and state government entities.
TAB 3: Calendar

14

TAB 3: CALENDAR

Event Date

DOL’s Annual Small Business Procurement Scorecard and Plan 

submission to the Small Business Administration January 2021

Enterprise Shared Services Governance Board Meeting (Quarterly) January 2021

DOL’s Real Property Capital Plan Submission January 2021

OIG FISMA Entrance Conference January 2021

NARA’s Records Management Self-Assessment January – March 2021

NARA’s Federal Email Management Report January – March 2021

NARA’s Senior Agency Official Report January – March 2021

DOL’s Annual Alternative Fuel Vehicle Acquisition Report to 

Congress February 2021

FY 2020 Environmental Collaboration and Conflict Resolution 

Policy Report February 2021

DHS Cybersecurity and Infrastructure Security Agency (CISA) 

Federal Cyber Priorities and Actions February 2021

FY 2022 Congressional Budget Justification Submission February 2021

The Annual Performance Report (APR) is a chapter in the 

Congressional Budget Justification, due each February. February 2021

DOL’s Annual No FEAR Act Report to Congress, et al March 2021

DOL’s Annual MD-715 Report to the Equal Employment 

Opportunity Commission March 2021

DOL’s Annual FISMA Report (Congressional Transmission) March 2021 to Congress

(October 31 to OMB)

Pay Agent Report to the President 

(in collaboration with OPM and OMB) March 2021

FY 2022 Operating Plan Guidance Issued April 2021

DOL’s Annual Minority Serving Institutions Plan and Report to the 

White House Initiatives housed at the Department of Education May 2021

DOL’s Annual Occupational Safety and Health Report to OSHA May 2021

DOL’s Annual Recordkeeping Report to BLS May 2021
TAB 3: Calendar

15

Event Date

Strategic Sustainability Performance Plan to OMB and Council on 

Environmental Quality June 2021

Federal Activities Inventory Reform (FAIR) Act June 2021

Initial draft of the Department’s Strategic Plan and the Annual 

Strategic Review is due to OMB June 4, 2021

End of Program Year (Procurement Deadline) June 30, 2021

House Oversight and Reform Committee’s Federal Information 

Technology Acquisition Reform Act (FITARA) Scorecard July/August 2021

DOL’s Annual FISMA Report (Transmission to OMB) October 31, 2021 to OMB

(March 2021 to Congress)

NARA’s Controlled Unclassified Information Report November 2021

DOL’s Federal Asset Sales and Transfer Act (FASTA) submission November 2021

OMB Quarterly Integrated Data Collection (IDC) Meeting November 2021

DOL’s Annual Federal Real Property Report (FRPP) submission December 2021
TAB 4: Budget

16

TAB 4: BUDGET

Budget Authority and FTE Summary

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Rev. Enacted Rev. Enacted Rev. Enacted Rev. Enacted Request

OASAM S&E $23.8 $25.7 $29.0 $29.0 $29.2

CRC $6.9 $6.9 $6.9 $6.9 $6.9

ITM $18.8 $20.8 $23.3 $25.3 $37.0

WCF $313.0 $321.3 $331.9 $336.1 $336.1

Total $362.6 $374.6 $391.1 $397.3 $409.2

At-A-Glance

• The Office of the Assistant Secretary for Administration and Management (OASAM) 

receives funding from multiple sources.

• Historical tables show data for OASAM’s budget activity in the Departmental 

Management (DM) appropriation. 

• In addition, OASAM receives funding through the Working Capital Fund (WCF) and

through reimbursable agreements. OASAM’s Civil Rights Center (CRC) receives 

funding separately as an activity in the DM appropriation and OASAM’s Office of the 

Chief Information Officer (OCIO) manages the IT Modernization appropriation.

• In FY 2020, OASAM’s total budget is $397,275,000, of which 85% (or $336,122,000) is 

provided through the WCF. OASAM receives 9% from direct appropriations for 

Departmental Management ($29,004,000) and Civil Rights Center ($6,880,000), and 6% 

($25,269,000) from the IT Modernization appropriation. Of the WCF resources allocated 

to OASAM, 55%, or $185,396,000 is to fund IT services, and 11%, or $36,339,000 is to 

fund HR services.

• DM funding supports staff and related expenses for the leadership and policy-making 

offices of OASAM Centers. The WCF supports staff and all expenses for operational 

offices, including OASAM’s regional staff and the majority of expenses in BOC, OSPE, 

OHR, and OCIO. 

Budget and FTE Trends

• OASAM’s S&E budget has been stable in recent fiscal years, aside from reprogrammings 

in FY 2017 and FY 2018 to reflect the movement of the Departmental Budget Center 

(DBC) from OASAM to OCFO and then back to OASAM. 

• From FY 2009 to FY 2016, OASAM centralized and consolidated the Department’s IT 

infrastructures. Beginning in FY 2014, OASAM financed much of consolidation efforts 

through reimbursable agreements with DOL agencies. Using this strategy, OASAM was 

able to shift funding already used by agencies for IT costs to a more efficient model. This 

financing strategy continued into FY 2015, but beginning in FY 2016, OASAM began 

recovering these expenses through the WCF. Reimbursable authority for OCIO services 

was eliminated and WCF funding for OCIO was increased by a commensurate amount. 
TAB 4: Budget

17

• A similar model has been used for the enterprise-wide shared services initiative. In FY 

2020, agencies transferred administrative functions to OASAM under reimbursable 

agreements. In FY 2021, these activities will all be realigned to the WCF.

