U.S. Department of Labor

Office of the Assistant Secretary 

for Administration and 

Management

November 2016
Table of Contents

Table of Contents

Table of Contents.......................................................................................................................... ii

TAB 1: Agency Organizational Overview .................................................................................. 1

Mission........................................................................................................................................ 1

Authorizing Legislation .............................................................................................................. 2

Organizational Structure ............................................................................................................. 4

Organizational Changes during the Past Eight Years................................................................. 6

Key Leaders................................................................................................................................ 7

TAB 2: 30/60/90 Days – State of Play.......................................................................................... 9

Key Meetings, Decisions, and Announcements ......................................................................... 9

Key Agency Stakeholders......................................................................................................... 10

TAB 3: Initiatives........................................................................................................................ 16

Policy and Regulatory Issues.................................................................................................... 16

Major Grants and Contracts...................................................................................................... 16

Audits and Reports.................................................................................................................... 20

Management.............................................................................................................................. 22

Calendar.................................................................................................................................... 23

TAB 4: Budget............................................................................................................................. 24

TAB 5: Agency Performance ..................................................................................................... 33
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 Department of Labor to perform its mission. 

Areas of responsibility include procurement, information technology, human resource 

management, facilities, space management, telecommunications, civil rights, emergency 

management, physical security, and strategic planning. OASAM is also responsible for the 

development and promulgation of policies, standards, procedures, systems, and materials related 

to the resource and administrative management of the Department and for the execution of such 

policies and directives at Headquarters and in the field. 

The Core of OASAM’s Work

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

below. 

• Set 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. 

• Provide 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 policies and 

procedures that are relevant to their work. 

• Assess Agency Competence and Compliance – OASAM’s centers and regional offices 

have the responsibility of ensuring that agencies are abiding by Departmental and 

government‐wide policies; they are also responsible for evaluating the implementation of 

these policies. 

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

every function OASAM’s centers and regional offices carry out, there are offices within 

each program agency that have similar responsibilities. Because OASAM has expertise 

in the policies and procedures related to those functions, OASAM provides training, 

technical assistance, and – when needed – direct staff support to build capacity 

throughout the Department. 

• Administer 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. These core functions 

and systems include the Enterprise Computer Network (ECN) and the administration of 

the Department’s shared services for human resources management and procurement.

These categories comprise the core functions of the agency in its support of the agencies and 

Departmental leadership. Two represent the agency’s service on behalf of Departmental 
TAB 1: Agency Organizational Overview

2

leadership: policy setting and assessing agency competence; while the other three represent 

service to the agencies: providing information on policies and procedures; providing training,

technical assistance, and direct support; and administration of core operational functions. 

Authorizing Legislation

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

directives, and internal policy. The principle law authorizing the creation of the Assistant 

Secretary for Administration and Management is 29 U.S. Code § 553. 

Within the past twenty years, a number of laws have been passed to establish Department-wide 

roles. The roles are held by OASAM senior executives and include:

• The Chief Human Capital Officers Act of 2002 established the role of the Chief Human 

Capital Officer (CHCO);

• The Services Acquisition Reform Act of 2003 (SARA) established the position of the 

Chief Acquisition Officer (CAO);

• The 1996 Clinger–Cohen Act established the Chief Information Officer (CIO) position; 

and

• The Government Performance and Results Modernization Act (GPRMA) (further 

outlined below) established the role of the Performance Improvement Officer (PIO).

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): 

• Secretary's Order 05-2009: Delegation of Authorities and Assignment of 

Responsibilities to the Assistant Secretary for Administration and Management;

• 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 03-2008: Delegation of Authorities and Assignment of 

Responsibilities to the Chief Human Capital Officer and Others; and

• Secretary’s Order 03-2003: Update of Delegation of Authority and Assignment of 

Responsibility to the Chief Information Officer.

Other important legislation impacting OASAM include (but are not limited to): 

• The Federal Information Technology Acquisition Reform Act (FITARA), which was 

enacted on December 19, 2014. Among many other things, it takes major steps toward 

ensuring agency CIOs have significant involvement in procurement, workforce, and 

technology-related budget matters.

• Federal Information Security Modernization Act (FISMA) of 2014 defines the 

comprehensive cybersecurity framework to strengthen the overall Federal Government 

security posture and by which the Department must implement an Enterprise 

Cybersecurity program to safeguard its most critical information and information 

technology systems. FISMA requires DOL to provide quarterly and annual reports on 

the operational effectiveness of its Cybersecurity program.

• Presidential Policy Directive 8 (National Preparedness) is aimed at strengthening the 
TAB 1: Agency Organizational Overview

3

security and resilience of the United States through systematic preparation for the threats 

that pose the greatest risk to the security of the Nation, including acts of terrorism, 

cyberattacks, pandemics, and catastrophic natural disasters. 

• Title 5 of the United States Code outlines the role of government organizations and 

employees, and is critical to HR operations.

• The Small Business Act (as amended by Public Law 95-507) established the Office of 

Small and Disadvantaged Business (OSDBU). The Director of the OSDBU is the primary 

advocate within each Federal Executive Agency responsible for promoting the maximum 

practicable use of all designated small business categories within the Federal Acquisition 

process.

• Executive Order 12196 (Occupational Safety and Health Programs for Federal 

Employees) requires the Secretary of Labor (delegated to OASAM) the responsibility to 

perform various services for DOL agencies, including consultation, training, 

recordkeeping, inspections, and evaluations.

• The Presidential and Federal Records Act Amendments of 2014 amends federal law 

regarding the preservation, storage, and management of federal records.

• The Government Performance and Results Act of 1993 (GPRA) was passed to create a 

greater role for data and empirical evidence in policy, budget, and management decisions. 

It mandates that federal agencies develop Strategic Plans, with Congressional and 

stakeholder input. The Plans must communicate the mission, vision and goals of the 

organization, and must include measures with yearly targets to demonstrate progress 

toward the goals. The law requires a yearly report on progress against targets and allows 

agencies to adjust future targets. The report is the Annual Performance Report, delivered 

to Congress with the President’s Budget Justification in February for the fiscal year that 

begins each October. The purpose of this report is to assure Congress that the funds 

produce measurable results toward the goals of the agency.

• The GPRA Modernization Act of 2010 (GPRAMA) kept in place the major provisions of 

GPRA and also added a requirement for Agency Priority goals – a short list of top 

priorities with quarterly results posted on Performance.gov. GPRAMA also created the 

Deputy Secretary’s role as Chief Operating Officer (COO). The law also synched up 

Strategic Plan development with the Presidential election cycle, so that each new 

Administration must begin its term with a Plan reflecting its priorities and values.
TAB 1: Agency Organizational Overview

4

Organizational Structure

OASAM has 780 federal employees1 and nearly 1,180 contractors located in nine National 

Office centers, six main regional offices, and four satellite regional offices. With the exception 

of the Security Center, Emergency Management Center, and the Equal Employment Opportunity 

Office, each National Office center is led by an SES Director. The six main regional offices are 

led by a GS-15 Regional Administrator. 

Organizational Chart

Deputy Assistant 

Secretary for Operations

Edward C. Hugler 

(Career SES)

Performance Management 

Center

Holly Donnelly (Career SES)

Office of Chief Information 

Officer

Vacant (CIO) (Career SES)

Gundeep Ahluwalia (D/CIO) 

(Career SES)

Business Operations Center

Al Stewart (Career SES)

Civil Rights Center

Naomi Barry-Perez 

(Career SES)

Equal Employment 

Opportunity Office

Betty Lopez

Emergency Management 

Center

Greg Rize

Security Center

Vacant

Human Resources Center

Sydney Rose (CHCO) 

(Career SES)

Kim Sasajima (D/CHCO) 

(Career SES)

Benefits.gov

Albert Sloane

Chief Information Security 

Officer

Tonya Manning (Career SES)

Director, Enterprise 

Services

Lou Charlier (Career SES)

Chief Procurement Officer

Carl Campbell (Career SES)

Director, IT Administration, 

Policies and Procedures

Cheryle Greenaugh (Career 

SES)

OASAM Budget Office

Vacant

Administrative Officer

Chris Yerxa

Assistant Secretary for 

Administration and 

Management

Vacant (PA)

Deputy Assistant 

Secretary for Policy 

Charlotte Hayes 

(Non-Career SES)

Regional Offices

Boston / New York - Mark Vrooman 

Philadelphia - Crystal Guy

Atlanta - Michelle Driscoll

Chicago / Kansas City - Jon Sebastian

Dallas / Denver - Kelley Pettit

San Francisco / Seattle - Janie Thomas

 1 480 National Office employees and 300 Regional Office employees. 
TAB 1: Agency Organizational Overview

5

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

6

Organizational Changes during the Past Eight Years

Secretary’s Security Detail – DOL has provided physical security and protection services for the 

Secretary of Labor since 1970. In 2014, the Secretary of Labor agreed to the DOL Inspector 

General’s request that DOL reassume responsibility and functions for physical security and 

protection services for the Secretary. By memorandum on December 19, 2014, at the direction 

of the Secretary, the Deputy Secretary of Labor approved the establishment of a new Secretary’s 

physical security and protective services team in a new Division of Protective Operations (DPO) 

within OASAM’s Security Center. 

