IT Modernization Listening Tour Findings, Analysis, and

U.S DEPARTMENT OF LABOR

Office of the Chief Information Officer

IT Modernization Listening Tour

Findings, Analysis, and Recommendations

Appendices

September 12, 2011

APPENDICES

The following appendices summarize the feedback collected through the Listening Tour interviews, focus groups, and employee surveys. Feedback is segmented as follows: Appendix A – National Office Interview Summary………………….….3 Appendix B – Interview Summary by Region……………………….……. 9 Appendix C – Interview Summary by Agency …………………………..35 Appendix D – Interview Summary by Stakeholder Segment………69 Appendix E – Focus Group Summary …………………………………..…140 Appendix F – Survey Findings………………………………………………...154

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Appendix A National Office Interview Summary

CURRENT STATE

Infrastructure

• Case Management: Many staff expressed a need for updated case management capabilities to more effectively manage business functions that are core to the Department’s mission.

• Document Management: Many staff noted that they have either limited or no document management capabilities which limits their ability to efficiently and effectively execute business processes and transactions.

• Email: Email storage capacity is a problem, requiring time to archive at least two to three times a week.

• Hardware: Many agencies noted that they are forced to use obsolete and unreliable hardware that negatively impacts mission execution.

• Mobile Devices: Staff expressed a need for Blackberries and those that had Blackberries noted that certain functionalities were not enabled due to security restrictions thereby limiting the overall value derived from the device.

• Network Speed: Many agencies, though supported by different IT infrastructure platforms, noted that network speed is slow following upgrades and patches, creating wasted time for staff as they wait long periods for computers to boot.

• Remote Access: Remote access bottlenecks (e.g., related to Citrix) create bottlenecks for some agencies during peak-usage periods.

• Software Upgrades: Outdated COTS productivity tools (e.g., MS Office) create version control challenges and force staff to use antiquated functionality to support execution of their day-to-day activities. Younger staff in many agencies and offices feel that their technology is antiquated and in need of refresh.

• Wireless Access: Many agencies have staff that travel significantly and require wireless capabilities for their laptops.

Enterprise Information Sharing

• Collaboration: Inadequate or non-existent collaboration tools (e.g., VTC) inhibit cross-agency and inter-regional collaboration. This negatively impacts National Office managers’ ability coordinate business activities amongst geographically disperse staff.

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• Fragmented Networks: DOL’s multiple networks prevent agencies and offices supported by different IT infrastructure providers from readily exchanging information through asynchronous mechanisms because they cannot access other networks. A large number of agencies staff consistently expressed frustration with the fact that the Department’s fragmented infrastructure environment creates chronic, irresolvable obstacles to collaboration and other basic information flow. Staff feels the network-owning agencies do not adequately coordinate their policies and technology.

• Security: A majority of staff from every agency expressed frustration with IT security measures perceived as unnecessary and limiting. Staff noted that the degree of IT security implemented by DOL has not be sufficiently justified by DOL and OCIO leadership.

• Interoperability: DOL enterprise business applications do not share information, resulting in duplicative data entry and inefficient flows of information.

Planning and Acquisition

• Customer Relationship Management: IT organizations appear to define the needs of the business. Mission and business staff does not have an opportunity to request new functionality or provide requirements input for new enterprise business applications. IT organizations provide inadequate SLA monitoring and measurement services, limiting the ability of business customers to evaluate the quality of IT services provided. Additionally, IT organizations do not always notify customers of changes in functionality or services prior to implementation.

• Capital Planning: IT investment costs are not adequately tracked by IT investment owners.

• IT Acquisition: Multiple agencies cited an “archaic” and “horrible” IT acquisition process as a major impediment to the execution of an efficient procurement function. Some agencies noted that there is duplicative management of certain IT contracts. Many staff expressed frustration with the limitations of the approved product list.

• Requirements: Agencies expressed a need for better, more comprehensive requirements gathering to precede the design of any Department-wide IT solution

• Security: Staff perceives that security restrictions limit the consideration of legitimate, low-cost IT solution options for use by agencies and offices.

Help Desk and Technical Support

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• Help Desk Staff: The effectiveness of help desk staff varies widely from one infrastructure to the next. For certain agencies, help desk staff are often slow to respond and ineffective in fulfilling their responsibilities once they do. For other agencies, help desk staff are knowledgeable and prepared to assist.

• Field IT Support: Many agencies noted that technical support for staff in the field or on travel is inadequate, limiting the ability of staff to execute mission and business activities in a timely and effective manner within normal working hours.

• Communications: Agencies feel the Department’s current approach to communications around large-scale IT implementations is somewhat ineffective. Feedback on the quality and value of communications varies by agency, but staff noted transparency as a common issue.

• Training: Agencies uniformly expressed concern with the timeliness, relevance, and quality of training associated with DOL-wide IT solutions.

Enterprise Business Applications

• Planning and Design: DOL-wide business applications are poorly designed and supported, limiting the capacity of Department personnel to use the systems for their intended purpose. This impacts business process cycle times and affects the quality of decisions made using the information produced by these systems.

Workforce Composition

• Contractors: A perception exists that ITC is largely comprised of contractors and because of this it is unable to be responsive and cost effective in meeting the basic needs of customer agencies.

Processes

• Non-standard Processes: Many enterprise-wide business processes are not standardized leading to inefficiencies in execution and inconsistencies in outputs and outcomes.

• Paper-based Processes: Many agencies noted that many Department organizations still rely on heavily paper-based business processes leading to increased cycle times and therefore slower delivery of services to citizens.

Governance

• Technical Review Board: Agency leadership consistently stated that the Technical Review Board (TRB) was not a decision-making body.

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• Inclusiveness: Agencies must see that they have a seat at the table and that decisions are not simply dictated without their input.

FUTURE STATE

Infrastructure

• Collaboration Tools: Staff would like greater access to synchronous and asynchronous collaboration tools to help support management, coordination, and information sharing across geographically dispersed organizations.

• Document Management: Many agencies expressed a desire for a robust, DOL-wide document management capability to resolve version control and document collaboration issues.

• Email: Staff from all agencies expressed a desire for greater email storage capacity to avoid frequent archiving.

• Hardware: Multiple agencies expressed a desire for more up-to-date technology that provides reliable support for mission and business activities whether in the office or in the field. They also expressed a need for more robust copiers, printers, and scanners.

• Mobile Devices: Many staff expressed a desire for greater access to mobile devices,

particularly for middle managers who may not currently be able to use Blackberries.

• Remote Access: Staff expressed a desire for more reliable and flexible remote access capabilities to support them when in the field or on the road.

• VTC: Agencies currently without videoconferencing expressed a desire to gain access to VTC technology to help them more effectively collaborate with geographically dispersed colleagues and project teams.


• Common Data Standards: Many agencies expressed a desire to implement common data standards to ensure the integrity of Department information.

• Passwords: Many agencies expressed a desire for single sign-on capability to limit the need for multiple passwords.

• Security: Staff from many agencies expressed a desire to see more thoughtful and better coordinated IT security policies implemented for the various DOL IT infrastructures to avoid unnecessarily limiting the free flow of information across the Department.

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• Unified Databases: Where applicable, many agencies expressed a desire to have single, unified databases –whether agency-wide or DOL-wide – to ensure the integrity and free flow of mission and business data.

Governance

• Leadership Forum: Agency leadership expressed a desire for an effective forum for business/IT leadership to collaborate in support of IT decision-making.

• Appropriations: Governance group could be responsible for constructing an appropriations process to support IT Modernization across the Department

Department IT Organization

� OCIO Independence: Agency leadership expressed a desire to separate the OCIO from OASAM/ITC would create credibility and trust needed to enhance coordination and collaboration between the nine infrastructure-owning agencies.

Planning and Acquisition

• DOL Business Purchase Agreement: Agency leadership expressed a desire to arrange Department-wide blanket procurement vehicles to streamline IT acquisition process.

• IT Planning: Agency leadership expressed a need to implement effective planning processes, including enterprise architecture and IT portfolio management, to sufficiently inform IT decision-making.

• Cost Benefit Analysis: Agency leadership would like to conduct cost-benefit analyses prior to all IT investment decision-making.

Project Management

• Project Management Office: Department needs to establish a project management office (PMO) within the OCIO, equipped with a well-trained cadre of project managers.

• SDLC: DOL needs a disciplined, SDLC-driven project management capability to ensure that new IT solutions are delivered on time and within budget, particularly in light of the current budget challenges.

Business Processes

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• Disaster Recovery: Many agency leaders expressed a desire for a more robust and transparent continuity of operations capability to ensure that mission critical DOL IT systems can be accessed during crisis events.

• Standardized Business Processes: Agencies expressed a desire for standardized, DOL-wide business processes (e.g., HR, acquisition, finance) that are supported by well-designed enterprise applications that are informed by end-user feedback.

Help Desk and Technical Support

• Customer Service: Many agencies expressed a strong desire for improved customer service. They want their IT problems and issues to be resolved more quickly and in a more friendly way. This could include a model that places dedicated IT support staff within customer agencies and offices to address their unique needs, both in terms of resolving problems with current technology and facilitating the acquisition of new functionality. Agency leadership of customer organizations consistently expressed a desire for enforceable service level agreements (SLAs).

• Training: IT training should be targeted, timely, role-based, and delivered via audience appropriate methods (e.g., classroom, online, self-paced, etc.).

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Appendix B

Interview Summary by Region

Philadelphia

CURRENT STATE

Infrastructure

• Access: Certain Agencies within the Region are adopting models to implement telework; however, challenges exist with system bandwidth. Staff within Agencies who are not currently equipped with telework capabilities would like this option in the future. Within SOL, regional office staff also commented there is one air card per 10 attorneys. Due to the work location of MSHA, staff indicate there is lack of remote access in mine locations and cannot access other MSHA/DOL, as well external resources to aide in their work responsibilities.

• Document & Records Management: Staff within the Philadelphia region experience version-control issues with key documents and shared drives; they also expressed difficulty obtaining rights to access and save files on the National Office shared drive. Additionally, staff feels there is a lack of an adequate records management solution. At MSHA, there is also an inability to leverage comprehensive historical files during mine inspections, including the view of citation details developed by other inspectors. MSHA also reports document and records management challenges with the two-year old Mine Access Database; it is computer-specific and difficult to share/store files.

• Email: Email storage capacity is a problem, requiring time to archive at least two to three times a week.

• VTC: Within some Agencies in Philadelphia, such as BLS, DOL staff comment that VTC is effectively used to conduct meetings between geographically-dispersed teams, but other staff have little access to VTC equipment. Even among groups that use VTC, the firewall prevents external collaboration through VTC. In OWCP, WebEx (video-only) and phone (audio) are used to conduct appellate process hearings via video conferencing. MSHA reports VTC does not work well and it takes a long time to upload large files.

• Equipment: In the Philadelphia region, including Agencies such as OSHA, staff mention they use antiquated technology systems, and receive inadequate funding to overhaul systems; additionally, old printers and laptops are unreliable and cannot be encrypted. Moreover, technology certifications are not synched with procurement process, resulting in extensive delays in procurement of support hardware such as copiers and printers. Within certain Agencies, such as WHD, field staff receives handheld devices. MSHA reports its laboratory testing equipment is old and outdated.

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• Upgrades: DOL employees within the Region cite difficulties in conducting software configurations and upgrades over VPN, requiring some field staff to physically ship their hardware to regional office for service; this results in long periods without PC access and thus significant impact to mission execution.


• Compatibility/Interoperability: Staff within Philadelphia frequently mention that Department level systems do not consistently exchange data effectively (e.g. NCFMS and eTravel), and field use cases are not adequately reflected in functionality. As a workaround, many staff develops ad-hoc systems to meet business reporting requirements.

• Systems: There is a lot of redundancy in systems and data retrieval can be extremely slow, creating delayed responses to Congress and the Media. Additionally, the network system does not have large enough capacity to give access to multiple staff dialing in. Staff continues to be reliant on paper-based processes, and they anticipate legal challenges when documents need to be provided in native format for legal cases.

• Security: With variances by Agency, DOL staff in Philadelphia cites security constraints as a significant issue limiting efficient and effective execution of work, especially among external business partners.

• Password: There are challenges with multiple passwords, resulting in staff “jotting down” passwords on non-secure items like notepads.

Technical Support and Training

• Help Desk / Tech Support: Within the Philadelphia Region, there are mixed perspectives and inconsistencies on the effectiveness of the Help Desk. Overall, staff indicated services are inadequate and Tier 1 (Regional) and Tier 2 (National) help desks need to better coordinate their processes. Certain Agencies believe their problems do not seem like priorities for Tier 1 and issues are not resolved in a timely manner; other Agencies staff within the Region indicates Local IT staff goes out of their way to assist and provide excellent service. MSHA reports there is no formal help desk ticketing process, but that the onsite IT PEIR team is excellent.