Upcoming Issues

• The Department requested to create a working capital fund for IT in the FY 2021 

President’s Budget. 

• There will be significant changes to the WCF in FY 2021 as all enterprise-wide shared 

services activities are realigned to the WCF. 
TAB 4: Budget

18

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Req

Request $25.0 $21.9 $20.6 $30.6 $35.8 $36.6 $23.5 $23.8 $29.0 $29.2

Enacted $19.8 $18.8 $19.8 $28.4 $28.4 $24.0 $23.5 $28.5 $29.0

$0

$5

$10

$15

$20

$25

$30

$35

$40

OASAM S&E

Request vs. Enacted, FY 2012-FY 2021

(Dollars in millions)

FY

2011

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

Enacted $19.9 $19.8 $18.8 $19.8 $28.4 $28.4 $24.0 $23.5 $28.5 $29.0

Inflation Adjusted $22.3 $19.8 $20.1 $20.4 $20.5 $20.7 $21.2 $21.7 $22.1 $22.1

$0

$5

$10

$15

$20

$25

$30

$35

OASAM S&E

FY 2012 Inflation Adjusted BA vs. FY 2012-FY 2020 Enacted BA

(Dollars in millions)
TAB 4: Budget

19

FY

2011

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

FY

2021

Req

Authorized 100 115 115 115 110 110 93 85 106 99 99

Actuals 93 94 95 95 95 92 85 99 99 103

0

20

40

60

80

100

120

140

OASAM S&E

Authorized FTE vs. Actuals, FY 2012-FY 2020
TAB 5: Agency Performance

20

TAB 5: AGENCY PERFORMANCE

OASAM’s tracks and reports on more than 110 measures quarterly and annually. This includes

are service level agreement measures for those agencies that have migrated to Enterprise Shared 

Services. OASAM has written agreements with agencies that outlines the services they can 

expect from the Enterprise Service Desk and how OASAM will track this performance. This 

performance tab represents a selection of public-facing, high-level measures to provide a 

snapshot introduction to the agency. Other measures are available upon request for further 

review. 

Human Resources Measures

Measures

FY 

2020 

Target

FY 2020 

Result

FY 

2021 

Target

Average number of days to hire SES employee from 

closing date of vacancy announcement 90 86 90

Average Time to Hire (DOL) 80 95 80

Hiring Manager Satisfaction Index Score (DOL) 85% 76% 85%

Information Technology Measures

Measures

FY 

2020 

Target

FY 2020 

Result

FY 

2021 

Target

Enterprise Services: Average time of Service Desk 

ticket resolution (minutes) 115 80 115

Percent of network and application services uptime 99.90% 99.98% 99.90%

Enterprise Service Desk Customer Satisfaction 

Index Score 95% 96% 95%

Security Measures

Measures

FY 

2020 

Target

FY 2020 

Result

FY 

2021 

Target

Personal Identity Verification (PIV): Average 

number of days to submit a background

security investigation request to OPM

14 9 14

Average number of days to adjudicate a background 

investigation for national security 20 17 20
TAB 5: Agency Performance

21

Procurement Measures

Measures

FY 

2020 

Target

FY 2020 

Result

FY 

2021 

Target

Percent of contracts awarded to small businesses 

(SB) 45.00% 40.63% 45.00%

Percent of contracts awarded to small disadvantaged 

businesses (SDB)3 5.00% 27.12% 5.00%

Percent of contracts awarded to small woman-owned

businesses (WO) 5.00% 12.82% 5.00%

Percent of contracts awarded to service-disabled

veteran-owned small businesses (SDVOSB)4 3.00% 7.05% 3.00%

Percent of contracts awarded to Historically 

Underutilized Business Zone (HUBZone) small 

businesses5

3.00% 5.95% 3.00%

Category Management: Cumulative Addressable 

Spend Through Best in Class Solutions (in millions)6 $200 $271 TBD by OMB

Civil Rights Measures

Measures

FY 

2020 

Target

FY 2020 

Result

FY 

2021 

Target

Reasonable Accommodation: Percentage of time 

CRC purchases equipment, services, or assistive 

technology (using DOL's Centralized 

Accommodation Fund) within 60 business days (after 

it has been determined that a purchase is needed)

85% 100% 90%

Internal Enforcement: Percent of Investigations 

Issued within Regulatory Timeframes 86% 98% 90%

External Enforcement: Number of External 

Investigations Completed (cumulative measure) 30 28 28

Agency Priority Goal

OASAM’s also reports quarterly on an Agency Priority Goal (APG) to implement an EnterpriseWide Shared Services Model by September 30, 2021. The APG help OASAM to track its 

 3

At least 51% owned and controlled by a socially and economically disadvantaged individual or individuals 4 At least 51% owned and controlled by one or more service-disabled veterans 5 HUBZone Requirements

6 Category Management is a business model of bundling “like” products into a single unit and addressing 

procurement as single enterprise across federal agencies. Best in Class identifies contracts that meet rigorous 

category management performance criteria as defined by OMB and are “good-for-government” purchasing solutions 

which should be used by all agencies to help agencies manage their spend more efficiently. OMB is responsible for 

setting this target by has not yet done so for FY 2021. Expect this target in late Q1.
TAB 5: Agency Performance

22

transition from multiple administrative service providers to one for each functional area with a 

central reporting authority. More information on the APG is available here.