OCIO Consolidation – As described in the IT cross-agency paper, in FY 12 DOL began an 

effort to consolidate DOL’s nine disparate Agency IT infrastructure organizations into a unified 

and standardized IT organization to create a robust and scalable shared services infrastructure. 

To-date, the Department has integrated infrastructure staff and resources from six agencies, as 

part of its plan to consolidate DOL’s networks from nine to one over five years. The Data 

Center Consolidation Initiative met 100% of federal milestones to move local Washington, DC 

data centers to a single, state-of-the-art commercial “Bytegrid” data center. To date, DOL has 

closed 24 data centers throughout the U.S., improving efficiency and reducing energy costs. 

OASAM also consolidated siloed agency help desk contracts into one Enterprise-wide Service 

Desk. The ESD currently services twenty-two DOL agencies and approximately 14,000 

employees, and provides 24x7 service.

OCIO Reorganization – As the IT client base and responsibilities have expanded, OASAM has 

taken important steps to transform the Department's IT organization into one with the breadth 

and depth needed for DOL to modernize its IT services. Key steps which strengthen the OCIO 

include: adding platform and software "as-a-service" groups to mirror the changes in the IT 

industry of providing services over the internet or through cloud computing; hiring key staff and 

establishing an advanced systems engineering presence that didn’t previously exist; and maturing 

the administrative and financial management, IT governance, Customer Advocacy and 

infrastructure services functions. Additionally, the Department has recently made changes to the 

CIO designation. Previously, the CIO had been the Assistant Secretary. Correspondingly with 

the increase of scope of operations, the designation was reassigned to the career incumbent in 

2014. Additionally, as part of Leadership’s efforts to strengthen OCIO, in July 2016 OASAM 

hired an SES Deputy CIO with a strong mix of policy and management experience.

Created SES Chief Information Security Officer Position – One of the key steps to strengthen 

OCIO and its cybersecurity program has included appointing a Senior Executive to oversee the 

Department’s CyberSecurity efforts. This appointment was critical and allows the Department to 

effectively respond to federal cyber security mandates and cyber incidents, as well as, provide 

technical assistance and disseminate timely and actionable notifications to DOL management 

officials.

Created SES Chief Procurement Officer Position – OASAM has continued its ongoing effort to 

reform procurement processes throughout the Department by creating a Senior Executive 

position to oversee procurement policy, the small business procurement program, and 

contracting services for the majority of DOL’s agencies. OASAM’s procurement reform 

initiative has led to an overhaul the Department’s procurement processes, improved and 
TAB 1: Agency Organizational Overview

7

institutionalize internal controls, and raised the bar for accountability.

Designated a Career Executive as the Department’s CHCO and Hired an SES Deputy CHCO 

– Like the CIO, the CHCO designation had previously been given to the Assistant Secretary. In 

an effort to improve continuity of operations, make the Department more consistent with other 

federal agencies, and properly assign HR responsibilities to the Department’s HR leaders, in 

2015 the title was transferred to the incumbent Director of the Human Resources Center. 

Additionally, as part of Leadership’s efforts to strengthen HRC, in 2015 OASAM hired an SES 

Deputy CHCO.

EEO Consolidation - Since 2009, the OASAM EEO Office has assumed responsibility for the 

EEO programs from the former-Employment Standards Administration agencies, the 

Occupational Safety and Health Administration, the Employment and Training Administration,

and the Mine Safety and Health Administration. OASAM EEO Office now services 21 client 

agencies, including 5 major agencies, which together total 11,500 customers (72% of DOL’s 

total workforce of 16,000). 

Creating an OASAM Budget Office – In 2016 the Departmental Budget Center (DBC) was 

realigned with the Office of the Chief Financial Officer. As a result, OASAM has begun the 

process of staffing a new OASAM Budget Office to oversee the budget formulation and agencylevel financial management services previously provided by DBC. This new office is critical in 

representing OASAM’s interests in Working Capital Fund discussions, including those related to 

IT. 

Key Leaders 

SES Positions –

• Edward C. Hugler - Deputy Assistant Secretary for Operations

• Charlotte Hayes - Deputy Assistant Secretary for Policy (non-career)

• Al Stewart - Director, Business Operations Center

o Carl Campbell - Chief Procurement Officer 

• Vacant - Chief Information Officer (vice-Dawn Leaf, retired September 30, 2016)

o Gundeep Ahluwalia, Deputy Chief Information Officer

o Tonya Manning - Chief Information Security Officer

o Lou Charlier - Director, Infrastructure Services 

o Cheryle Greenaugh - Director, IT Administration, Policies and Procedures

• Sydney Rose - Director, Human Resources Center / Chief Human Capital Officer

o Kim Sasajima - Deputy Director, Human Resources Center / Deputy Chief 

Human Capital Officer

• Naomi Barry-Perez - Director, Civil Rights Center

• Holly Donnelly - Director, Performance Management Center

Non-SES Leadership Positions –

• Stacey Thompson – Acting Director, Security Center (GS-15)

• Greg Rize - Director, Emergency Management Center (GS-15)

• Betty Lopez - Director, Equal Employment Opportunity Office (GS-15)

• Mark Vrooman - Regional Administrator, Boston/New York (GS-15)
TAB 1: Agency Organizational Overview

8

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

• Michelle Driscoll - Regional Administrator, Atlanta (GS-15)

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

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

• Janie Thomas - Regional Administrator, San Francisco/Seattle (GS-15)

• Chris Yerxa - Administrative Officer (GS-15)

• Vacant - OASAM Agency Budget Officer (GS-15)
TAB 2: 30/60/90 Days – State of Play

9 

TAB 2: 30/60/90 DAYS – STATE OF PLAY

Key Meetings, Decisions, and Announcements

• Working Capital Fund for 2017/2018 – Of OASAM’s total budget, more than 85% is 

provided through the Working Capital Fund (WCF); 65% of that is to fund IT services and 

nearly 10% is to fund HR services (the rest is spread around other OASAM areas, including 

the regional offices, the Business Operations Center, the Security Center, and the 

Performance Management Center). 

 

• Hiring a new Chief Information Officer – With the departure of the CIO in September 

2016, it is important to prioritize the hiring of this critical career executive. 

• Updated rule for Section 188 of the Workforce Innovation and Opportunity Act (WIOA) –

The Civil Rights Center is currently in the process of finalizing its updated rule for Section 

188 of the Workforce Innovation and Opportunity Act (WIOA). Section 188 of WIOA 

contains the nondiscrimination provisions of the statute, which prohibits the exclusion of an 

individual from participation in, denial of the benefits of, discrimination in, or denial of 

employment in the administration of or in connection with any programs and activities 

funded or otherwise financially assisted in whole or in part under Title I of WIOA on the 

basis of race, color, religion, sex, national origin, age, disability, or political affiliation or 

belief, or, for beneficiaries, applicants, and participants only, on the basis of citizenship 

status or participation in a program or activity that receives financial assistance under Title I 

of WIOA. We expect that the final rule will be cleared by OMB by early November 2016, 

published in the Federal Register later that month, and will go into effect in January 

2017. We anticipate holding training on the new rule for state and local officials beginning 

in March or April 2017. Finalizing the Section 188 rule is critical because the requirements 

of the rule have not been updated since 1999, and there have been significant developments 

in recipient practices and equal opportunity and nondiscrimination law since that time.

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

Budget Justification, due each February. PMC works with Agencies to report best practices 

that led to good performance and to put in place plans for mitigating poor performance.