• Training: New applications are not accompanied by effective training, limiting the ability of staff to effectively use them, such as the MS Office suite. Some Agencies have utilized train-the-trainer approach to effectively disseminate training to end users of iFECS. Other staff mention that new employee receive no IT orientation/training and must find their own way. Staff within this region also expressed concern on Learning Link and its ability to show certificates of course completion.

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• Communications: Communications of IT related rollouts often do not reach the right audience.

Other

• With regard to roll-out of new IT systems, staff within the Philadelphia Region state that the National level must adequately coordinate planning for new systems with the regions, incorporating active field inputs and communications.

FUTURE STATE

Infrastructure

• Access: DOL staff within the Philadelphia region believes there is room for improvement for speed of system access and systems processing; many believe network slowdown may be caused by VOIP. Staff without access to telework would like the option and those with recently upgraded voicemail systems believe it could be integrated with email to better support telework. Additionally, staff comments that the Time and Attendance system needs to be supported by telework.

• Document & Records Management: There is desire for an enterprise-wide document management system, enabling Department-wide file sharing.

• Email: Some staff within Philadelphia Region would like to see a tiered email storage capacity, tailored according to level of email use.

• VTC: Throughout Agencies and functional role in the Philadelphia Region, staff would like to see improved VTC capabilities, specifically with VTC on desktops for better and more frequent collaboration. HR staff would like desktop-based VTC to communicate with counterparts in other regions, engaging small district offices and field staff. Other staff commented on the use of VTC to hold meetings with WB counterparts in other regions and at the national level as well as to interface with external partners. Staff also commented on the opportunity to use VTC to conduct field investigations and thereby eliminate time consuming travel to remote locations.

• Equipment: Staff cited that high speed scanning software would reduce cycle time of FOIA requests and support other document to email needs, and that the organization requires document imaging equipment in order to support capture of paper-based documents. Other staff commented on the need for new IT equipment, such as BlackBerries, laptops, and printers. There is also a desire for IT devices to synch, from voicemail to email.

• Upgrades: Staff supported by DITMS would like to see faster execution of upgrades. Aligned with desires for improved VTC capabilities, staff would like to see implementation of an upgraded, combined video and audio VTC capability to replace the current WebEx/Phone solution.

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• Compatibility/Interoperability: Staff in the region quest improved compatibility/interoperability, such as better integration between Mine Access Database and iPal.

• Systems: As described by staff in the Philadelphia Region, the desired future state includes development of integrated and streamlined systems for areas such as grans management, VTC, finance systems, procurement systems and a contractor database. Specifically, there is a request for a procurement system with flexibility for unique situations such as zero dollar awards, ability to have funding codes in place by beginning of FY, and ability to fund a project/contractor for whole year with availability of funding designation.

• Security: Staff desires a means for relaxed firewall constraints, as well as a single sign-on solution, logical access controls, and implementation of digital signature technology.

• Search: MSHA staff in this region would like to see a smart MSHA Net search engine in the future.


• Help Desk / Tech Support: There is a need for more effective Tier 1 and Tier 2 Help Desk support, especially as new systems are deployed.

• Training: Role-based training needs to be implemented for all new IT applications and staff recommend hands-on training for all IT applications and devices to help ensure colleagues at all levels (not just manager) develop appropriate skills. OFCCP suggests utilizing an on-site technical advisor to help train and troubleshoot issues within the field, identifying one technical liaison per region to translate business needs into technical requirement. At MSHA, staff had many ideas for virtual reality and 3-D mine simulation capability for program curriculum, scenarios and Instructor-led discussions in the classroom, available on-demand. Suggestions for an improved learning management system also include automated scheduling system for Instructors, enhanced Student Information System (SIS) program to track participants, and internal and external online registration.

• Communications: Staff within this Region also would like to see adequate communications on upcoming IT changes.

Other

• Staff recommend that surveys be implemented to track the performance of new IT implementations, and they hope this regional outreach is not a one-time event.

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• Additionally, staff recommend that implementations be scheduled during low-use periods, e.g., holidays and summer, with appropriate field testing and collection of f end user-requirements to ensure proper functionality of new systems

• Staff voiced that first line supervisors are key to championing an IT modernization rollout to staff, so it is critical to keep them engaged

Chicago

CURRENT STATE

Infrastructure

• Access: Staff within the Chicago Region expresses a desire to work remotely; however, those currently with telework access report network access less than 50 percent of time. Staff within some Agencies, such as EBSA and ETA report that CITRIX is slow and unstable, especially when attaching and downloading large files; whereas, other staff, such as those in OFCCP, report remote access is reliable. Other access issues reported when working remotely included limited access to locally store files, no access to shared drives, and no remote access to support investigations, citations etc. Regional staff travel frequently and express that their air cards do not work, requiring them to use hardwire to access systems. Even when working at a DOL office site, staff in Chicago report slow network connections, requiring them to arrive at work in the early morning to conduct transactions using WHD applications.

• Document & Records Management: Staff cites it can be difficult to share files on flash drives due to Pointsec automatically encrypting files. Additionally, storage limitations on personal network drives are insufficient to support investigators in the field.

• Email: Staff within the Chicago region report that email storage is a problem, requiring attention on a weekly basis.

• VTC: VTC capabilities are available, but staff rarely uses the tool beyond meetings with Regional and National offices. Furthermore. Staff in ETA implemented community of practice websites to eliminate the need for teleconferences, VTC, and webinars.

• Equipment: Time intensive process to obtain new hardware and software, laptops are almost useless, and tokens and air cards are relatively unsuccessful.

• Upgrades: System upgrades occur over the weekends and negatively impact computer speed on Monday mornings, requiring up to one hour wait for computer to boot.


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• Systems: Staff report the E2 travel website and New Core financial system are not user friendly. Additionally, the SharePoint RSS feed capability has been turned off, forcing managers to explore potentially expensive newspaper-clipping services.

• Security: Computers are encrypted using Pointsec; however, staff report limited success with restoring data from crashed computers. OLMS express that more than 9 computers have crashed with no data recovery due to the encryption software. Within OASAM, staff in the Chicago region report they have 1200 field staff without official IDs because the traveling PIV2 equipment does not work effectively; many IDs with blemishes, blurred names and photos.

• Search: The search engine on dol.eta.gov is less than 20 percent successful, even for basic searches; Google is used to search for public DOL information.


• Help Desk / Tech Support: It is reported that Help Desk tickets often go unaddressed or become lost; the Help Desk is unreliable and it could take a week for a call back. Other staff, such as those in OSHA, report that local Help staff is very effective. Chicago-based employees within DOL state there are no Help Desk resources on the weekend for attorneys who work remotely and travel on weekends. Other Agencies, such as VETS, bypass the IT helpdesk process and seek assistance from local IT support.

• Training: Overall, staff report there is not enough training for the Chicago Region, especially affecting new staff who does not receive a standardized guide on how to use IT resources. Nonetheless, Agencies deliver their own training through various mechanisms. Within ETA, staff uses webinars for ETA-centric training including external training and education of ETA grantees. Similarly, OLMS has utilized webinars for internal and external training and found it to be effective.

• Communications: There is a general belief that staff is unaware of IT resources available to them, and creation of their awareness and understanding must be addressed.

Other

• Staff within the Chicago region believes that informal teams of employees should spearhead modernization efforts through various means, including development of custom training and “tech tips” to employees.

FUTURE STATE

Infrastructure

• Access: Chicago staff within SOL cites benefit of remote access to WestLaw.

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• VTC: Staff would like desk top-based VTC capabilities (e.g., Skype) to facilitate interaction with grantees and other external partners and customers.

• Equipment: The desired future state for many DOL employees in Chicago include Blackberries, enabling productivity during commutes and other periods when staff are out of offices. Additionally, field staff would like dedicated air cards, cell phones, portable scanners and laptops. Within OASAM there is a desire for lighter-weight laptops with docking stations

• Upgrades: There is a belief that all software updates should be completed during weekends or other off-peak periods, and that moving towards a cloud computing environment would reduce hardware maintenance/upgrades.

Enterprise and Information Sharing

• Compatibility/Interoperability: Staff within Chicago mention that DOL applications should effectively exchange information with each other; moreover, it would be helpful to implement the Microsoft Office suite so that files are compatible with other federal agencies and external partners. Staff within OSHA requests a shared compliance network across agencies to identify other agency ongoing and closed investigations.

• Systems: “We need a win with a system that does what it needs to do.” Staff within Chicago articulates the need for common, Department-wide hardware and technology standards, as well as standardized systems and processes across offices and regions. Administrative systems need to effectively and efficiently exchange information in order to eliminate data discrepancies and duplicative entry. New Core procurement processes (e.g. create a list of pre-approved items that can be purchased without a high number of approval gates) should be streamlined and other new systems integrated with procurement, grants, and budget.

• Security: Staff would like single sign-on to relieve email password management challenges.


• Help Desk / Tech Support: Staff in Chicago request that IT resource links/DITMS be posted on LaborNet; staff requires the effective capture of functional bodies of knowledge and ease of their accessibility.

• Training: Overall, it is believed that training on use of new applications should be timed and delivered as close as possible to application roll-out dates. Online, standardized IT guides are believed to reduce early frustrations and threats to productivity of new staff. Additionally, staff believes the development of user manuals/reference documents for implemented systems would be helpful. OLMS recommended the creation of mobile applications for training, webinars and conferences.

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Other

• In terms of new IT applications, Chicago-based staff would like more transparency and request of their feedback in the way new IT applications are designed and implemented. Additionally, they would like to see validation of end-user requirements/user acceptance testing/pilot testing before the applications are rolled out.

• Staff would also like to see the development of SOPs to accompany the IT modernization plan.

Dallas/Denver

CURRENT STATE

Infrastructure

• Access: DOL staff in the Dallas Region mentioned a variety of challenges when working remotely. Issues include that there is not access to email from home, even with a token; laptops only work only in wireless network-equipped hotels, but then CITRIX does not work; remote access is intermittent; significant service issues with ESO/Verizon despite SLA; and SOL reported only two air cards for 13 travelling attorneys. Additionally, staff report they cannot access resources of greatest value because of access problems, i.e., no access to external blogs and inability to conduct external research for cases.

• Connectivity/Bandwidth: Dallas/Denver region staff also report that bandwidth is of great concern related to data consolidation. Currently, they report that the system operation tempo is generally sluggish in the afternoon and can be cumbersome. Staff also cites an inability to use collaboration tools such as VTC, Webinars due to lack of sufficient bandwidth.

• Document & Records Management: DOL staff in the Dallas/Denver region report issues with document management, including version control and storage. Staff within EBSA report that they exchange significant amounts of data with internal and external partners in criminal and civil cases, requiring printing of each document and exhibit – which can amount to thousands of pages; one recent prominent case generated 350 boxes of documents. A significant increase in FOIA requests and time invested in researching thru paper files and then copying and assembling documents and evidence for partners and requesting parties. Furthermore, liaison with GSA results in very large CAD files presenting storage issues. Staff is also advised to use the shared B drive, but were recently told to remove documents as storage limit had been reached – and no other options were provided.

• Collaboration: Staff reports an inability to create press releases and other documents in a shared environment.

• VTC: BLS staff in Dallas/Denver report that video-conferencing needs improvement; whereas staff in MSHA report they need a

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videoconferencing/NetMeeting capability. Other staff reports there is no video-conferencing capability on ECN. Staff also cites an inability to use collaboration tools such as VTC, Webinars due to lack of sufficient bandwidth.

• Email: Staff reports a heavy reliance on email, but email storage limits require daily archiving and there are not systems to archive documents.

• Equipment: Staff report that office and portable printers, as well as high-speed scanners are needed in the field. In OASAM there was an incidence when assistive equipment – video phones – was needed for two deaf employees, but it was not GSA-approved; it took two years to complete the purchase.

• Upgrades: While staff mentions that weekend upgrades are desired, they report a lack of communications prior to upgrades, staff is unprepared and workflow is disrupted when computers are turned on after the weekend or evening; the field is consistently the tester of new applications or upgrades by default.


• Compatibility/Interoperability: Staff reports that internal systems are not compatible. For example, staff cannot access other DOL agency systems to collaborate on cases and they cannot access MSHA systems due to different network management approached between DOL and MSHA. Additionally, staff cannot download files off LAN computers, to either desktop or laptop computers. Staff within this region state that work with DOJ, EEOC and other DOL agencies on common compliance mission requires a file sharing program.

• Systems: Systems are not integrated, which create inefficiencies such as duplicate data entry. Staff also report that inefficient systems like New Core require senior executives to implement mundane tasks, e.g., buying a pencil or stapler, data-entry, etc., and that the grants management system (GEMS) is archaic In MSHA, staff report that the IPAL citation “purpose” narrative is only available on the laptop that created the citation and the other fields are viewable; citations loaded incompletely to the system and separated from the point of issuance create greater difficulty in finding and accessing.