• Department’s Strategic Plan – An initial draft of the Department’s Strategic Plan is due to 

OMB on June 3, 2017. To meet this milestone, the Performance Management Center 

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

by March 25: 

o Mission and Vision statements

o Structure (Strategic Goals, Objectives, and Performance Goals)

o Strategic goal and objective statements

o Agency Priority Goals for FY 18-19 

(b) (5)
TAB 2: 30/60/90 Days – State of Play

10

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 not provided to certain agencies: 

• Human Resources – BLS, ETA, MSHA, OSHA, and SOL have been delegated HR 

authority to service their National Office staff (except for political appointees and Senior 

Executives, which are handled solely by the Office of Executive Resources within OASAM) 

and their regional staff at the GS-14/15 level. OASAM does not provide any HR services 

for OIG. Please see the next page for more information. 

• Procurement/grants – BLS, ETA, MSHA, and OIG have been delegated different levels of 

procurement authority. BLS2 and OIG have full procurement authority, while ETA and 

MSHA have limited authorities that require OASAM to procure their IT 

purchases. OASAM provides complete oversight and policy direction for all procurement 

and grant activities.

• Information Technology – OASAM/OCIO provides department-wide enterprise IT 

infrastructure services, with the exception of BLS and OIG. Please note that many agencies 

have application-level IT support (i.e., personnel who support agency-specific systems or 

services) in the National and Regional Offices. 

• Equal Employment Opportunity Office – BLS, EBSA, OIG, and SOL have EEO program 

managers who administer these functions in both the National and Regional Offices. 

OASAM services all other agencies. 

In addition, OASAM interacts on a regular basis with the Office of Management and Budget, 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 – CRC’s Office of External Enforcement (OEE) and Office of 

Compliance and Policy (OCAP) 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 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.

• Office of Small and Disadvantaged Business Utilization (organizationally aligned within 

 2 BLS’ procurement authority is reviewed and authorized in accordance with the authorization agreement. 
TAB 2: 30/60/90 Days – State of Play

11

BOC) – 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 (SBREFA). 

• Benefits.gov – Launched in 2002, Benefits.gov (formerly GovBenefits.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.

HR Structure at DOL

DOL adheres to HR laws and regulations covering executive branch agencies and overseen by the 

U.S. Office of Personnel Management (OPM). The DOL Chief Human Capital Officer receives 

delegated authority for HR from OPM. OPM views DOL as having an effective HR accountability 

program, which is essential for retaining HR authorities. 

 

DOL’s HR structure includes the Office of the Assistant Secretary for Administration and 

Management (OASAM) Human Resources Center (HRC), six DOL Agency HR Offices (listed 

below) and six OASAM Regional HR offices -- 

• Bureau of Labor Statistics (BLS) 

• Employment and Training Administration (ETA)

• Mine Safety and Health Administration (MSHA) 

• Occupational Safety and Health Administration (OSHA) 

• Office of Inspector General (OIG)

• Office of the Solicitor (SOL) 

• Six Regional OASAM HR Offices 

o Boston / New York, 

o Philadelphia, 

o Atlanta, 

o Chicago, 

o Dallas, 

o San Francisco

DOL Agency HR Offices service their own employees in the Washington, D.C.-area as well as 

higher graded field staff, e.g., GS-14 and 15. The rest of the Department receives HR services from 

(OASAM) HR Offices in the National Office and in the regions. HR services for all Departmental 

Senior Executive, Senior-Level and political employees are provided by the HRC’s Office of 

Executive Resources. 

(b) (5)
TAB 2: 30/60/90 Days – State of Play

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Chief Human Capital Officer / OASAM’s Human Resources Center

Sydney T. Rose, Chief Human Capital Officer (CHCO), is the chief HR advisor for the Department. 

The CHCO reports to the Deputy Assistant Secretary for Operations under OASAM. The CHCO 

oversees HRC and a mission to provide leadership, guidance, and technical expertise in all areas 

related to the management of human capital and the Department’s human resources. HRC provides 

information on policies and procedures, assesses competence and compliance with policies and 

procedures, and provides training, technical assistance and direct assistance to client agencies and 

their personnel. The HRC is comprised of nine offices: 

• Office of the Director provides leadership, guidance, and technical expertise in all areas 

related to management of DOL’s human resources, including strengthening the diversity of 

the DOL workforce. (4 FTE)

• Office of Administration manages administrative functions for HRC, which includes 

procurement, budget, property management, information technology, space and 

telecommunications and interpreting services. (5 FTE)

• Office of Employee Engagement oversees employee engagement initiatives, training and 

development, workplace flexibilities, and diversity and inclusion. It is the result of an 

August 2016 internal reorganization effort. (21 FTE)

• Office of Employee and Labor Relations & Negotiations provides Department‐wide labormanagement relations program and policy development, guidance, and oversight. (14 FTE)

• Office of Executive Resources provides Department‐wide leadership and guidance on HR 

policy and direct human resources management services for Senior Executive Service, 

Senior Level Presidential Appointments, and Presidential Appointments with Senate 

Confirmation and Schedule C appointments. (9 FTE)

• Office of Human Resources Consulting and Operations is responsible for providing HR 

staffing, classification, personnel processing services to OASAM National Office customers 

including. (26 FTE)

• Office of Human Resources Policy and Accountability is responsible for providing 

Departmental leadership, development, and advisory services pertaining to HR policy, 

workforce analysis, and strategic planning, recruitment, human capital initiatives and HR 

quality and accountability programs. (10 FTE)

• Office of Human Resources Management Information Systems & Solutions manages the 

Department’s Human Resource Information Systems including automated staffing, 

recordkeeping, and electronic learning. The office leads the modernization of the 

Department’s core HR information systems. (28 FTE) 

o The Department secures HR processing interface and timekeeping systems from the 

U.S. Department of Treasury and its subcontractors. Since converting in 2012, our 

HRC HR Works team was worked constantly with Treasury and subcontractors to 

address significant system problems and issues with poor service. The Department’s 
TAB 2: 30/60/90 Days – State of Play

13

Learning Management System, LearningLink, and DOL’s interface with USAJobs 

are also problematic due to funding difficulties. 

• Office of Worklife, Leave, and Benefits Policy & Programs is responsible for employee 

benefits and retirement counseling as well as management of the Department’s worklife and 

leave programs. (15 FTE) 

Structure of HR at DOL 

The organizational chart below illustrates the reporting structure for HR Offices and the Human 

Resources Center. The servicing structure is complex. At times, restructuring interests have 

surfaced from within DOL and externally through the government-wide benchmarking initiatives. 

The OMB Benchmarking data results demonstrated a range of HR costs by Agency HR Offices and 

OASAM. 

 

Assistant Secretary for Administration 

and Management

Deputy Assistant Secretary for 

Operations

Chief Human Capital Officer /

Director, Human Resources 

Center (OASAM)

____________________________

Serviced workforce is DOL HQ and GS -14 

and above for the following agencies EBSA, 

OWCP, WHD, OLMS, OALJ, Boards, OASP, 

OCFO, OFCCP, OPA, VETS, WB, ODEP, 

OASAM, OLAB and OSEC 

Human Resources 

Consulting and 

Operations

ETA HR Office

___________________________

Serviced workforce is ETA HQ and 

ETA Region GS-14 and above

SOL HR Office

__________________________

Serviced workforce is SOL HQ and 

SOL Region GS-14 and above

MSHA HR Office

__________________________

Serviced workforce is MSHA HQ 

and MSHA Region GS-14 and 

above

OSHA HR Office

__________________________

Serviced workforce is OSHA HQ 

and OSHA Region GS-14 and 

above

BLS HR Office

__________________________

Serviced workforce is BLS HQ and 

BLS Region GS-14 and above

OIG HR Office

__________________________

Serviced workforce is OIG HQ and 

OIG Region GS-14 and above

Regional HR Offices

____________________________

Serviced workforce is GS-13 and below in 

Regional offices. 

Office of Employee 

Engagement

Employee and Labor 

Relations & Negotiations 

Executive Resources

Administrative Services

Human Resources Policy 

and Accountability

HR Information Systems

Worklife, Leave and 

Benefits Policy and 

Program 

Human Resources 

Management Information 

Systems & Solutions

HR Offices

Department HR Authority & Resources

Straight Line Represents Direct Report

Dotted Line Represents Policy Relationship 

 

The charts below are from OMB’s benchmarking data, which shows DOL’s HR services compared 

to the rest of the government. The first chart is the amount of money Departments spend on Human 

Capital per employee serviced. As you can see, DOL ranked second to the bottom for Departments 

(b) (5)
TAB 2: 30/60/90 Days – State of Play

14

with less than 25,000 employees. The second chart shows Departments Human Capital Servicing 

Ratio (Servicing Ratios measures the number of employees receiving HR services from Agency HR 

employees) for this DOL overall is ranked the third highest for Departments with less than 25,000 

employees. 

HR Funding

OASAM HR Offices, including the HRC, provide HR services to 78% of the DOL population. 

Funding for OASAM HR Offices is through the Working Capital Fund (WCF). There are two 

HRC offices that are not covered under the WCF – the Office of the CHCO and the Office of 

Employee and Labor Relations. The six DOL Agency HR Offices are funded through their Agency 

appropriations. 

Agency allocations to the WCF are usually based on DOL agency size/population. WCF has been 

flat for the past few years and Agencies are resisting any increase in HR funding. There are some 

DOL agencies using contractors through the HRC BPA’s to augment HR support but others are 
TAB 2: 30/60/90 Days – State of Play

15

unable to secure the funding for contractors. 

There are often requests for HR services that are not funded. 

 

 

 In FY 2016, OASAM experienced higher than normal turnover in 

Philadelphia, Chicago, San Francisco and Washington DC. The HRC Office of HR Consulting and 

Operations experienced a 45% turnover in FY 2016 compared to 22% turnover the year prior. 

Customer Service

 

As part of the benchmarking effort, GSA conducted a customer satisfaction survey covering human 

capital, recruitment, and hiring support, work-life support, training and development, and other core 

HR support. DOL’s results are at the government-wide medians for like-sized organizations. The 

lowest area of satisfaction is in the recruitment and hiring support with an average score of 4.14 

(out of a highest possible score of 7.00). In addition to GSA’s survey, Departmental leaders have 

identified hiring problems as a Departmental challenge. The HRC tracks quarterly hiring manager 

satisfaction through OPM’s CHCO Survey and conducts focus group interviews of hiring managers 

while conducting audits of HR offices. Hiring managers have identified a number of problems such 

as hiring delays, cumbersome hiring processes, poor quality candidates and competency gaps of HR 

practitioners. The Department has taken a number of actions to address concerns. For example, 

DOL established a new policy mandating the use of subject matter experts (SMEs) that is 

supporting better satisfaction with the quality of candidates referred for selection. DOL is also 

working to improve hiring manager guidance and tools. A DOL-OPM training session on Hiring 

Excellence took place in October 2016. 

(b) (5)
TAB 3: Initiatives

16

TAB 3: INITIATIVES

Policy and Regulatory Issues 

Human Resources (HR), Information Technology (IT), and the ongoing effort to secure a new 

headquarters building are three of OASAM’s primary policy issues. These are further described in 

the cross-agency papers and above. 

Major Grants and Contracts

Contract/MOU Center Summary Time period Cost

Acquisition 

Management 

System Contract

BOC AMS is DOL’s contract 

writing system that establishes 

contract awards for all of the 

Department's critical mission 

needs.

The contract expires 

April 23, 2017. 

$3.3M

Executive and 

Manager Training 

Contract w/ the 

Partnership for 

Public Service

HRC Provides front line training for 

Executives, Managers and 

Supervisors to perform 

supervisory and management 

duties in accordance with 

DOL Leadership mission and 

objectives.

09-26-2015 – 09-25-

2016 

$1M

HR Connect

MOU w/ 

Treasury 

HRC Provides services for DOL’s 

Shared Service Center to 

include Enterprise Content 

Management, Enterprise Data 

Management, HR Connect and 

Web TA Solutions.

10-01-2015 – 09-30-

2016 

$5.2M

Transit Subsidy 

MOU w/ 

WMATA

HRC Provides funding for 

employees to use public 

and/or private commuter 

transportation services for 

their work commute.

10-01-2015 – 09-30-

2016 

$3.9M

Sign Language 

Interpreting 

Services Contract

HRC Provides for reasonable 

accommodations, including 

assessing and obtaining 

products and/or services to 

accommodate employees and 

DOL clients/guests who are 

deaf and/or hard of hearing.

08-31-2016 – 08-30-

2017 

$571K

Health Unit and 

Employee 

Assistance 

HRC Provides services for the 

Employee Assistance Program 

(portions of which are 

10-01-2015 –09-30-2016 $2.0M

(b) (5)
TAB 3: Initiatives

17

program 

Interagency 

Agreement (IAA) 

w/ Federal 

Occupational 

Health (Health 

and Human 

Services)

required by law), Federal 

Occupational Health Unit (flu 

shots, biennial physicals, 

walk-in services, emergency 

care, etc.) and Worklife4You 

(provides services and 

assistance in managing worklife balance, including 

emergency dependent care.)

Permanent 

Change of Station 

InterAgency 

Agreement (IAA) 

w/ Environmental 

Protection 

Agency (EPA) 

Federal Employee 

Relocation Center

Chicag

o

Provides full-service 

Permanent Change of Station 

(PCS) support services to the 

Department of Labor (DOL) 

employees. 

Without this IA all PCS 

services offered to DOL 

employees could not be 

processed and paid thus 

halting this function within 

DOL. Current PCS moves 

already in progress and future 

moves would all be impacted.

10/1/2016 – 09/30/2017 $4.0M

Frances Perkins 

Building Guard 

Contract

SC Provides armed security guard 

services for the Frances 

Perkins Building. SC has the 

responsibility of ensuring a 

safe and secure environment 

for the work of the DOL to be 

carried out. This task is 

accomplished primarily 

through the use of Protective 

Security Officers.

10/1/14 – 9/30/19 $9.3M /

year

USAccess/PIV 

MOU with GSA

SC This agreement is for the 

express purpose of 

interconnecting with and using 

GSA Homeland Security 

Presidential Directive 12 

(HSPD-12) Shared Services 

Solutions (USAccess) for the 

exchange of data to issue and 

maintain HSPD-12 Personal 

Identify Verification (PIV) 

Credentials for government 

and contractor employees as 

required by HSPD-12 for 

logical and physical access to 

Annual $850K
TAB 3: Initiatives

18

government facilities and 

information systems.

FPB Building 

Maintenance 

Services

BOC The FPB Building 

Maintenance Services contract 

provides essential building 

maintenance services for the 

operation and repair of the 

Frances Perkins Building. 

The contract has one 

option year remaining 

$813K

Telephone 

Systems and 

Maintenance 

Services

BOC The telephone maintenance 

services contract provides 

support/repair services for the 

FPB/National Office Area 

Avaya phone systems.

A new contract (1-year 

base plus 2 option years) 

was awarded in August 

2016. 

$440K

EEO Services 

MOU w/ USPS

CRC The Civil Rights Center 

(CRC) and the United States 

Postal Service have an 

agreement in place for USPS 

to provide EEO counseling, 

mediation, EEO, and 

Harassing Conduct 

investigative and final 

decision services to the CRC. 

Current three year 

agreement expires 

September 30, 2017 

$450K

AlertFind, Alert 

and Notification 

System Contract

EMC The AlertFind System is how 

all Agencies contact their 

personnel, emergency and 

non-emergency situations. The 

Notification and Protocol 

Booklet specifically outlines 

Notification processes which 

includes the Alert Find 

System. 

12/1/2016 – 11/30/2017 $39K

Classified 

Program 

Interagency 

Agreement w/ 

DHS

EMC The agreement outlines how 

DHS supports the 

Department’s classified 

program, to include the SCIF, 

which is how the Secretary 

could/would communicate 

with the White House and 

other Departments during an 

emergency.

10/1/2016 – 09/30/2017 $175K

GSA/DOLNet

Contract

OCIO DOL Wide Area Network 

(Internet connectivity and 

bandwidth)

10/1/15 – 9/30/16 $25.7M

GSA/Networx

Contract

OCIO DOL Telecommunication 

services.

10/1/15 – 9/30/16 $8.4M

CyberSecurity OCIO Provides implementation 2/1/16 - 1/31/19 $16.7M

(b

) 

(5

)
TAB 3: Initiatives

19

contract 

(Accenture)

support for the DOL 

Cybersecurity Program, 

including risk management 

and incident response 

activities.