• Security: Dallas/Denver staff report that Pointsec slows productivity and unencrypting files does not always work well, such as parts of documents are dropped, requiring very tedious document review to ensure accuracy for legal proceedings.


• Help Desk / Tech Support: In the Dallas Region there are many concerns on the quality of IT Help Desk support; there seems to be a disconnect between IT and what happens in the field with users like Inspectors and the perceived attitude of DOL IT staff is that security trumps mission and business. Furthermore, LAN

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support is perceived as inadequate due to quality and expertise of IT staff. Other staff in the Dallas/Denver Region reports that the regional Help Desk is not very responsive to requests.

• Training: Learning Link does not accurately reflect certification and training programs completion, which creates issues when certificates are required as proof of training. Additional issues with IT training are that is poorly conceived and implemented, such that its delivery is not aligned with application release. It is reported that self-help materials for common Windows applications such as MS Outlook are not readily available resulting in time wasted troubleshooting issues. Other DOL staff report that the training is adequate and LaborNet page of policies and procedures very helpful. Training for IT poorly conceived and implemented.

Communications: Staff reports there are no communications in advance of upgrades, which catch staff unprepared and disrupts the workflow when computers are turned on after the weekend or evening; the field is consistently the tester of new applications or upgrades by default. Additionally, the poor communication from IT network staff in relation to system upgrades and changes in functionality means what works one week may not work the next week.

Other

• Staff within the Dallas/Denver region also report significant implication of operational issues as transparent to customers, i.e., late bill payment, documentation delays, delays in processing requests.

FUTURE STATE

Infrastructure

• Access: Staff within the Dallas/Denver region request dependable remote access and equipment, such as wireless system access/laptop enabled wireless, cell phones, portable scanners, BlackBerries etc. Additionally, staff in OCIA/OPA cites that photo enabled Blackberries would enable for unexpected, on-site opportunities – “a picture shares a thousand words.”

• Document and Records Management: Many ideas were shared for the desired future state of document and records management in the Dallas/Denver region. Staff request a SharePoint-type capability to support version control and document management; secure online means to store and share Grand Jury documents; an online employer database for VFCP; electronic format of all forms (e.g., inspection file) posted in an accessible way for all users; set-up of a web-based portal including all case documentation with agency and stakeholder access; shared drive for document storage. Moreover, staff within WHD request replacement of three volumes of Field Operations Handbook – currently available in paper and .pdf formats – with a wiki based version that would be better for cross-referencing and searches; the paper version has to be maintained by replacing pages and signing off

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that the replacement has been completed - employees misplace pages but cannot reproduce them.

• Collaboration: There is a strong desire for document accessibility for internal and external partners/stakeholders within the Dallas/Denver region. Staff cites a need to provide online document access to judges, opposing counsel and others requiring case information (which is currently done by WHD’s court system and Secretary of state databases) contained in databases and the need to provide customers access to their information contained in our system. Additionally, use of social media was mentioned as means of collaboration and mission execution - could use Facebook to find missing persons and to inform people of the need to conform to labor laws, alert victims as to how they can contact WHD without risk to their employment status or their illegal immigrant status.

• VTC: Staff within this region states the need for improved VTC access, capability and functionality, such as a Skype-type video capability from laptop to support remote and telework, videoconferencing, Go To Meeting/Net Meeting and Go To Webinar. There is a desire to make VTC compatible across the department, bridging the gap and isolation with team members in the field who rarely if ever see or meet in-person with managers and other team members.

• Connectivity/Bandwidth: There is a desire for improved bandwidth; staff within VETS stated that the Department should take advantage of less expensive and efficient bandwidth solutions that will increase capacity and ability to use available applications.

• Equipment: Staff within the Dallas/Denver region expressed desires for equipment and applications including high speed scanner, air cards, Adobe Pro or bank Scan, DVD burners, and DOL property labels for laptops. Staff traveling and working remotely need dependable wireless access, cell phones, portable scanners, etc. MSHA staff said DOL could skip the next purchase of new generation laptops and go directly to palm devices for field staff data entry, ex. UPS, Fed Ex, USPS. OCIA/OPA mentioned that professional video equipment for large presentations was needed, and that opportunity exists for all DOL co-located agencies to share /reserve equipment as needed. Additionally, staff recommends a quicker and streamlined certification and approval processes for equipment purchases and upgrades.


• Compatibility/Interoperability: Staff suggests that all of DOL use the same major operational systems, i.e., personnel, travel, procurement, etc., and ensuring they are interoperable. Additionally, there is a suggestion by MSHA to use one tracking number for a customer across all agencies.

• Systems: Dallas/Denver staff expressed many system aspirations in the future state. To start, there is a strong desire for all of DOL to use the same major operational

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systems and ensure they are interoperable e.g., personnel, travel, procurement, etc. OFCCP would like to see the E2 travel systems become more like Travelocity. There is also a need to reconcile financial systems with Treasury. Within systems, there is a request that systems are aligned to steps in business processes and include prompts, as well as new functionalities such as billing and lockbox, bill online and e-pay, electronic notification when bills are paid. At OASAM, staff mentioned that duplicate databases could be eliminated (e.g., Workers Compensation Claims) and that compatible and accessible systems could be created. OFCCP also mentioned that an Optical Character Recognition (OCR) program would be very helpful. Dallas/Denver staff would also like to see the creation of online systems for customers like electronic registration, self-assessment, public server for data warehousing. Additionally, online system access for grantees would enable them to enter their own data instead of staff entering data from paper forms, reducing inefficiency and data entry errors. WHD thought mobile apps could be used for computation of back wages and Google Maps on Blackberries used to assign and locate cases.

• Security: DOL staff recommends the implementation of single sign-on, eliminating the use of multiple password entries. In the future, staff also suggests that security decisions are made separate from technology decision, providing secure access to all that require and contribute to process, i.e. Leave Bank Board, claimant, staff, litigators, regulators, accounting, etc. EBSA staff in the Dallas/Denver region would like to see a secure, online means to store and share Grand Jury documents.

• Search: MSHA recommends the creation of a searchable, DOL enforcement database.


• Help Desk / Tech Support: Dallas/Denver staff mentions a desired future state would include documentation of all applications and how they work, with mapping to requirements versus simply creating a narrative. Additionally, staff does not want to have to think about IT supporting their work; they want their IT to work. There is also a desire for a responsive and customer-oriented IT staff who value DOL’s mission and work to support the business. Other staff request the creation of a self-help portal for all of the most widely used applications, enhancing productivity

• Training: Staff would like to be trained adequately in the roll-out of new technologies, and have implementation support staff on-hand.

• Communications: Staff would prefer to be over-communicated to, rather than under-communicated to in the roll-out of new technologies.

Other

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• IT Modernization: Within the Dallas/Denver region, there is a belief that the guiding theme of IT modernization needs to be “Ease of use for user.” Additionally, staff would like to see a prepared cadre of regional agency staff to support IT modernization with on-site staff to aide in the new systems and processes, becoming agency resources.

• System Development and Deployment: Staff request inclusion of end-users in all stages of IT development, testing and implementation, as well as real-time field testing/pilot testing of new systems prior to deployment. Additionally, staff wants to ensure business processes are referred to before IT, ex. document management, guidance, and naming conventions.

• Dallas/Denver based staff cite the need for a life cycle approach and schedule to maintenance, and upgrades to operating system and applications.

• Staff believe agency autonomy issues related to IT should be addressed, with clear and forward thinking.

• Consider customer wants and needs versus just costs

San Francisco

CURRENT STATE

Infrastructure

• Access: With the exception of WHD, DOL staff within the San Francisco region report that remote access connectivity is slow, unreliable, and unstable with additional difficulties in downloading large files. Staff in BLS state that issues with remote connectivity especially impact small area offices and result in 3-4 hours per week of lost productivity for teleworker. Staff within EBSA report that remote access connection is slow and computer freezes when downloading large files remotely; similarly, staff within ETA state that remote access to the network via CITRIX is unreliable and unstable, resulting in in communication difficulties between offices. OIG cites CITRIX issues, stating that while it does support telework, users are often kicked off the connection during peak-use hours and so there is concerned raised over capability of CITRIX to support agency needs during a COOP event. Staff members that travel frequently experience bandwidth issues while on the road and is not able to connect while at a contractor site; the use of wireless air cards is reported to be sparse and also unreliable. Furthermore, staff is unable to access ECN-supported Outlook calendars, which limits the capacity to coordinate schedules with ECN-supported agencies. There are additional access issues as Blackberry cameras are not enabled, preventing staff from easily documenting outreach events while on travel.

• Connectivity/Bandwidth: Throughout Agencies in the San Francisco region, there are reports of bandwidth constraints that result in slow system processing speeds, as well as intermittent connectivity within the office. For example, ETA reports that the HHS Payment system is used extensively for grantee financial data, but access is slow and only available 75% of the time. OIG reports a similar issue for the audit database; users have a difficult time logging on to the database and efficiently completing transactions. OIG also utilized a teammate database for collaboration,

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but cites is slow. Additionally, staff members that travel frequently experience bandwidth issues while on the road and are not able to connect while at a contractor site

• Document and Records Management: There is insufficient storage for large documents, creating many issues in document and records management, and a comprehensive back-up system/tool does not exist. Staff report they cannot post large files to the shared drive and instead copy and paste document text into body of emails; additionally, records management requirements force staff to store multiple versions of large documents (i.e. Electronically Storable Information). WHD mentioned that shared drives exist at the regional level, but not at the district level and personal shared drive access is limited to 250 megabytes. ETA reports they lack a document sharing tool and OIG reports that due to slow connection speeds on their shared team database local copies of files have version control issues. From a policy perspective, SOL staff in San Francisco mentions that a lack of a clear records management policy limits the effective use of technology to support proper information retention.

• Collaboration: Due to compatibility challenges between agency-supported MS Office 2003, MS Office 2007 documents, and Adobe DOL staff within the region express limitation in file sharing. However, staff in many agencies report effective use of web-based videoconferencing/webinars (i.e., WebEx) to hold meetings and training activities with remote district offices (e.g., Honolulu), as well as between National and Regional offices on a daily/weekly basis.

• VTC: There are mixed experiences in the San Francisco region in the use of VTC. In EBSA, the use of VTC and Webcasts is infrequent, yet effective. At ETA, VTC is used for collaboration with the national office only, but there are limited capabilities to extend VTC to field staff. OASAM staff report that VTC effectively supports meetings, training, project coordination, and retirement counseling; plug and play VTC equipment is shipped to field offices in order to allow them to interface with regional office. At OIG, VTC capabilities only exist within the OIG and HQ community. OWCP uses web-based videoconferencing (i.e., WebEx) to hold meetings and training activities with remote district offices (e.g., Honolulu) on almost a daily basis. WHD uses VTC sparingly due to technical issues with equipment, but believed demand would increase if the technology operated more effectively.

• Email: With the exception of WHD, staff within the San Francisco region are challenged by the storage capacity on email. Many individuals mention that insufficient email capacity results in 5-6 hours per week spent managing inbox. WHD uses the Enterprise Vault as a solution to archiving emails, which reduces the storage/capacity issues with Outlook.

• Equipment: Staff report that wireless cards on laptops are disabled and the agency spends approximately $750 monthly to equip 15 out of 25 remote staff (95% of

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overall regional workforce) with mobile wireless cards. Additionally, staff observe that devices on the NCFMS approved list, such as HP printers are out-dated and no longer in production; there are also issues gaining approval of exceptional purchases. At WHD, laptops not readily available for new employees and there was an instance where a new employee waited six months to be provided with a used laptop for use. WHD also reports that the use of an analog phone system results in frequently dropped calls.

• Upgrades: Automatic software updates and patches tend to freeze desktops during business hours, coming without warning and creating 1-2 hour delays.


• Compatibility/Interoperability: There are compatibility challenges between agency-supported MS Office 2003 and MS Office 2007 documents and Adobe provided by external partners. Furthermore, there are issues in the ability to download software and procure tools to assist with day to day responsibilities.

• Systems: San Francisco-based staff report that E2 and NCFMS are not user-friendly/have poorly designed interfaces, but they are able to use it when needed. Additionally, the reporting capabilities within E2 are lacking, resulting in external lists/data maintained outside of the system. AT ETA, 1 FTE has been trained and assigned exclusive duties supporting E2 concerns, two thirds of their time is spent on data mining in NCFMS instead of value-added activities such as data analysis. On the other hand, ETA reports E-Grant access is usually efficient, available, user-friendly.