IT infrastructure 

operations and 

maintenance 

contract 

(Maximus)

OCIO Provides support for IT 

infrastructure operations and 

maintenance

9/1/16 - 8/31/18 $59.6M

IT infrastructure 

operations and 

maintenance 

contract

(OpTech)

8/1/16 - 1/31/17 $244K

Data Center 

contract 

(Lockheed 

Martin)

OCIO Manages and supports Silver 

Spring and St Louis data 

centers

2/1/13 - 1/31/20 $49.8M

InfoReliance

Cloud Email

OCIO Enterprise-wide Cloud email 

services and support

9/5/16 - 9/4/17 $6.4M

Advanced 

Engineering 

Support contract 

(SevaTech)

OCIO Advanced Engineering 

Support

5/6/16 - 4/30/17 $3M

Advanced 

Engineering 

Support contract

(Zolon Tech)

8/19/15 - 12/19/16 $1.8M

Helpdesk 

Contract 

(NuAxis)

OCIO Enterprise Service Desk 8/4/14 - 8/3/19 $21.9M

Hardware contract

(Dell BPA)

OCIO Provides laptops and desktops 

for DOL

4/8/16 - 4/7/17 $6.3M

IT Security MOU 

w/ DOJ

OCIO Information System Security 

Line of Business (OSS LOB) 

– FISMA and implementation 

and maintenance of the Cyber 

Security Assessment and 

Management (CSAM) 

application 

Renewed annually $245K 

Einstein 

Cybersecurity 

MOU w/ DHS

OCIO Deployment of Einstein 

Cybersecurity Capabilities

Expires after 3 years $0
TAB 3: Initiatives

20

Audits and Reports

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

Executive branch agencies. These include:

• DOL’s Annual Small Business Procurement Scorecard and Plan to the Small Business 

Administration (January) 

• DOL’s Annual Alternative Fuel Vehicle Acquisition Report to Congress (February) 

• DOL’s Annual No FEAR Act Report to Congress, et al (March) 

• DOL’s Annual MD-715 Report to the Equal Employment Opportunity Commission (March) 

• DOL’s Annual FISMA Report (OMB in November / Congress in March) 

• Pay Agent Report to the President (in collaboration with OPM and OMB) (March) 

• DOL’s Annual Minority Serving Institutions Plan and Report to the White House Initiatives 

housed at the Department of Education (May) 

• Strategic Sustainability Performance Plan to OMB and Council on Environmental Quality 

(June) 

In addition, over the past several years, OASAM has worked with the Office of Inspector General 

(OIG) on a number of programmatic audits related to the Department’s management functions. 

The following items have been reported by the OIG in recent Semi-Annual Reports to Congress as 

challenges for the Department: 

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. In previous audit reports and as part of its major 

management challenges, the OIG has raised concerns regarding Access Controls, third-party 

oversight, and configuration management.3

 DOL management does not agree with the OIG’s 

characterization of these identified issues as “significant deficiencies,” as defined by the Office of 

Management and Budget. Management has also communicated its concerns with the completeness 

and accuracy of the subject report. In some cases, several isolated access control related issues 

have been extrapolated from the various reports and combined with dissimilar issues to suggest a 

problem larger in scope than that demonstrated by the analysis. Management appreciates the OIG's 

attention to information security and notification of significant security issues that warrants 

management’s immediate attention. In particular, the OIG’s July 28, 2015, notification regarding 

the ability to gain unauthorized access to DOL sensitive information in an externally-facing agency 

system . Management acted with urgency to deploy corrective actions to remediate the 

identified vulnerability. This is an example of how the Department and the OIG can collaborate to 

improve information security. 

 

3 Access Controls are security safeguards that prevent unauthorized access to IT systems and information. 

Third Party Oversight are processes where government officials are required to perform management oversight 

processes to ensure contractors who operate systems on behalf of DOL comply with federal security requirements. 

Configuration Management are settings implemented on information systems that are intended to maintain the integrity 

of the systems throughout its lifecycle. 

(b) (5)
TAB 3: Initiatives

21

Notwithstanding the noted concerns above, management agreed that corrective actions should be 

taken to address the identified issues and prevent reoccurrences. Despite DOL’s budget requests to 

support many of its planned cyber-security and network improvement being denied by Congress, 

and having no additional funding or personnel resources, management applied concerted efforts to 

allocate resources to address the identified issues and completed the following corrective actions:

• Implemented 2-factor authentication technical solution in accordance with government-wide 

direction following OPM’s data breach, securing access to DOL networks via PIV Card 

logon for 99.7% of the agency’s privileged user accounts are enforced while 98% of its 

general users.

• Expedited system account reviews for all DOL information systems, and updated account 

management procedures to require full system account reviews occur every 6 months, 

resulting in the reduction of privileged user access (i.e., users with elevated system access)

• Strengthened policies and procedures for third-party system operators oversight monitoring 

and provided training sessions to ensure agencies were positioned to implement these 

security monitoring process to confirm third party systems compliance with federal and 

DOL security mandates.

• To leverage limited resources, developed and implemented the DOL Enterprise Corrective 

Action Plan (CAP) targeting five high-profile areas: 1) Access Control, 2) Vulnerability 

Management, 3) Asset Management, 4) Strengthening Configuration Management, and 5) 

Third party Contractor Management. Working with the agencies through an in-depth review 

and analysis process, the CAP identified, prioritized, and focused remediation efforts to 

address lingering security issues.

• Implemented critical security monitoring and vulnerability management tools and weekly 

dashboard vulnerability reporting resulting in a steady decline in outstanding security 

patches and vulnerabilities. 

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. Management will 

continue working with OMB to request the necessary funding resources to more adequately support 

its Cybersecurity program and to strengthen its overall infrastructure. Lastly, management will 

continue giving priority attention and applying sufficient resources, to the extent practical, to 

support DOL’s Cybersecurity program.

Financial Management System Management and Migration (co-lead with OCFO)

Due to the imminent bankruptcy of our private sector financial system service provider in 2014, the 

Department was abruptly confronted with the potential loss of automated capability to manage and 

account for $60 billion in annual transactions. OASAM and OCFO envisioned and orchestrated an 

unprecedented innovative solution, collaborating with five other federal departments to purchase 

data rights, software and intellectual property, and hardware, in addition to securing operational 

support to run the system (New Core Financial Management System or “NCFMS”). The 

Department and its interagency partners took operational control of the system in September 2014, 

successfully closed out the fiscal year, and received a clean audit opinion. 
TAB 3: Initiatives

22

For nearly two years – from September 2014 through June 2016 – DOL and the Department of 

Transportation’s Enterprise Service Center (DOT/ESC) worked to stabilize and run the highlycustomized system through a series of Interagency Agreements. During that time period, DOL and 

DOT also began collaborating on planning efforts for the Department to migrate to DOT/ESC’s 

federal shared service financial management system, in accordance with government-wide policy. 

That work continues. 

In July 2016, the Department awarded a three-year contract (one base year, two option years) to 

Booz Allen Hamilton to operate NCFMS. DOT/ESC chose Booz Allen Hamilton to be the 

contractor on the NCFMS project for the past two years; by contracting directly with the 

experienced support contractor, DOL gains project management oversight and efficiency in service 

and cost. 

The OIG has issued a series of reports on the Department’s management of NCFMS, the most 

recent released in June 2015. The OIG recommended the Department develop and implement a 

process to review and approve the services and costs requested (by DOT/ESC) for reimbursement, 

and for the Department to negotiate a firm-fixed price agreement with DOT for a baseline of 

operation and maintenance services for NCFMS. At this point, both recommendations remain 

open, pending OIG’s review of management’s actions to date, including direct contracting with 

Booz Allen Hamilton for NCFMS operations. 

Going forward, DOL is currently working with OMB, Unified Shared Services Management 

(USSM) and ESC to identify alternatives to ensure DOL can migrate to a Shared Service Provider 

(SSP). 

Management 

In addition to the items previously mentioned and included in the cross-agency briefing papers, 

OASAM has the lead on the following issue -- 

HRConnect/Shared Services – Beginning in 2012, DOL began to transition from its highly 

customized, in-house HR systems to shared service offerings from the U.S. Department of Treasury 

Shared Service Center (TSSC). TSSC provides DOL access to its PeopleSoft Human Resources 

Management System (HR Connect), its Time and Attendance system (WebTA) and its Report 

Generation and Distribution system (Workforce Analytics). 

 

 

(b) (5)

(b) (5)
TAB 3: Initiatives

23

 

 

Due to DOL’s experiences with migration to government shared services, OASAM supports 

improved shared service delivery at the interagency level through participation on the Unified 

Shared Services Management (USSM) Shared Services Governance Board (SSGB) and Customer 

Council, which are both led by GSA. 

Calendar 

The following are significant reoccurring events/deliverables that may impact Departmental 

leadership. 

January 

- Small Business Procurement Scorecard & Plan due to the Small Business Administration

(approved by the Secretary)

March

- No FEAR Act Report due to Congress (signed by the Secretary)

- MD-715 Report due to Equal Employment Opportunity Commission (approved by the 

Secretary)

April 

- Secretary’s Honor Awards nominations and ceremony details to be approved (May event)

- Issuance of policy statements on EEO and harassing conduct (within first 90 days of 

Secretary’s arrival) 

June 

- Eagle Horizon 2017, an annual White House-mandated Federal Interagency Continuity of 

Operations exercise involving DOL leadership. 

- Strategic Sustainability Performance Plan due to OMB and Council on Environmental 

Quality (previously signed by Secretary and currently signed by Chief Sustainability 

Officer)

- Initial draft of the Department’s Strategic Plan is due to OMB

September 

- End of the Fiscal Year (procurements and grants for DOL agencies)

(b) (5)
TAB 4: Budget

24

TAB 4: BUDGET

OASAM BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2013

Enacted

FY 2014

Enacted

FY 2015

Enacted

FY 2016

Enacted

FY 2017

Request

Budget Authority $28.4 $28.4 $28.4 $28.4 $36.6

FTE 112 112 111 111 140

At-A-Glance

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

receives funding from multiple sources, including as an activity in the Departmental 

Management (DM) appropriation, through the Working Capital Fund (WCF), and through 

reimbursable agreements. In addition, 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.

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

offices of OASAM, including the Performance Management Center, the Departmental 

Budget Center, and the leadership and policy offices in the Human Resources Center 

(HRC), the Business Operations Center (BOC) and OCIO. 

• The WCF supports staff and all expenses for operational offices, including OASAM’s 

regional staff and the majority of expenses in BOC, HRC, and OCIO. 

• In addition, OASAM receives funding through reimbursable agreements with external 

agencies to provide shared services.

• In FY 2016, OASAM had $35.3 million in funding in the DM appropriation (including 

CRC), $290.4 million through the WCF, $29.8 million in funding in the IT Modernization 

appropriation, and reimbursable authority for the GovBenefits project ($19.3 million) and to 

support other agencies in implementing the Fair Pay Safe Workplaces Executive Order 

($1.2 million).

OASAM Budgetary Resources, FY 2016

Funding Source Amount

OASAM DM appropriation (direct) $28.4

CRC DM appropriation (direct) $6.9

External shared services DM appropriation (reimbursable) $20.5

DOL shared services Working Capital Fund $290.4

IT Modernization IT Modernization appropriation $28.8

Total $375.0
TAB 4: Budget

25

Budget and FTE Trends

• OASAM’s direct funding has dropped from $32.5 million in FY 2009 to $28.4 million in 

FY 2016. In FY 2013, OASAM’s budget authority was reduced to $28.7 million by 

sequestration and the agency transferred an additional $0.3 million to alleviate deficits in 

other DM activities caused by sequestration. OASAM made the same reprogramming in FY 

2014, and this was enacted as part of the appropriation in FY 2015 and FY 2016. 

• In FY 2009, OASAM’s DM appropriation received funding from the American Recovery 

and Reinvestment Act (ARRA). OASAM received an additional $2.1 million to support 

hiring and procurement actions necessary to implement ARRA programs. 

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

infrastructures. These efforts were supported through direct funding in the DM 

appropriation, the WCF, reimbursable agreements with agencies, and the IT Modernization 

appropriation. 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. The 

reimbursable authority in FY 2014 was $59.2 million. 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. 

• The FY 2017 President’s Request includes program increases in OASAM to support IT 

modernization, Departmental training initiatives, and the Department’s program to suspend 

and disbar contractors who commit serious violations.

Upcoming Issues

• The Department continues to work to modernize its IT systems. In FY 2017, the Department 

will continue to put significant attention on the maintenance and operations, and eventual 

replacement, of IT systems and will use multiple funding sources to do so. 

• The Departmental Budget Center is scheduled to be transferred from the Office of the 

Assistant Secretary for Administration and Management to the Office of the Chief Financial 

Officer at the beginning of FY 2017. The tables do not reflect the transferred funding, which 

has not been finalized. 

Staff Contacts

Janice Blake-Green, Agency Budget Officer

Departmental Management

Blake.Green.Janice@dol.gov

202-693-4452
TAB 4: Budget

26

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Request $34.4 $33.7 $30.5 $30.7 $29.6 $30.4 $28.6 $35.8 $36.6

Enacted $32.5 $34.3 $30.3 $30.0 $28.4 $28.4 $28.4 $28.4

$0

$5

$10

$15

$20

$25

$30

$35

$40

OASAM

Request vs. Enacted, FY 2009-FY 2016

(Dollars in millions)

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Enacted $32.5 $34.3 $30.3 $30.0 $28.4 $28.4 $28.4 $28.4

Inflation Adjusted $32.5 $33.0 $34.1 $34.8 $35.3 $35.9 $35.9 $35.9

$0

$5

$10

$15

$20

$25

$30

$35

$40

OASAM

FY 2009 Inflation Adjusted BA vs. FY 2009-FY 2016 Enacted BA

(Dollars in millions)
TAB 4: Budget

27

IT MODERNIZATION BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2013

Enacted

FY 2014

Enacted

FY 2015

Enacted

FY 2016

Enacted

FY 2017

Request

Budget Authority $18.8 $19.8 $15.4 $29.8 $63.2

FTE 0 0 0 0 0

At-A-Glance

• The IT Modernization appropriation supports the Department’s IT modernization initiatives. 

These resources are managed by the Office of the Assistant Secretary for Administration 

and Management’s (OASAM) Office of the Chief Information Officer (OCIO). OCIO is 

also funded with resources from the Working Capital Fund and the Departmental 

Management (DM) appropriation. 

• The IT Modernization funding supports the consolidation of the Department’s IT 

infrastructure. This includes resources for common business solutions for all agencies. 

• There are no FTE associated with the account. 

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Authorized 111 128 123 126 111 112 112 111 140

Actuals 127 119 113 115 112 112 111 111

0

20

40

60

80

100

120

140

160

OASAM

Authorized FTE vs. Actuals, FY 2009-2017
TAB 4: Budget

28

Budget and FTE Trends

• From FY 2001 to FY 2011, IT modernization initiatives were funded through a “zerobased” budget process in the DM appropriation; each new and ongoing project had to justify 

the entirety of its funding each year, as opposed to the traditional budgeting process where 

base funding is assumed and does not need to be justified in the President’s Request.

• In FY 2012, IT Modernization was created in its current form using the standard base 

budgeting approach used for the rest of the Department’s discretionary accounts. 

• IT Modernization’s budget has ranged from a low of $15.4 million in FY 2015 to a high of 

$29.8 million in FY 2016. The FY 2016 enacted budget authority is $6.0 million higher than 

the inflation-adjusted FY 2009 budget authority and $9.3 million higher than the FY 2012 

inflation-adjusted budget authority. 

• The FY 2016 President’s Budget included a request for a $104.2 million increase (677 

percent) for IT Modernization. The bulk of the increase would have funded the Digital 

Government Integrated Platform. The enacted budget authority for FY 2016 was $29.8 

million. 

• In FY 2015, the Department requested and received a set-aside authority to transfer up to 

0.25 percent of salaries and expenses accounts for IT investments. The authority was not 

used in FY 2015. This authority was not included in the FY 2016 appropriation, but was 

requested in the FY 2017 President’s Budget at 0.5 percent. 

• The Department’s IT modernization initiatives have attracted significant interest from 

Congress. In the FY 2015 appropriation, the committees requested a detailed IT 

modernization implementation plan which included information on all new systems and 

significant improvements on existing systems. 