• Security: Staff within the San Francisco region spend substantial time managing multiple passwords, and many staff write down passwords. There is a belief that the IT security policies need to be revisited to allow for greater flexibility in implementing IT solutions. At OWCP, staff are unable to email personally identifiable information (PII) to external recipients when adjudicating cases, resulting in extended case processing timelines and increased costs due to use of certified mail for transmission PII constraints also limit the productivity of OWCP staff when teleworking because they cannot take case files home. At VETS, the Uniform Information System (UIMS) for case management cannot be accessed from stand-alone systems because it is behind DOL firewalls. As related to document and records management, the Pointsec encryption prevents use of the H-drive for backups and USB flash drive encryption limits staff ability to share information with external partners during outreach events in the field; this is of particular note at WB, as staff cannot send and receive presentations and other key documents in a timely, flexible manner. At ETA, there are also website restrictions which limit staff ability to complete job responsibilities.

• Search: Within the San Francisco region, staff report that the LaborNet search engine does not effectively meet staff needs.

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• Help Desk/Tech Support: With mixed sentiments, San Francisco staff report that they do not receive adequate support/troubleshooting in resolving their IT issues from the National Office (e.g., 18 months required to approve T1 line for Orange County office) and that Help desk for tablet computers is not consistently responsive; there are issues when tablets are sent to the national office for repair and no loaners are made available. However, others report the National support staff does a good job at maintaining hardware; applications used for daily activities are woefully inadequate and outdated (e.g. still using Windows 2003). ETA mentioned that there is high turnover in Proteck staff, resulting in IT support delays. Local IT support staff is considered to be very effective, very knowledgeable, and efficient, providing hands-on, real-time support to end users. However, there are instances when local IT support staff cannot effectively remote-in to desktops.

• Training: Many agencies within the San Francisco region report effective use of Webinars and Net Meeting for training with the national office. There are issues with Learning Link in that the training is very slow and not user friendly; staff use their informal networks of colleagues for technology training and troubleshooting assistance because of a lack of formal training resources. At WHD, there is a need for customized MS Excel training for Investigators.

• Communications: There is a lack of communication on network shut-downs and automatic pushes of system application upgrades and patches, this especially impacts the PST as deployments are scheduled based on EST.

FUTURE STATE

Infrastructure

• Access: In the future state, network access from home using personal computers would be possible, eliminating the transport of laptop to and from the office. Additionally, wireless on laptops would be enabled and/or issuance of additional air cards, specifically benefiting those whom travel and/or work from client/contractor locations.

• Connectivity/Bandwidth: Staff request the ability send bulk faxes.

• Document and Records Management: Staff need a document management/enterprise-wide file sharing capability (e.g., SharePoint, open access to shared drives) that allows for the efficient and effective storage, indexing, tagging, retrieval, and sharing of documents. To ease document sharing with external partners, staff request access to Adobe Professional version. At OIG, voice recognition software was recommended as a means to streamline document development. To facilitate the move to a paperless environment, other staff in the San Francisco region suggest implementation of centralized mail rooms equipped

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with electronic capture of large volumes for paper-based documents, using high-speed document imaging.

• Collaboration: Staff in San Francisco believe that perceive cell phones will enable communication and collaboration across/between regional and district offices, as well as field staff. ETA identified that the use of a knowledge management forum to determine and share who knows what within the organization would increase collaboration and encourage communication between the diverse and dispersed workforce. Similarly, staff within WHD recommends a collaboration forum for sharing tips and advice on using agency applications. At OWCP, the ideal future state includes web cameras on all desktops and laptops for real-time collaboration and reduction in challenges related to travel restrictions.

• VTC: In the San Francisco region, staff cited that desktop-based videoconferencing capability (e.g., Skype, web cameras, etc.) would enable real-time collaboration with geographically-dispersed colleagues, external business partners, and increase engagement with the field, other regions, and HQ. Staff also mention that dependable and reliable VTC system would reduce travel costs.

• Email: In a future state, there is a request for out-of-office replies beyond the DOL network.

• Equipment: DOL staff in San Francisco request a variety of equipment to enhance their performance and productivity, while reducing the use of paper; equipment includes mobile/portable scanning devices, cell phones, eReaders/iPads; air cards; web cameras; and mobile devices that support agency applications (e.g., HTC over Blackberry).


• Compatibility/Interoperability: Overall, staff in the San Francisco region request greater system interoperability and the elimination for duplicate data entry.

• Systems: Staff within the region have many specific requests and ideas for systems in the future state. For example, customer-facing systems like Electronic Procurement System (EPS) should generate and send automatic correspondences to grantees regarding status of quarterly financial report submissions. Additionally, NCFMS should be reconfigured to allow SQL data runs that will enable extraction data points for analysis. There are also requests for Adobe functionality beyond the “read-only” capability, enabling dynamic application.

• Security: San Francisco-based staff share many ideas on how to improve security at DOL, including the promotion of smart IT security policies that allow for flexibility in acquiring and testing piloting new technologies to address DOL challenges. More tactically, staff request the implementation of single sign-on for passwords and RSA tokes to enable staff to access systems remotely, and from personal computers. To

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enable document transmission via email with personally identifiable information to external recipients, there is request or commercially available encryption technologies. Within BLS staff expressed concern over the security of cloud computing solutions and the potential related threats to the agency’s capacity to protect confidential statistical information. At VETS, the ideal future state includes an increase number of log-in attempts for E2 before lock-out.


• Help Desk/Tech Support: To improve the Help Desk/Technical Support experience, DOL staff in the region recommend that operations be modeled after best-in-breed commercial support services that focus on best-in-class customer service (e.g., Apple Care). At local levels, there is a belief that IT support staff should be engaged prior to IT implementation, enabling smoother deployment transitions. There were also requests that Regional IT Coordinators be allowed laptop root access in order to allow greater flexibilities in supporting remote field users (e.g. making use of remote desktop). Staff also desire trouble shooting tips for common application/technology issues in order to allow independent resolution of problems by users.

• Training: Staff in San Francisco cite the need for instructor-led/hands-on/webinar/virtual coaching training that coincides with the rollout of new technologies; other staff would like to see implementation of a learning management/course management system for technical training (e.g., Blackboard used in colleges). In a future state, staff also request a tiered training delivery based on level of knowledge/role. Regardless of the training delivery format, the content should be delivered in clear, simple, user-friendly terms; if ILT, the instructor should be knowledgeable about the application. For materials that are currently online, staff mentioned the need for their updates to reflect current technologies. Staff also need more desk aid reference materials for systems, applications and databases.

• Communications: San Francisco staff mentioned that IT technology and training resources need to be better advertised on LaborNet and other DOL communications vehicles.

Other

• DOL should move from a centralized, hub and spokes IT environment to one characterized by distributed networking, i.e., when National Office is offline (e.g., due to inclement weather) business continuity should be supported by the allocation of decision-making and technology capabilities to the regional level, incorporating the idea that the national office must include regional offices in governance activities related to future IT implementations. There is also a belief that IT leadership should visit the regions and districts from time-to-time to help inform decision making with the realities of field staff.

• Staff also requested the involvement of regional and district IT staff in future rollouts so local personnel can contact regional and district representatives for

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assistance rather than having to go to HQ; this could also include identification and recruitment of charismatic change “apostles” to champion new technologies, pushing staff adoption.

• For new IT system implementations, this region indicated the importance of gathering end user requirements prior to application design, and also ensure adequate testing of application is conducted prior to DOL-wide rollout.

• To increase efficiencies in obtaining approved software, a portal of approved software available for download without having to obtain approvals. Adobe software (e.g., Adobe Illustrator) could be one of these applications and would be helpful for developing creative visual products to support agency outreach efforts.

Atlanta

CURRENT STATE

Infrastructure

• Access: Remote access can be problematic in the Atlanta region, as there is sometimes a lack of ability to connect; staff largely request reliable remote access to the DOL/Agency network and systems. ETA staff report they do not have wireless capabilities in their laptops, but are receiving machines with docking stations. Other staff in ETA report they also have remote access issues due to a lack of air cards, for 19 staff only 6 air cards are issued. On the other hand, EBSA staff report that telework from home is very efficient since wireless cards in laptops have been enabled. Staff in the Atlanta region also report that air cards and VPN are incredibly slow, often freezing. Some staff report they are able to gain remote access connections when tethering their BlackBerries to laptops. At OLMS, Atlanta staff report that remote connection to the network via SEATS is unstable and unreliable and that while the RSA token is useful, they cannot access their desktop and some databases due to the PII security settings. Additionally, staff mention that policies and procedures do not exist that allow for remote work on personal equipment. At OFCCP all 31 regional staff work remotely on temporary bases, but they are unable to access their desktop/files from personal computers, and even when they work from their government-issued laptops, full access is not available. Distinct from remote access challenges, there challenges for other access-related items. OIG reports their investigators cannot access external data sources (e.g. YouTube) that may help with case management due to lack of required browser plug-ins. Moreover, other agencies cannot access the DOL Support Portal for updating Emergency Preparedness/COOP information.

• Bandwidth/Connectivity: Staff report there is down-time each day due to older systems and there are ongoing connectivity problems with networked printers. For remote users accessing the system via dial-up is slow, there is limited VPN bandwidth, and certain systems – such as the case management system are difficult to access due to the unreliable network stability.

• Document and Records Management: Atlanta-based DOL staff report many challenges with document and records management, particularly in storage

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capacities. There are email and H drive storage limitations and jump drives cannot be used. Insufficient storage capacities inhibit the ability to collect and track data on regional performance metrics, as well as the ability to transfer files between government and non-government computers. Additionally, daily data backups are performed, but OASAM does not have the hardware to read the tapes. Within OASAM, much data must be sent via CDs. Staff cited the lack of robust data management system (e.g. SharePoint) and processes as the biggest challenge to document and records management.

• Collaboration: Staff in this region report there is no on-line forum for collaboration and communication.

• Email: Throughout the Atlanta region, staff report storage limitations on e-mail servers result in wasted time deleting/moving e-mails to regain e-mail functionality (e.g., receipt of new messages, transmission of files, etc). Other staff report the email policies are antiquated, as staff do not have authority to collect and transit certain types of data via e-mail (e.g., pricing details for a particular item). AT ETA, staff mention that Outlook Out of Office messages important for investigations and relationships with partners. WHD is the only Atlanta-based Agency to report they are very satisfied with email services in general.

• VTC: Atlanta-staff have mixed experiences for the use of VTC. Agencies such as BLS occasionally use VTC, but sometimes have to revert to conference calls since not everyone can bridge in the VTC platform. Agencies also use VTC and webinars for training. EBSA does not have access to the VTC system and constantly have to deal with the inconveniences of using systems owned by other agencies. At ETA, staff cannot use video equipment for external clients and business partners; there are also policy limitations to use VTC/webinars for more than one hour.

• Equipment: Throughout the region, there are many equipment concerns. The most significant issues are lack of equipment (e.g., wireless cards, voicemail capabilities on phone, Blackberries), maintenance of equipment, replacement of equipment, and lack of training to support new equipment (i.e., WHD had videoconferencing equipment for 2 years but no one knew how to use it). Additional concerns in equipment also exist in the ability to use with external client and business partners, as well as policies for using personal equipment when offsite. Strides have been made at ETA, as docking session are being issued and WHD upgrading the tools/equipment available to their investigators.

• Upgrades: Atlanta-based staff report that recurring LAN updates are performed twice a month at 5:00 pm, which results in staff inability to complete work during this time.

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• Compatibility/Interoperability: In Atlanta, reported compatibility/interoperability challenges in The Enforcement Management System (EMS) and the Technical Assistance Information System (TAIS) as they do not communicate with PeopleTime, meaning data has to be reconciled in each system independently. Additionally, there is no setup at the COOP site to access data, and it is only housed on DC servers. Staff in Atlanta also report the inability to open documents from other locations/entities, such as state offices, due to use of outdated MS Office Suite. There are multiple issues with eGrants related to compatibility/interoperability, linkage issues exist between NCFMS and the eGrants system. VETS reports it is unable to accept financial documentation in the NCFMS/eGrants system, causing delays in processing of grant requests. VETS is also unable to toggle between eGrants and VOPAR systems, staff must close out of one system and then go into other.

• Systems: Staff in the Atlanta region report that enterprise systems (e.g., Webpar, E-Property, NCFMS, E2, SIMS) create costly bottlenecks in workflow with very limited workarounds. Staff cite there is lots of down time with systems like E2, New Core, and RAPIDS, inhibiting productivity and requiring a call-in number for assistance. Staff mention that case management related report must be generated outside of the case management system because the data is not in the system; this requires separate databases to house data and generate reports and it is difficult to find authoritative data sources. Other staff mention that the case management system processes are not aligned with field operations processes documented in the operations handbook. OIG mentions that IMIS is the trusted system of record, but it lacks data integrity and the tool is largely ignored by staff. VETS is unable to identify new funds in the eGrants system as the system is locked into funds originally entered. Additionally, there is no regional overview of data in eGrants; one must switch from tab to tab to get information. WHD reports that WHISRD works well, but 50% of the screens are not needed; WHD is also working to secure Public Access to Court Electronic Records system (PACER) for their investigators as an external source of data need in case adjudication.