Upcoming Issues

• Internal and external stakeholders, including Congress and OMB, are attentive to the 

Department’s IT financing strategy, but the budget environment has prevented funding the 

request level. 

• A request to create a “non-recurring expenses fund” has been included in the FY 2016 and 

FY 2017 President’s Budgets. This fund would allow the Department to capture unobligated 

balances of expired discretionary funds and use them for capital acquisition, including IT 

infrastructure. This request has not been enacted. 

• Starting with the FY 2016 President’s Budget, the Department has requested 2-year 

authority for this account. This appropriations language change was not included in the FY 

2016 appropriation. 

• In FY 2016, costs recovered through reimbursable agreements with agencies were shifted 

into the Working Capital Fund. 

Staff Contacts

Janice Blake-Green, Agency Budget Officer

Departmental Management

Blake.Green.Janice@dol.gov

202-693-4452
TAB 4: Budget

29

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PB

Request $25.0 $21.9 $20.6 $30.6 $119.6 $63.2

Enacted $19.8 $18.8 $19.8 $15.4 $29.8

$0

$20

$40

$60

$80

$100

$120

$140

IT Modernization

Request vs. Enacted, FY 2012-FY 2017

(Dollars in millions)

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Enacted $19.8 $18.8 $19.8 $15.4 $29.8

Inflation Adjusted $19.8 $20.1 $20.4 $20.5 $20.5

$0

$5

$10

$15

$20

$25

$30

$35

IT Modernization

FY 2012 Inflation Adjusted BA vs. FY 2012-2016 Enacted BA

(Dollars in millions)
TAB 4: Budget

30

CIVIL RIGHTS BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2013

Enacted

FY 2014

Enacted

FY 2015

Enacted

FY 2016

Enacted

FY 2017

Request

Budget Authority $6.9 $6.9 $6.9 $6.9 $8.0

FTE 36 36 37 32 41

At-A-Glance

• The Civil Rights Center (CRC) is funded in the Departmental Management (DM) 

appropriation. This funding supports salaries and expenses for the office. 

• In addition, CRC manages resources in the Working Capital Fund (WCF) to provide 

reasonable accommodations to support employees with disabilities across the Department. 

In FY 2016, this fund had $1.2 million. 

Budget and FTE Trends

• CRC’s appropriated budget authority has ranged from $6.5 million to $6.9 million from FY 

2009 to FY 2016. To fully resource the center, the Department has executed 

reprogrammings within the DM appropriation. Resources were shifted from other DM 

agencies in FY 2011 ($0.2 million), FY 2012 ($0.5 million), FY 2013 ($0.5 million), and 

FY 2014 ($0.5 million).

• In FY 2015, this reprogramming was enacted as part of the appropriations. 

• In addition to these resource shifts, CRC ran a deficit in FY 2010 with permission of the 

Department. The deficit was addressed by reducing spending in other DM activities. 

• The President’s Budgets in FY 2015, FY 2016, and FY 2017 have included requests for 

additional resources for CRC. The FY 2017 President’s Budget includes a request for $0.9 

million and 4 FTE for CRC’s external enforcement work. These resources have not been 

included in CRC’s enacted budget. 

Upcoming Issues

• CRC has notified the Departmental Budget Center that it will request additional resources 

for Workforce Innovation and Opportunity Act (WIOA) implementation in FY 2018. CRC 

is responsible for implementation of WIOA regulations against discrimination. They have 

requested additional resources to effectively and efficiently implement the new regulations 

to increase voluntary compliance.

Staff Contacts

Janice Blake-Green, Agency Budget Officer

Departmental Management

Blake.Green.Janice@dol.gov

202-693-4452
TAB 4: Budget

31

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Request $7.0 $6.8 $7.3 $7.2 $7.3 $8.3 $7.8 $8.0 $8.0

Enacted $6.5 $7.2 $7.0 $7.3 $6.9 $6.9 $6.9 $6.9

$0

$1

$2

$3

$4

$5

$6

$7

$8

$9

CRC

Request vs. Enacted, FY 2009-FY 2016

(Dollars in millions)

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Enacted $6.5 $7.2 $7.0 $7.3 $6.9 $6.9 $6.9 $6.9

Inflation Adjusted $6.5 $6.6 $6.9 $7.0 $7.1 $7.2 $7.2 $7.2

$6.0

$6.2

$6.4

$6.6

$6.8

$7.0

$7.2

$7.4

CRC

FY 2009 Inflation Adjusted BA vs. FY 2009-FY 2016 Enacted BA

(Dollars in millions)
TAB 4: Budget

32

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Enacted $6.5 $7.2 $7.0 $7.3 $6.9 $6.9 $6.9 $6.9

Obligations $6.5 $7.7 $6.9 $7.2 $6.8 $6.8 $6.8

$5.8

$6.0

$6.2

$6.4

$6.6

$6.8

$7.0

$7.2

$7.4

$7.6

$7.8

CRC

Budget Authority vs. Obligations, FY 2009-FY 2016

(Dollars in millions)

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Authorized 42 44 35 34 34 36 36 37 41

Actuals 40 40 34 34 36 36 37 32

0

5

10

15

20

25

30

35

40

45

50

CRC

Authorized FTE vs. Actuals, FY 2009-2017
TAB 5: Agency Performance

33

TAB 5: AGENCY PERFORMANCE

The Assistant Secretary for Administration and Management serves as the Performance 

Improvement Officer (PIO) for the Department. The PIO supports the Deputy Secretary, who 

establishes key priorities and goals for each agency or component and holds quarterly meetings to 

track progress toward those goals. The Office of the Assistant Secretary for Administration and 

Management (OASAM) is one of the many agencies that report their performance against the 

priorities established by leadership, which are defined in the annual Operating Plan. 

As captured in the Operating Plan, OASAM performs a wide variety of services in support of the 

Department and its agencies’ missions. Due to the varied nature of OASAM services, the quantity 

of performance metrics captured by OASAM is significantly greater than other mission- and 

administrative support-agencies at DOL. This document focuses on OASAM’s priority areas: 

budget and performance integration; improved customer service; IT modernization; and Strategic 

Human Capital Improvement. 

OASAM Performance Priorities

Since FY 2011, OASAM has focused on several high-priority focus areas to improve strategic 

planning, performance and operations of the agency. These priorities have included specific 

performance metrics (i.e., measures and milestones) to track their progress and have involved all 

components of the agency in some capacity.

Budget and Performance Integration

In FY 2011 through FY 2015, OASAM worked to more closely align the Department’s budget and 

performance activities – specifically, increasing agencies’ use of data, analysis, prioritization, and 

empirical evidence to inform budget and policy decisions. While DOL’s budget and performance 

teams (both of which currently reside within OASAM; DBC is scheduled to be realigned to the 

Office of the Chief Financial Officer in November 2016) worked collaboratively for several years, 

FY 2011 marked significant advances in budget and performance integration with the development 

of Agency Operating Plans. These plans included quarterly breakouts of resources, output targets, 

and performance reviews with senior leadership. 

Over the course of three years, integration of DOL budget and performance activities was 

completed as the two departmental communities became more intertwined. Specific highlights of 

these activities include establishment of the Performance Management Group (PMG) and the 

Departmental eBusiness Suite (DEBS). The PMG has been institutionalized as a monthly working 

group comprised of performance management staff to share best practices and lessons learned, and 

ensure improved coordination of performance activities department-wide. Additionally, DEBS was 

upgraded to become not only a repository for departmental budget information, but to also capture 

performance metrics, which are available via a variety of reporting features.

Improved Customer Service

Since FY 2011, OASAM has focused on improved customer service as one of its top priorities each 

year. OASAM provides services that are essential to support the day‐to‐day activities of DOL 

employees and agencies. Because OASAM’s efforts are central to the Department’s ability to 
TAB 5: Agency Performance

34

achieve its mission, the level and quality of the services OASAM centers and regional offices 

provide to DOL program agencies and their employees is of critical importance. 

Significant effort has been put forward to improve customer service that continues today. 

Specifically, OASAM has: established a working group comprised of customer service coordinators 

within each of its centers and regional offices to address customer concerns, complete 

implementation of Operating Plan milestones, and support special projects; established customer 

service core tenets for the agency; implemented an agency-wide customer service performance 

standard for all non-SES staff; hosted customer service outreach sessions; established a semi-annual 

Assistant Secretary Customer Service Award; redesigned all OASAM web content on DOL.gov; 

and much more. 

A key component to OASAM’s continual improvement in customer service performance involves 

gathering feedback from customers and implementing action items to resolve issues and improve 

services. In addition to numerous mechanisms that OASAM uses to gather feedback from its 

stakeholders, quarterly customer service surveys provide a valuable source of information for areas 

of improvement needed. Feedback from customers captured in these surveys serve as the source of 

action items identified by each OASAM service area that are tracked for completion and 

communicated back to customers to demonstrate the agency’s commitment to continual 

improvement. 

IT Modernization

OASAM has led IT Modernization since FY 2011 with the goal of enhancing the efficiency and 

effectiveness of the Department’s existing technology infrastructure, and providing new technology 

capabilities to improve overall agency mission performance. The Office of the Chief Information 

Officer (OCIO) has been working toward creating a modernized, standardized IT infrastructure that 

streamlines operations, improves customer service and collaboration opportunities, and maximizes 

technology return on investment to support agency business missions. 

In order to implement modernization of IT at DOL, significant work has occurred over the past 

several years on improving the infrastructure and environment that is needed to support modern 

technology and applications by DOL staff. This effort has included substantial work on integrating 

the nine DOL agency legacy network infrastructures. While much work still remains in 

modernizing IT at DOL, highlights of progress made to date includes: consolidation of agency data 

centers to offsite facilities; migration of legacy HR and procurement systems; deployment of

Windows 7 and Microsoft Office 2010; implementation of Managed Trusted Internet Protocol 

Service (MTIPS); establishment of Enterprise Service Desk for IT support needs; migration to 

cloud email; implementation of two-factor authentication sign-on department-wide; significantly 

reduced IT security vulnerabilities; provided web-conferencing capabilities (i.e., WebEx) 

department-wide; and implemented several Cloud-based tools (e.g., Skype for Business, Yammer, 

and SharePoint).

OCIO recognized engagement was critical at all levels of DOL to modernize IT. As a result, OCIO 

greatly increased their customer outreach and communication capabilities. They established several 

stakeholder groups (e.g., IT Mod Squad, Field IT Forum); designated customer advocates to service 

newly-integrated client agencies, as well as for regional IT staff; developed an IT service catalog; 
TAB 5: Agency Performance

35

facilitated technical training and outreach for users; and improved IT tools and resources (e.g., Tech 

Tips, revamped content on LaborNet). 

Regardless of the progress made on modernizing IT at DOL, a significant level of effort remains to 

continue integration, implement unified communications and Identity and Access Management, and 

migrate users to Windows 10 and Office 2016.

Strategic Human Capital Improvement

Since FY 2015, OASAM has placed significant effort on improving the effectiveness of human 

resources (HR) through strategic human capital planning – specifically, supporting client agencies 

with improvements to recruitment, hiring and retention, diversity, workforce engagement, 

performance management and training and development. Similar to OCIO and their efforts to 

improve IT at DOL, the OASAM Human Resources Center (HRC) has been working to improve 

HR across the Department. There are 13 HR offices within DOL, seven of which are managed by 

OASAM. Despite several challenges to improving strategic human capital department-wide, 

OASAM has several performance highlights of note during the lifespan of the operating plans to 

date. Specifically:

• HRC migrated to a new departmental HR and time and attendance system provided as a 

shared service through Treasury.

• To improve leadership training and development offerings nationwide, HRC established 

SES Executive Training, facilitated leadership training to managers and supervisors at 

varying levels (i.e., Leading@Labor), and revised the Essential HR Competencies Course 

for new supervisors. 

• In support of hiring effectiveness, HRC developed and implemented the subject matter 

expert (SME) policy. This policy engaged hiring managers and subject matter experts in the 

hiring process to ensure the hiring process reveals the best candidates for selection. 

• To support recruitment, retention, diversity, and workforce engagement, HRC established 

the Office of Diversity and Inclusion, DOL-wide employee-led affinity groups and 

workplace flexibilities.

Similar to IT, a significant level of effort remains to continue improvements in strategic human 

capital at DOL. 

OASAM Administrative Activities

OASAM and OCFO often serve as the reporting entities for department-wide and agency-specific 

performance metrics. In an effort to distinguish between the performance results at the 

departmental-level versus those at the agency level, to include OASAM, PMC established Financial 

and Administrative (F&A) Measures and Milestones. The F&A scorecard captures the 

performance of safety, HR, IT, procurement, and financial metrics at the DOL-wide and agencyspecific levels and is reviewed by the Chief Operating Officer quarterly. 

The F&A scorecard results serve to advise leadership of issues involving agency compliance with 

federal and/or departmental policies or initiatives, which may require further attention. For 

example, the average days to hire a new employee standard is established as 80-days by OPM. The 

F&A scorecard allows senior leadership to review performance of this metric across all DOL HR 
TAB 5: Agency Performance

36

operations offices. In instances where performance is below the established targets for the F&A 

metric, agencies are required to provide a response to the Chief Operating Officer in their quarterly 

performance report. The scorecard, therefore, ensures greater accountability for those activities that 

are outside of OASAM or OCFO’s immediate realm of administrative control. 

The following tables display all OASAM FY 2017 Financial and Administrative measures and 

milestones by program area.

Safety Measures

Measures OASAM 

Target

DOL 

Target

Agency Total Injury and Illness Case Rate TBD TBD

Percent of seriously injured employees who successfully return to 

work within a two-year tracking period 93% 93%

Human Resources Measures

Measures OASAM 

Target

DOL 

Target

Average Days to Issue a Certificate (from Close Date of Vacancy 

Announcement) 16 16

Average Days Hiring Manager Keeps Certificate of Eligibles before 

returning to HR 80 80

Hiring Manager Satisfaction Index Score 80 80

Retirement case error rate 10% 10%

Percent of retirements sent to NFC timely 90% 90%

Percentage of employee telework hours No target No target

Percent of employees who responded on the EVS that they telework 

at least one day per week (report in Q1 only) No target No target

Attendance at "Essential HR Competency Training for New 

Supervisors" within the first 90 days of new supervisory appointment 100% 100%

Continuous count of new supervisors who have not attended 

"Essential HR Competency Training for New Supervisors" 0 0

Information Technology Measures

Measures OASAM 

Target

DOL 

Target

Number of vulnerabilities for which remediation has not occurred 

within 30 days of identification for DOL major information systems. 0 0

Percent of Requests for Information Technology Services (RITS) 

corresponding to an item on Agency’s IT Spend Plan 60% 60%

Percent of Requests for Information Technology Services (RITS) 

submitted at least six months prior to requested implementation date 60% 60%
TAB 5: Agency Performance

37

Information Technology Milestones

Measures OASAM 

Target

DOL 

Target

Collaborate in partnership with OCIO to finalize IT spend plans, per 

FITARA

Procurement Measures

Measures OASAM 

Target

DOL 

Target

Percent of agency contracts per quarter awarded within Target 

timeframes 90% 90%

Percent of agency contract dollars per quarter competed 85% 85%

Number of agency unauthorized commitments that require 

ratification 0 0

Percent of agency contract dollars awarded to small businesses (SB) TBD TBD

Percent of agency contract dollars awarded to small disadvantaged 

businesses (SDB) TBD TBD

Percent of agency contract dollars awarded to small women-owned 

businesses (WO) TBD TBD

Percent of agency contract dollars awarded to service-disabled 

veteran-owned small businesses (SDVOSB) TBD TBD

Percent of agency contract dollars awarded to HUBZone firms TBD TBD

Percent of agencies' contracts meeting the CPARS reporting 

threshold that have a “Contractor Performance Assessment” 

completed

90% 90%

Financial Measures

Measures OASAM 

Target

DOL 

Target

Percent of agency approved spend plans for monitoring submitted 

timely (annual measure, reported in Q1 only) 100% 100%

Percent of quarterly certifications for all required Agencies each 

quarter, indicating agency ownership of internal controls and 

financial management (data lag)

100% 100%

Percent of agency Receipt of Goods (ROGs) completed for valid 

invoices within 7 days of receipt 95% 95%

Percentage of agency obligation (UDO & DO) including complete 

and adequate documentation to support obligation total and current 

status 

100% 100%

Percent of agency Vendor Invoices Manually Entered into the 

Financial System 10% 10%

Percent of corrective action plan (CAP) status update submitted 

quarterly to OCFO 100% 100%