• Security: There are many security concerns and constraints expressed by the Atlanta-based region. Staff report they are required to write justification to gain access to blocked web sites and that approvals can take up to two days. Firewalls to access databases from state offices, as well as difficulties in using RSA tokens provide frustration to staff when working offsite. Additionally, there is frustration over multiple passwords and log-ons and Pointsec difficulties. At VETS there was a time when you could enter one password and access all the VETS programs, but this functionality does not exist anymore. POIG mentioned that sensitive documents exchanged via email with partner agencies are exposed to security risks when email servers are backed up along with public data.

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• Search: Atlanta-based staff reports they do not know who to go to for what information, relying heavily on LaborNet, even though it is difficult to locate information and is not user friendly.


• Help Desk / Tech Support: Staff reports they don’t know who to go to for what and that the Help Desk performance metrics do not make sense, cases are closed before issues are resolved. At OFCCP, staff mention that Help Desk support has difficulty unlocking the procurement system, but that local LAN support is very helpful and laptop refresh went smoothly. The OLMS experience is different, as staff report that the National Help Desk is effective and the local Help Desk is not responsive, available, or knowledgeable. EBSA in the Atlanta region state that tech support for NewCore/E2 has been adequate, but staff spend 20-50% of time working around IT-inefficiencies.

• Training: Staff in the Atlanta region report they do not typically receive much training when new software or hardware is rolled out (e.g., no training during transition from MS Office 2003 to 2007). The lack of structured training hinders utilization of IT resources, training has not been provided on equipment such as Blackberries and VTC. Staff in several agencies, such as EBSA uses Webinars and VTC for training; while these tools work well, they are not ideal for training sessions that last as long as 8 hours. It is also mentioned that Learning Link is difficult to use and does not account for different learning styles.

• Communication: Staff cites there is no on-line forum exists for collaboration/communication and they are not informed of updates to systems, including the case management system. There is a lack of communication and awareness on system issues – staff is unaware of status and delays for several months. EBSA stated they have good working relationships with regional OASAM staff, but sometimes changes are not well communicated.

Other

• OASAM lacks credibility due to a number of long standing problems with service delivery and support.

• At OLMS, it was reported that investigators increasingly bear the burden of IT challenges and deliver on these responsibilities.

FUTURE STATE

Infrastructure:

• Access: In an ideal future state, Atlanta-based staff would like enhanced remote/VPN capabilities with appropriate equipment (e.g. cell phones, scanners, wireless), as well as reliable connectivity, increased system speed, and Skype-like laptop videoconferencing. Staff would also like the ability to log into secure areas via a personal computer without having to issue hardware at home.

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• Connectivity/Bandwidth: In Atlanta, staff desire reliable communication connectivity, even in the event of natural disasters.

• Collaboration: Staff in Atlanta would like to see resources and tools to effectively communicate with external customers and partners, such as SharePoint. They would also like guidance on the use of social media to promote government programs. Other staff would like real- time tools for meeting collaboration – state partners are using this capability now.

• Document and Records Management: Atlanta-based staff has many ideas for the future state of document and records management; they request the use of backup systems and a document management/sharing solution (e.g., SharePoint) with adequate storage capacity to facilitate collaboration. To facilitate the search and retrieval of policy documents and guidelines, staff would like a user-friendly central repository with appropriate functionalities. At OASAM, staff in this region would like a centralized data repository for DOL-level statistics/performance metrics. There is also a desire for more electronic-based systems, such as the case management. At OFCCP, there is a desire for a robust enforcement database – able to view issues/cases in other agencies or past OFCCP cases and at VETS staff would like the ability to upload documents into UIMS and create file folders and generate reports.

• VTC: Overall, staff in the Atlanta region would like Skype-like laptop videoconferencing and greater use/increased accessibility of VTC/Webinars/Net Meetings for staff and external customers.

• Email: Staff would like to see out-of-office email messages distributed externally.

• Equipment: In this region, staff would like computers with greater processing speed to facilitate statistical analyses, equipment such as cell phones, scanners, wireless enabled laptops/air cards, portable printers, and Blackberries. Staff in Atlanta also request well-equipped conference rooms and training facilities.

• Upgrades: In a future state, staff is interested in a high priority being placed on upgrading systems and applications such as CITRIX, software versions, browsers, and converters.


• Compatibility/Interoperability: The Atlanta region is interested in better integration and versions of systems, both in information and functionality. To address concerns raised in the current state, staff would like to see similar systems used by staff and customers, as well as the ability to toggle between programs. Staff in OFCCP would like a robust enforcement database and more current data on the intranet site.

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• Systems: In the future, staff in this region desire electronic and updated systems such as the case management system and development of an on-line FOIA request system. For case management, there is a desire to have a linked chronology log and case report to avoid duplicate entry requirements. There are several ideas that the systems could be based on the iSight Investigative software or cloud applications. Furthermore, staff in VETS would like the ability to have read only access to the HHS PMS system so they can view financial reports from states.

• Security: Staff in Atlanta would like to see the use of CAC Card and/or one password to access all systems. They would also like the ability to use e-signatures for approvals. To counter issues in the current state, staff would like enhanced VPN capabilities and the ability to log into secure areas via a personal computer.

• Search: In the future, staff request improvements in the LaborNet search functionalities and an overarching, more user-friendly approach.


• Help Desk/Tech Support: In the future, staff would like to see the development of a Customer Relationship Management tool to enhance customer service – used to identify bottlenecks, measure productivity levels, and assess how to best assist customers. Staff would also like to see the ability for remotely configuration of newly issued computers instead of sending them off for configuration. VETS mentioned they would like a “one stop shop” for access to key information/systems, such as centrally located icons on one screen.

• Training: Staff throughout the Atlanta region would like to see more IT Tool training (e.g., SharePoint, VTC, MS Office applications, technology equipment), believing it will increase their productivity and efficiency. Furthermore, end user training and supporting documentation (e.g., user/operator manuals) is needed for all roll-outs. Additionally, Staff would also like the ability to reserve conference rooms/training facilities. Some staff suggests training via VTC or Skype-type program on topics of interest to customers (e.g., retirements, benefits, etc.) and VETS requests updated training on their systems.

• Communication: Reliable communication is needed and communications during large scale IT implementations should be honest and allow two-way communication with stakeholders to build ownership.

Other:

• End users should be better integrated into testing process before any new application is

rolled out, whether it is through user acceptance testing or pilots. Staff request extended timeframes for regional review and comment.

• OASAM needs to close credibility gap by leaving agency-specific applications out of scope.

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• Staff also mentioned that processes need redesign so that procurement aligns with GSA.

Boston

CURRENT STATE

Infrastructure

• Access: In the Boston region, staff report that remote access hardly works due to issues with connectivity, desktop access, and security policies. Additionally, staff has challenges accessing systems, such as the Case Filing System, when in various offices.

• Collaboration: While OALJ staff use SharePoint for collaboration on modernizing rules and procedures, it is cumbersome and not intuitive.

• Equipment: Staff in the Boston region report they use personal cell phone/equipment. Since the government has not issued Blackberries. In one case, a judge in OALJ personally purchased a dual monitor since one could not be obtained otherwise.


• Systems: Staff in the region report that the Case Filing System (CFS) is antiquated and does not contain docket numbers or the actual documents.

• Security: security levels too stringent, West Law subscription too locked down/limiting – unable to search multiple databases at once; Internet – concerned that DOL can monitor what judges are reviewing (concerning since DOL is a litigant in cases that the judges are reviewing)

FUTURE STATE

Infrastructure:

• VTC: In the Boston region, there is request for VTC capabilities to facilitate meetings, especially for foreign Agency counterparts.

• Connectivity/Bandwidth: In the future, staff desire faster internet access for research, especially via RSA token.

• Equipment: Staff would like to see upgrades to equipment, such as dual monitors, and faster machines to handle CMECF technology. There are also requests for additional printers and scanners, iPod devices, and issuance of BlackBerries.


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• Systems: Boston-based staff would like to see the implementation of a robust Case Management Electronic Case Filing (CMECF) system that provides online filing of and publishes decisions to the ALJ public-facing website.


• Help Desk/Tech Support: In this region, there is a request for established and repeatable processes for requesting IT needs, as well as staff who are equipped to handle the request efficiently.

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Appendix C

Interview Summary by Agency

BLS

CURRENT STATE

Infrastructure

� Security: Constraints related to BLS IT security policies limit new technologies,

information sharing, and adoption of new technologies. Staff understand need for

security, but want flexibility for new technologies and information sharing; Internet

sites blocked - hinders research; has to request access requiring a few day

turnaround. The need to remember numerous passwords is cumbersome

� Remote Access: Many staff working remotely from the field (i.e., telework or on

travel) face persistent challenges in reliably accessing the BLS network

� E-mail: Limited email storage capacity forces staff to devote time to frequent

archiving; e-mail polices are antiquated. There are also concerns over COOP with all

email going through D.C. and perceived lack of back-up servers. In close-downs due

to inclement weather, there are no recovery and rerouting capabilities for the

regions

� Bandwidth: Bandwidth limitations affect application processing speed

� Interoperability: Interoperability is a major challenge; systems need to better

share information within and across BLS; lack of interoperability results in large

time loss

� Software licenses: Need to have department wide bulk purchase agreement for

software licenses and contract management

� Administrative Systems: eTravel and procurement systems were not fully tested;

planning for roll-out of NCFMS was insufficient


� Document Management: Staff in field and NO have adopted SharePoint to varying

degrees for document management; because there is no formal document

management system, many documents are kept in e-mail or in hard copy

� Calendars: Staff is unable to access ECN-supported calendars when coordinating

schedules with ECN customer agencies

� VTC: VTC is used increasingly due to travel restrictions; the amount of technical

glitches is decreasing over time; used primarily for project management teams

dispersed within and across the agency

Training and Technical Support

� IT Support: Area offices do not receive adequate support in resolving their IT issues

(e.g., 18 months required to approve one T1 line for Orange County office)

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� IT Support: The help desk supporting tablet computers is not consistently

responsive and reliable; when tablets require repairs, they must be shipped to the

National Office and no loaners are available, causing disruptions in work

� Training: Training is often ineffective, so staff are left to own designs; Remote

training is completely ineffective unless Instructors are able to clearly communicate

the material and are qualified/skilled; Training is not developed in a timely manner

(e.g., staff learn MS Office on their personal machines by time BLS training is rolled

out); Training mode of delivery not always accessible by state partners

� Communications: Communicate relevant information at relevant times to end

users; sometimes the regions are not told of changes in advance and are caught

unprepared to adopt new technologies

BLS

FUTURE STATE

Infrastructure

� Remote Access: Access to network from personal home computer; then wouldn't

have to carry laptop home. Need more Blackberries in the field as well as wireless-

enabled laptops

� Security: Staff understand need for security, but want flexibility for new

technologies and information sharing; need to ensure that Cloud computing is

secure and that data is backed-up sufficiently; BLS mission depends upon it


� Single Sign-on: Staff would like single sign-on capability for Department’s

administrative systems

� VTC: Greater VTC capability is needed. Would like to be able to use VTC for inter-

regional, cross-agency meetings, and individual meetings, using Skype to enable

point-to-point real-time collaboration

� File transfer: Need capability to transfer large files to external partners (e.g., states)

in order to limit the unsecured transmission of sensitive information over email (top

priority)

� Data collection: Need simplified way to collect data from employers; need to make

data collection as easy as possible


� Training: Need hands-on role based interactive training aligned to agencies;

training materials need to be piloted in order to identify and resolve issues (e.g.,

national office should test webinars on themselves to see if they're effective).

Timing of training should coincide with systems rollouts and operational down

times

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� IT Support: Implement an online chat function for end users to troubleshoot with

help desk

Standard Business Process

• Change Control: Need change control process to address IT system problems and

allow continual improvement of process/functionality; Focus on continual process

improvement (e.g., actively solicit user requirements for new functionality and

implement them)

Other

� Planning and Communications: Need true collaboration around IT needs and

priorities; can't do everything at once; should include collaboration amongst senior

personnel; otherwise; involve agencies early in the planning process; otherwise BLS

input is not taken into account

� Buy-in: DOL needs to provide incentives for efficiencies and a track record of

success; no sense of urgency in addressing IT issues

� Implementation: The Department needs to have a logical approach to testing and

deployment processes; currently DOL does not plan well enough in the lifecycle;

ensure there are sufficient capacity and resources to complete work on time; need a

portfolio management process with clearly defined deadlines and accountability for

results by federal project managers

EBSA

CURRENT STATE

Infrastructure

� Email: Storage is limited and staff have to archive emails frequently

� Passwords: Multiple passwords for many different systems are an inconvenience

that may result in security vulnerabilities if employees have to track password

changes by writing them down.

� Remote Access: Remote access to the DOL network via Citrix is cumbersome and

unstable. Sessions routinely timeout without warning resulting in loss of data.

� Network: ECN doesn’t work well; EBSA network works well but executives cannot

access due to FPB location

� Security: Security is a major issue on ECN; BLS has gold standard for security

� Network: When D.C. is down due to, for example, weather, there is no redundancy

to guarantee coverage


� Technology: Benefit Advisors spend up to two hours/month each manually sending

out faxes due to lack of bulk faxing capabilities (e.g. eFax).

� VTC: Very limited access to VTC

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� Encryption: Employees are not able to share data using authorized flash drives, as

Pointsec automatically encrypts the data and other agencies may not have the same

encryption software.

� Information Sharing: Exchange of data with internal and external partners in

criminal and civil cases requires printing large volumes of documents and exhibits

resulting lengthy case processing times

� Application: Enforcement Management System (EMS) is outdated, inefficient and

creates many duplicative processes.

� Usability: In some cases, employees spend up to 20-50% of their time per month

working around IT inefficiencies that result from usability issues with enterprise

systems such as NCFMS, Webpar, E2 and SIMS.


� Training Tools: Do not have ready access to collaboration tools (e.g. VTC) that

facilitate training delivery and constantly have to relying on systems owned by

other agencies that are not readily available. Prefer to use VTC and Webinars to cost

effectively deliver training, but these capabilities are not ideal for delivery of long

training sessions (i.e. 8 hour or more). Learning Link is not user friendly; material

seems outdated

� IT Support: Large credibility gap with OWCP due to a number of longstanding

problems with the quality of service delivery and support such as inability enforce

SLAs, and monitor network performance.

EBSA

FUTURE STATE

Infrastructure

Network: DOL needs to transition to a distributed networking model so that if D.C. goes down there will be coverage in other parts of the country Passwords: Would like single sign-on instead of having to maintain multiple passwords Enterprise Information Sharing

• Document Management: Need SharePoint or other document management

system

• VTC: Want ready access to VTC equipment to enhance collaboration and training


� Training Scheduling: Training on new applications should be role based and timed

to coincide close to application release dates.

Standardized Business Process

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� Process: Need to streamline NCFMS procurement processes (e.g. create a list of pre-

approved items that can be approved without dealing with a high number of

approval gates.

Other

• Planning and Communications: Need DOL to adequately involve appropriate staff

at all levels in developing IT policies and enterprise applications. OASAM has a “take

it or leave it” approach; no early stage feedback and takes too long to get products

off the ground. Strong lack of credibility in OASAM’s ability to achieve

modernization goals given history of failure. Lack of efficient communications

around DOL-driven changes has severely impacted the Department’s credibility.

DOL needs to rebuild credibility by demonstrating it is genuinely interested in

engaging staff.

ETA

CURRENT STATE

Infrastructure

� Remote Access: Staff on travel experience chronic remote access issues via Citrix

(some staff travel 7-30 weeks per year); wireless air cards are sparsely used and

perceived as unreliable; Citrix has limitations when a number of staff attempt to

access concurrently. RAPIDS goes down a lot for field staff due to connectivity or

system issues

� Passwords: Staff has multiple passwords and password policies vary thus most

staff tends to write down passwords.

� Email: Unreliable network connectivity and lack of capacity, forcing staff to archive

excessively

� Document Storage: Staff work with large data sets and require more email and

document management storage capacity; current storage system is not compatible

with audit requirements. No electronic document storage protocol exists; shared

drives are littered with misfiled, old and duplicative documents and folders. Field

has no way of backing up data

� Search Capability: Staff is unable to search and find existing resources to efficiently

respond to FOIA and congressional inquiries.


� Collaboration: VTC equipment is not available for all management staff or all

divisions and programs within the ETA national office or in the regions; not

available to field staff or for use with external partners.

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� Case Management: RAPIDS, the case management system, is old and supports field

staff data entry however is perceived as very ineffective as a reporting database.


� IT Support: Timeliness of Help Desk response is an ongoing issue; in a recent COOP

exercise staff could not access the system using an RSA token between 7:30am-

11:30am and no one from the Help Desk could respond.

� IT Resources: Staff is unaware of IT resources available to them and is not notified

in advance of IT upgrades. The only IT support for field staff is in Atlanta, so field

staff have to mail their computers to Atlanta to get fixed

� Training: Lack of structured training hinders utilization of IT resources; no training

for any equipment including Blackberries and Outlook.

Enterprise Business Applications

� Customization: Access to quarterly financial report data (from roughly 300

grantees) transmitted into NCFMS via the ETA Grant Management System is

cumbersome because NCFMS does not have dynamic report generation and display

capabilities that allow customized data reporting. Results in substantial amount of

time spent on non-value added data mining work.

� Grants & Data Validation Systems: Grants management systems are not

compatible with one another; regional and national systems are different; state data

validation is not standardized and a new data validation system is needed to ensure

data integrity

� Applications: Applications used daily are perceived as inadequate and outdated

(e.g. Outlook, etc). NCFMS is not working well

Standard Business Process � IT Procurement/Contracts: It often takes 5-6 months to get an IT contract in

place; contract modifications are too inflexible; T&M contracts often too high risk;

duplicative management of multiple IT contracts. (National finding)

ETA

FUTURE STATE


� Collaboration: Videoconferencing is perceived as a means to save on staff travel

expense and to collaborate more effectively with federal, state and regional

partners. External collaboration with federal and state partners is needed and

currently impeded by policy, security and lack of equipment. Staff would like

standardized access to VTC and collaboration software. Need more lines for field

staff to participate in webinars


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• Training: Need training on webinars, Outlook, NCFMS and social media. Also need

desk aids and reference material. Need role based training by agency, employing

various training methods as appropriate

• IT Support: Provide additional IT support for the field

Other

� Planning and Communications: Gain buy-in from the beginning with good

communications, governance, end user involvement in requirements gathering,

feedback opportunities, beta testing, dual systems run until transition. Focus on

planning and coordination to build capabilities to handle future needs. Provide post

implementation support and resources. Allow for input on policy development. We

have to demonstrate to companies and states that we have superior products to

support apprentice programs, but we are far behind states and companies that have

cutting edge programs

� Customer Service: Wants focus on customer service and systems that permit

customer access and online input

MSHA

CURRENT STATE

Infrastructure

� Remote Access: Currently perceived as unreliable/unstable from field

� Hardware: Currently outdated/inadequate hardware across the board (laptops,

printers, scanners, phones, cameras, etc.); antiquated laboratory testing equipment

(gas/dust sample testing)

� Passwords: Multiple passwords cumbersome and undermine security as people

write them down. Staff requested single sign-on password and fingerprint ID access


� Mine Safety Information System(MSIS): The MSIS query and reporting is

inadequate and results in unreliable reporting data; MSIS and the Inspectors

Portable Application Laptop (IPAL) is not integrated with other systems and files

cannot be uploaded remotely.

� DOL Systems: No MSHA staff access to DOL systems and no DOL staff access to

MSHA systems; no access to external DOL systems required for work; NCFMS not

designed or implemented well; E2 travel not integrated with NCFMS or Time and

Attendance. Staff is required to enter time and attendance data twice – in the official

DOL system and MSHA’s project allocation system. Staff requested interoperable

access to and from DOL and MSHA systems; and to provide online document access

to judges, opposing counsel and others requiring case information contained in

databases

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� Customer Service: Mine operators and customers have no access to MSHA data

collected on their mines or citations and monetary violation assessments. Currently

all mine and customer data is paper-based including billing and verification receipts.

There has been a significant increase in FOIA requests and thus an increase in

related inefficiencies due to paper files. MSHA staff want to maintain a priority on

systems that serve external stakeholders and the public; and a smart search engine

and way for mine operators and companies to access MSHA systems to provide data,

locate inspection data and citations, and to check assessment accounts; and improve

FOIA responsiveness

� NCFMS: Multiple issues – primary problems stem from “off the shelf” system; the

data corrupted; thus after 12 clear audits MSHA received a Red Card and was fined

due to system; fiduciary responsibility compromised by contractor entering

monetary data; constant reconciliation as deposits don’t show in system; no way to

rectify mistakes; NCFMS contractor claims problems are fixed but they are not;

there is no audit trail and documentation inaccuracies of issues have been raised.

NCFMS did not pay bills and caused heat to be turned off at the Academy while

participants were there; food vendors refused to provide additional provisions and

unable to feed participants at the Academy. Need to reconcile system with

Treasury; NCFMS system makes it look like MSHA has a lot of debt but this is not

true


� Training: Sending staff to Beckley, WV for training is expensive; Learning Link is

unable to record programs completed - must print certificate, scan it and fax to

supervisor. Staff has requested laptop video training resources - online, on-demand

training; and 3-D and virtual reality capability to strengthen program curriculum

and training outcomes. MSHA needs an automated instructor scheduling

process/database and an enhanced student information system (SIS) to support

internal and external registration and billing, and to track participants

� IT Support: MSHA IT teams (Program Evaluation Information Resources (PEIR))

are very effective yet communication on IT upgrades and new functionality lacking;

no formal Help Desk ticketing system. Disconnect between creation and support of

systems and the users, and between IT and what happens in the field with

inspectors


� Business Processes: Numerous business processes would require an overhaul

before it is possible to enhance the technology supporting them

Other

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� Communications: Communications on IT upgrades and rollout new technology is

infrequent and inadequate leading to end-user data errors and under-utilization of

functionality

MSHA

FUTURE STATE

Infrastructure

� Remote Access: Staff want remote access options improved; increased bandwidth

to support connectivity and access to multiple databases and more cost effective

wireless options

� Passwords: Staff requested single sign-on password and fingerprint ID access

� Hardware: Field Inspectors want new and upgraded equipment including a fully

integrated handheld PDA with laptop functionality for data-entry and retrieval,

cameras, voice activation recording, speech to text, and remote access to databases;

phones, laptop VTC capability, GPS


� Mine Safety Information System (MSIS): For the future, staff identified as

desirable a single document/case management system integrated with inspection,

enforcement, assessment, Commission and Solicitors – mine data, time and

attendance, and document management – supports version control. In addition, staff

suggested one customer number assigned for tracking and used within all system

components. An online bill and payment system for monetary mine operator

assessments is needed; it should be integrated with Treasury’s pay.gov database

� DOL Systems: Staff requested interoperable access to and from DOL and MSHA

systems; and to provide online document access to judges, opposing counsel and

others requiring case information contained in databases. Better integration

between Mine Access database and IPAL

� Customer Service: MSHA staff want to maintain a priority on systems that serve

external stakeholders and the public; and a smart search engine and way for mine

operators and companies to access MSHA systems to provide data, locate inspection

data and citations, and to check assessment accounts; and improve FOIA

responsiveness

� Billing System: Need online billing system; currently print 2 copies of bills and

mail certified


� Training: MSHA needs an automated instructor scheduling process/database and

an enhanced student information system (SIS) to support internal and external

registration and billing, and to track participants. Need new training technologies –

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real-time, on demand distance learning training using Cloud technology, virtual

reality, archiving system for videos, and Tips integrated into IPAL

Other

� Social Media: Want to have greater access to Web such as Yahoo forums, Facebook,

and YouTube

� Planning and Communications: Want IT policy review with input from agencies.

Staff want users at all levels to be included in new technology requirements

gathering and testing. Document all applications. Communicate and inform people

of capabilities so they know what is new. Need to gain confidence in DOL’s capacity

to manage IT modernization; need IT policy review by DOL with input from agencies

OALJ

CURRENT STATE

Infrastructure

� Video-Conference: Does not have own VTC capability due to bandwidth and cost;

must leverage VTC resources from other agencies

� Privacy: Concerns about DOL IT staff ability to monitor what judges are reviewing

(i.e., case files) where DOL is a litigant

� Remote Access: Limited ability to telework; not all judges have BlackBerries and

only a few staff have laptops; West Coast judges feel their needs are not taken into

account


� Collaboration: Current collaboration tools are insufficient – SharePoint is

characterized as cumbersome and non-intuitive

� Case Management: Current OALJ Case Tracking System is outdated and does meet agency needs. Unable to access cases originating in other OALJ offices. Heavy reliance on paper for black lung cases; need to digitize case files

OALJ

FUTURE STATE

Infrastructure

� Updated technology: Blackberries should be available to more staff than just

managers; staff also identified need for dual monitors to allow for more efficient

case reviews; also want scanners to support input to case management system;

would like iPad for travel

� Network: Wants to tie into DOL network to expand capabilities/stability/

integration

� Email: Capacity is an issue; use email for filing due to lack of electronic filing

system

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� Case Management: Need ability to digitize case files and an electronic filing system

to e-file cases. Wants a robust case management and document management

system that generates reports and publishes decisions to OALJ public website

� Collaboration: Wants VTC to facilitate meetings in lieu of travel

Other

• Planning and Communications: Better project management practices - get input

upfront from IT staff and end users to support deployment; use phased rollout by

office or number of people; pilot changes first on a small scale to work through

issues; train change champions to answer questions/support implementation

OASAM

CURRENT STATE

Infrastructure

� Remote Access: Large documents are difficult to download over VPN; not enough

air cards for staff

� Network Access: Other agencies can't access the DOL Support Portal for updating

EP/COOP information. Have to send via CD instead. Have to deal with multiple

networks

� Telework: Not all OASAM staff or customer agency staff are equipped for telework

and this creates a barrier during a COOP event

� E-mail: Email storage capacity is not sufficient for staff needs

� Wireless: Laptop and BlackBerry wireless and cameras are not enabled

� Document Management: Last year staff were requested to delete files from shared

drives without an agency archive option

� Collaboration: Real-time collaboration forum is a gap; national office OASAM

doesn't have video conferencing, so can't do meetings with emergency management

center (EMC)

� Upgrades: Lack of up-to-date software such as MS Office

� Security: Security an obstacle to certifying new technology. Trying to get

technology for a disabled employee, but seems to be very difficult to get it tested,

passed and certified in timely way.

� Passwords: Too many passwords and logins


� System Compatibility: Staff see lack of compatibility with systems from other

agencies and external customer partner organizations as a major barrier to

collaboration and business

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� IT Support: OASAM Directors and staff have significant issues with support from

ITC; they perceive ITC as lacking in customer service using their role as a sword

versus helping staff achieve business goals. Staff use informal network of colleagues

for technology training and troubleshooting

� Communications: No way to communicate effectively with other departments

� Training: Do poor job with sustainment training - hard to do with geographic

dispersion. Hard to meet expectations when people are not up to speed

OASAM

FUTURE STATE

Infrastructure

� Remote Access: Improve the reliability of remote access; will allow more telework

which is more family friendly and could produce productivity gains

� Telework: Policies for One Laptop need to be revisited

� Wireless: Staff want greater wireless capability

� Collaboration: Staff would like to use VTC and laptop Skype-type video to hold

meetings with OASAM counterparts in other regions and customer agencies; Adobe

Connect would be helpful for customer agencies

� Document Management: Staff require improved capability to archive, index,

search, and retrieve shared documents

� Backup: Staff desire increased back-up and recovery for all electronic files


� Information Sharing: Staff are in interested in an enterprise-wide document and

knowledge management system; Need SharePoint in all regions

� Single Sign-on: Single or simplified sign-on is highly desired


� IT Support: Model help desk service approach after Apple Care - you get a

technician right away; they're knowledgeable and can resolve issues; have intense

customer service focus and end users have positive experience

Other

� Implementation: Consult regions; key to implementation is coordination, planning,

communication and training

� 508 Compliance: Included 508 in all RFPs; 508 testers for current DOL technology;

508 Training (e.g., training to create awareness and use of accessible file types by

all DOL employees); 508 lab

� Project Management Office: Establish a PMO for management of IT projects

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ILAB

CURRENT STATE

Infrastructure

� Passwords: Managing numerous enterprise system passwords is very inconvenient

� Patch Management: Computer patch installs sometimes reduce desktop

functionality

� Remote Access: Many staff travel internationally and need access to email and the

internet; ILAB has purchased 5 small netbooks (not supported by ITC) so that

traveling staff can have internet and email while on the road

� E-mail: Storage capacity is an issue


� Technical Support: ITC helpdesk is responsive and knowledgeable

ILAB

FUTURE STATE

Infrastructure

� Hardware: Traveling staff need GPS and tethering enabled on Blackberries enabled

� Passwords: Single sign-on would be helpful

� Security: Utilize chip in ID cards to log onto laptops and access doors for added

security


� Collaboration: Need ability to receive classified cables from the State Department

� Document Management: Robust doc management system (select a country and all

associated docs come up)

� Secure Information Transfer: Ability to receive classified cables from State

Department (received unclassified cables); would be used to transfer confidential

information; currently use physical transfer of information for classified

information; would reduce paper files and amount of time to transfer information

from paper form to electronic form


� Training: Need hands-on and role based training

OCFO

CURRENT STATE

Infrastructure

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� Remote Access: Challenges with stability of CITRIX; DHCP approach of assigning

dynamic IPs instead of static IPs to key systems sometime limits remote access to

those machines

� Email Data Storage: Insufficient data storage capacity is a major challenge; forced

to archive multiple times per week

� Common Applications: MS Office suite is outdated

� Admin Rights: ITC grants only limited administrative rights to computers. As result

OCFO cannot configure and support machines to meet their needs

� Compatibility Issues: Compatibility issues exist with MS Office suite and Winzip

files


� Technical Support: OASAM IT Support is perceived as unresponsiveness and

lacking in ability to adequately address IT issues; IT staff not always properly

educated and lack necessary skills

Other

� Business Needs: CIO shop should not decide what meets business needs; technical

staff decide functionality, instead of business owners; ITC capacity problem,

OCFO

FUTURE STATE

Infrastructure

� Hardware: Need full administrative rights to computers in order to be able to

configure for OCFO needs

� Access: Need single sign-on; use of PIV cards


� Training: Need refresher training courses; Used to have Microsoft suite training

courses; need more of this

Other

� Vision: Need to see a vision for IT Modernization; engage and use agency

executives; CONOPS to provide services to customers

ODEP

CURRENT STATE

Infrastructure

� Applications: Microsoft and Internet Explorer applications are outdated; Microsoft

products have limited capability to support assistive devices

� Policy: Security policies hinder effective use of social media; ODEP has public facing

needs and requirements to disseminate information

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� Accessibility: Number of people with disabilities telework, but encounter

challenges with the technology; multiple accessibility issues; unable to use standard

equipment like BlackBerries; Asst Sec has to create workarounds

� E-mail: capacity is insufficient

� Compatibility: YouTube is primary tool for outreach to audience (i.e., younger

demographic); however, current IE web browser version is not compatible with

YouTube (it's out of date)

� Security: Deaf employee needs state of the art assistive phone technology to enable

her work, but can't acquire it because of security standards

� Certification: Every assistive technology device at the Department has to be

certified for the network; takes a long time; should be proactively certified


� Document Management: No document management capability at present; version

control issues using email to collectively develop documents

� Encryption: Jump drive encryption challenges inhibit flow of info; ODEP doesn’t

work with PII, and thus wants exception


� Training: Limited to no training for end users with special needs; major challenge

for full adoption of technology

Process

� Accreditation & Approval: DOL interpretation of NIST controls (853 controls)

slows accreditation and approval process, ex. Adobe Connect

Innovation

� Innovation: The agency is encouraged by leadership to be more innovative but

systems do not support innovation

ODEP

FUTURE STATE

Infrastructure

� Bandwidth: Need bandwidth to support webcasting to regions, and external

partners and customers

� Hardware: Assistive devices needed to support staff with mobility, sight and

hearing impairments; laptop Skype-type video requested; Blackberry for sight

impaired; Assistive technology options should automatically be refreshed on the

approved products list; they are rolled out annually and thus can be anticipated by

approved products list owner

� Accessibility: Need standard for universal access; focus on equipment and policy

changes

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� Remote Access: Remote access interface needs to be customized to end user;

different people have different types and degrees of disabilities


� Document Management: Need something like Google docs for better/easier

document management

� Collaboration: Use VTC to reduce travel costs; identify other ways to communicate

with outside stakeholders


� Communication: Need external communication channels, e.g., social media, shared

workspaces, etc. to better integrate customers

� Customer Relationship Management (CRM): Need a CRM capability that enables

customers and partners to provide feedback

Innovation

� Technology: Look for opportunities to leverage technology from companies that

make out of the box solutions to address accessibility issues

OPA

CURRENT STATE

Infrastructure

� Bandwidth: Many non-ECN infrastructures do not have sufficient bandwidth to

effectively support the OPA-operated streaming video capability used to deliver

DOL-wide webcasts (e.g., by Secretary). One rough estimate: only 50% of the

Department is covered during a DOL-wide webcast

� Security Policy: Security policy is cumbersome (e.g., it required 5 months to gain

permission to activate cameras on 6 staff BlackBerries); Security limitations hinder

business, mission and affect morale; and IT policies are contradictory, e.g., disabled

laptop wireless and Blackberry camera, but personal cell phones with cameras are

permitted and agencies can purchase a web cam for the laptop; DOL is not DOD;

security policy needs to be loosened; would like more transparency around the

what and why behind IT security policy and decision-making

� Remote Access: Perception exists that COOP responsibilities may not be well

fulfilled with current equipment, tools and network resources; Wireless turned off

on laptops; would improve efficiency if enabled

� E-mail: Capacity is an issue

� Compatibility: Fragmented IT environment leads to incompatibility issues across

DOL (e.g., webcasts can't be broadcast end-to-end across Dept)


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� Governance: OPA’s Division of Enterprise Communications (DEC) manages the

Enterprise Communications Initiative (ECI), a DOL-wide program intended to

integrate DOL’s electronic information dissemination services into a single, multi-

channeled communications strategy. OPA has had significant challenges with

governance of ECI, as exemplified by numerous duplicate web services investments

by infrastructure-owning agencies. Centralization efforts like this have always failed

at DOL

� Collaboration: Infrastructure not set up to collaborate; no peer to peer

communication on DOL ECN network except OPA Network (called Spark); struggling

with webcasting


� Approved Products: The process for updating ITC’s approved products list is

inefficient, requiring long lead times, sometimes months, to make additions of

individual technologies to the list; DOL is too preoccupied with IT security; process

for approval is cumbersome; 6 months to approve BB cameras


� IT Support: OPA is the web services provider for DOL. They are unable to provide

their own customers service level guarantees because they have not been able to

implement service level agreements (SLAs) with ITC. This presents significant

customer service challenges for the agency because they have no control over the

underlying infrastructure environment; Regional IT support perceived exceptional

and stretched to support agencies, e.g., agencies in different buildings

� Retention: Concerns over losing young workforce due to frustrations about

technology

OPA

FUTURE STATE

Infrastructure

� E-mail: Email storage needs to be expanded in order to efficiently receive and send

large digital media files (audio, photographs); additionally, OPA would eventually

like the capability to send video files to customers via email rather than continue to

transfer them via DVD

� Remote Access: Staff indicated a need for applications compatible with mobile

devices, laptop need to have wireless video functionality enabled; perception exists

that COOP responsibilities may not be well fulfilled with current equipment, tools

and network resources;


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� Interoperability: Implement common data standards and upgrade antiquated

applications to enable enterprise-wide system interoperability

� Large File Sharing: Would like the capability to share large video and photography

files via common servers to enable asynchronous review and feedback by customers


� Design and Testing: Include user in design and testing

� Products: Streamline process to update ITC’s approved products list

� IT Support: Reassess Help Desk service level benchmarks to ensure an incentive

structure that promotes customer focus

Innovation

� Technology: Focus on mobile and wireless; make all websites compatible w/

mobile devices - would be good for COOP also; Intelligent workstations; social media

expanded; address workforce culture issues ex. Younger workorce doesn't use email

& voice mail; broadcast nationally - prepare for highres HD; all agencies hav

capability to broadcast; FPB upgraded switches and wiring

OSEC

CURRENT STATE

Infrastructure

� Wireless: Rely heavily on email and wireless; requested laptop wireless to be

enabled

� E-mail: Capacity is a problem


� IT Support: Fractured nature of IT support impacts business mission; ITC is largely

contractor so any changes desired in SIMS, need to figure out how that can be done -

cost associated with this change. Why not in house?

OSEC

FUTURE STATE

Infrastructure

� Security: Wants security requirements differentiated based on needs

� Video Conferencing: Need video conferencing capability and professional

equipment for large stakeholder presentations to share with co-located agencies


� Reporting: Need to replace SIMS with a better tool with reporting functionality;

something that is more streamlined and can mesh with NARA

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� Collaboration: Need collaboration capability among 25 staff

Process

� Clearance Process: Need clearance process (clearance/routing of material such as

memos through the Dept) to be electronic, not paper based

SOL

CURRENT STATE

Infrastructure

� Access: Reliability and speed are issues; Wireless capability on laptop is turned off

and thus cannot connect when in court unless they have an air card; however, there

are not enough air cards for all staff; limits real-time flexibility in accessing info to

support court room needs; Unable to use wireless; important capability for staff on

travel much of time

� Security: Users state that system inefficiencies are a result of security

requirements (National finding); General attitude of OASAM ITC that security

trumps mission on all ECN related issues; IT security has a strangle hold on ECN and

does not allow improvements; feel like we are in the 90s - the answer is always IT

security with no other explanation

� Functionality: The basics don’t work cables in parts of the Frances Perkins building

are old and cause systems to be slow or not work (National finding)

� E-mail: Email capacity is insufficient; mailbox becomes full quickly due to large PDF

case files and significant time is spent archiving on weekly basis;

� Compatibility: Jurisdictions overlap in the field and we need systems to be

compatible so we can access across agencies and regions


� Document Management: Inadequate shared drive capacity, and document search

and retrieval functionality; Document management is a chronic challenge; currently

have to save docs to shared drive, but it is difficult to search and retrieve documents

using this mechanism

� Collaboration: To gain access to enforcement agency documents, must go directly

to enforcement agency POCs; Use resources of agencies outside of OASAM to

accomplish mission and business ex. Use OSHA VTC


� Training: New software deployed without training; don't train 6 mos in advance

and then wait to deploy - we won't remember the how to use the new system or

app; align right staff to right training

� Technical Support: Inadequate Help desk coverage ex. Who do we go to on a Friday

night when we are on the road and have a problem; Attitude and technical ability of

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OASAM ITC is a disconnect with the agencies missions and DOL's mission and

security needed; major customer service barrier; "I need someone technically

proficient who wants to help me solve my problem"

Process

� Business Processes: Existing business processes and systems are old and layered

with workarounds, impacting productivity

SOL

FUTURE STATE

Infrastructure

� Access: laptop wireless access to DOL systems & evidence from court. Greater

external remote access

� Password: Passwords & Encryption - in private sector had an encryption card &

used the same password


� Document Management: Integrated document management systems aligned to

legal processes & systems; Searchable document management would enable

significant productivity increases and lead to more effective adjudication of cases as

they become informed by more complete and accurate information; Enterprise

records management solution is needed that will allow for effective storage,

maintenance, and disposal of court cases in accordance with NARA and other

mandates

� Collaboration: No access to VTC currently, but could really use it; would enable

them to collaborate in real-time with colleagues in other regions and at national-

level, improving quality and fidelity of work products; would also be helpful to

support exchanges with client agencies when gathering or discussing case

information; would allow real-time depositions increasing efficiency/effectiveness

of process


• Training: Web-based training - security based - not aligned to adult learners, it is

created for elementary school students; New systems would be accompanied by a

concise online & printed guide w/ screen shots and simple step by step instructions

highlighting the most important steps

Other

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� Demonstrated Success: Need an OASAM system win that does what it needs to do

� Attitude: Most important change is the Attitude of ITC staff and leadership - OASAM

needs to become an organization that understands and is invested in DOL's mission

and its enforcement agencies

VETS

CURRENT STATE

Infrastructure

� Storage capacity: Storage capacity for shared drives is insufficient in effectively

supporting VETS’ requirements

� Security: Computers are encrypted using Pointsec; however data cannot be

transferred from computer to external media devices, resulting in the need to e-mail

files

� Connectivity: Staff working in state offices have difficulty accessing ECN because of

state and DOL firewalls

� Video Teleconferencing (VTC): Staff stated that they have limited VTC capability;

additionally, laptop webcams are disabled due to security concerns (Regional

finding)

� Network reliability: VPN network outages are frequent; one network outage lasted

two days without prior warning.

� Access: IT staff created a portal linked to the VETS DOL site that allows access to

key DOL applications (such as IMS and People Time), bypassing the VPN and its

difficulties. Initiative was discontinued for security concerns

� Section 508 Acquisition: Difficult to procure non-standard equipment for disabled

employees


� Support Applications: Outdated versions of MS Office, Adobe Reader impede

ability to exchange information external partners and agencies


� IT Support: VETS IT staff exist, but often, employees must seek IT assistance from

the OASAM Help Desk

� Training: Training resources are not centralized; staff are often unaware of training

resources available to them

� Collaboration: NetMeeting capabilities exist, but users are not trained on how to

use the technology, resulting in lack of use

� IT Support: Field staff has limited ability to resolve technical issues on computers

(e.g., need to send computers to regional offices to have print drivers installed).

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Patches and upgrades are not provided remotely through VPN, requiring shipping

computers to HQ for updates or driving computers to HQ

Innovation

� Security: Laptops are equipped with video cameras that could be used to conduct

webinars/remote meetings (reducing travel requirements); however, functionality

is disabled due to security concerns


� Process: FOIA request process is manual and time consuming; staff spend hours

searching paper files, making copies, and redacting content with a black marker

VETS

FUTURE STATE

Infrastructure

� Remote Access: Want to have true mobility anywhere in the world to get access to

email and other systems. All files will be available to us online via the cloud. We

have some collaboration needs, I have to see synopsis of cases that other

investigators are working on. Currently we do it via shared drive files or email

attachment.


� Knowledge Management: Should disseminate key knowledge across the agency

and DOL; e.g., currently, grants management guidance is captured in outdated

manuals; needs to be updated, maintained, and made accessible to all field staff

� Case Management: Need capability to electronically capture hard copy documents;

this will allow electronic transmission of case documents that now must be mailed;

would increase efficiency

� Collaboration: Would like to use more VTC for monthly meetings


� Training: Need simple training on use of common applications such as Outlook

features.

WB

CURRENT STATE

Infrastructure

� Telework: Not all staff are equipped to telework at present, but there is hope this option will be expanded; laptops not enabled for remote access

� Access rights: Staff experience difficulty obtaining rights to access and save files on the NO shared drives

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� E-mail: Email storage capacity is not sufficient for staff needs � Disabled functionality: BlackBerry cameras are not enabled, preventing staff from

easily documenting outreach events while on travel � Passwords: Too many passwords to manage


� Security: USB flash drive encryption limits staff ability to share information with

external partners during outreach events in the field (e.g., send and receive

presentations and other key documents); Can't use jump drives/thumb drives because

due to encryption on the laptop; if you burn cd then it is encrypted

� Document Management: Limited search and retrieval capabilities for shared drive;

Paper-based documents difficult to manage; have started scanning key docs to store on

shared drive


� IT Support: Help Desk support is inconsistent across regions; some region’s tier 1 help

desks are not responsive to WB issues; other regions identified IT support staff as

effective, providing timely, hands-on assistance to address technical issues; Helpdesk

support in DC is not responsive

� Training: New staff do not receive IT orientation or training upon joining WB/DOL and

must find their own way with regard to using IT; there is a lack standardized guides and

how to use IT resources accessible to staff; staff use informal network of colleagues for

technology training and troubleshooting assistance; New hire guides need to be

developed; Need instructions/manuals/desk reference guides for systems; Need Excel

training

WB

FUTURE STATE

Infrastructure

• Remote Access: Staff need remote access to their files – virtual desktop

� Collaboration: Staff would like to use VTC to hold meetings with WB counterparts in other regions and at the national level and to interface with external partners

� Hardware: Desktop scanners are needed to efficiently capture paper-based documents � Wireless: Staff would like wireless capabilities and air cards to enable greater capacity

for staff on travel, in the field, or commuting to access the network � Document Management: Staff require improved capability to store, index, search, and

retrieve shared documents � Applications: Adobe software (e.g., Adobe Illustrator) would be helpful for developing

creative visual products to support agency outreach efforts


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• Document Management: Staff are in interested in leveraging an enterprise-wide

document management system; no guidance on how to manage, store and archive

electronic files; Interested in Department-wide SRM database; will benefit from

outreach and collaboration tools like Adobe Connect and eGov delivery


� Portal: Creation of a self-help portal for all of the most widely used DOL applications

will enhance productivity

� Communications: IT technology and training resources need to be better advertised on LaborNet and other DOL communications vehicles

OIG

CURRENT STATE

Infrastructure

� Internet Connectivity: Tethered Blackberries provide effective Internet

connections for OIG staff while on travel

� Passwords: Too many passwords and unreasonable password criteria

� Security: IT security policies driven by unrealistic goals; too many security

protocols that impede workflow. Concerns about security of cloud computing


� Case Management: Challenges with IMIS system impedes semi-annual reporting

process; staff rely on paper-based back-up in addition to electronic back-up files.

IMIS does not support current processes, is outdated and inundated with bad data;

cannot be used for periodic reporting to Congress

� Data Management: No system of record; many different data repositories with

varying versions of same document

� Collaboration: VTC and SharePoint work well for collaboration

� NCFMS and E2: Not user friendly; training poorly developed and delivered

Training and IT Support:

• IT Help Desk: Too many different help desks to contact for different support needs

• Training: Learning Link not user friendly; don’t receive any on-demand software

training from headquarters; IT training material is 4-5 years old and needs to be

updated

OIG

FUTURE STATE


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� Case Management: Primary need is for proven case management tool

Other

• Planning and Communications: Expressed need for DOL to adequately involve

appropriate staff at all levels in developing IT policies and enterprise applications;

ITC should take impact on OIG and notify OIG of network changes

OSHA

CURRENT STATE

Infrastructure

� Remote Access: Cannot implement or effectively support FlexiPlace policy due to

unreliable connectivity and bandwidth issues. Investigators cannot access network

drives remotely resulting in data entry rework and inability to consistently make

informed decisions in the field; cannot access Time and Attendance system from

home; have to be in office to use eTravel. Citrix is unreliable. Field investigators will

be equipped with new laptops starting end of March; will enhance remote working

capabilities

� Technology: Personnel are forced to rely on antiquated technology resulting in the

inability to efficiently execute mission; Laptops are outdated, unreliable, and cannot

be encrypted resulting in connectivity and compatibility issues.

� Email: Email storage capacity is insufficient resulting a time wasted managing

emails; using Google cloud to resolve e-mail since October 2010.

� Security: Security requirements result in an inability to use some applications and

time consuming workarounds; encryption policy difficult; exceptions require a

lengthy paperwork process -need blanket approval for applications to minimize

process

� Equipment: OSHA is three years behind on providing new hardware to employees;

only one-third of planned computers are getting replaced.

� Applications: Common applications are very out-dated and cannot support

functions like Pointsec. Employees sometimes bring in their personal laptops in lieu

of government issued ones. Use MS Office 2003 and have to deal with compatibility

issues on a daily basis; cannot open MS 7 documents


� Interoperability: Lack of system interoperability results inability to efficiently

share reliable data with partner agencies such as SOL. Headquarters has to call

regional offices to obtain field data and have them run a report and email to

headquarters

� Collaboration: Lack of access to collaboration tools such as VTC is prevalent at the

national level resulting in diminished ability effectively coordinate work and share

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information; VTC capabilities are very limited due to bandwidth, accessibility and

compatibility with external systems. Need access to other DOL agency systems, i.e.,

WHD, to collaborate on cases and utilize files. Staff would like to use VTC for

compliance training.

� Data Management: Limited access to data interferes in compliance process; need to

improve analytical capabilities by allowing better and remote access to clean data;

using Google documents; everything is backed up – no loss of critical data. Staff lack

version control capabilities

� Social Media: Uses social media to interact with customers (1,000 information

transactions per month over Facebook)

� Security: Too many passwords to manage. Laptops in the field have extensive

security configurations that limit usability. OASAM has rejected requests to relax

policies


� Training: Learning Link is not user-friendly. Received 900 emails from regional

staff in July 2010 regarding problems gaining access to Learning Link. Online

training and webinars not effective

� IT Support: National Office technical support/Help Desk is not reliable, lacks

requisite know-how and is not responsive.


� Knowledge Management: Some staff identified a need for standardized practices

for capturing and managing best practices and standard operating procedures in

order to ensure effective transfer of knowledge (e.g. in case of retiring personnel)

� Software Acquisition: Disparity between headquarters and OSHA regarding

acquisition of software; OSHA is more stringent; such security over software is

holding OSHA back

OSHA

FUTURE STATE

Infrastructure

• Remote Access: Need wireless capabilities such as air cards for investigators and

other field staff; seamless and reliable access from anywhere anytime; portability

and remote; improved telework options

• Equipment: New computers, faster lines; high speed scanning to respond to FOIA

easier; Blackberries for field staff

• Security: Single sign-on (smart card)


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� Document Management: Need the ability to store and manage documents in ways

that allow for version control, and enhance searchability; everything is open to

protest in court so we need document management; access to real-time data

� Case Management: Ability to assemble case file / report on the road, with better

access to internet; electronic filing

� Collaboration: VTC capabilities need to be expanded; Skype type functionality is

needed


� Training: Need to ensure that training delivery is well timed with software release

dates; need reliable collaboration tools (e.g., Webinars, VTC) to take advantage of

remote training delivery. Face -to-face training for large scale implementations

desired. Also use newsletters, emails to keep stakeholders plugged in during rollout

phases


� Knowledge Management: Some staff identified a need for standardized practices

for capturing and managing best practices and standard operating procedures in

order to ensure effective transfer of knowledge (e.g. in case of retiring personnel)

Other

• Planning and Communications: Have one centralized IF office rather than agency

specific / local IT. Gather requirements, thoroughly test the systems before

implementing, well timed training and follow-on support; IT staff with strong skill

sets

• Social Media: Use social media to identify new solutions

OWCP

CURRENT STATE

Infrastructure

� Remote Access: Personal share drives are too small to store all documents

necessary to conduct work remotely

� Telework: Paper-based processes for certain OWCP programs (e.g., Energy

Employees Compensation Program) constrain the efficient flow of info as hard copy

documents are physically exchanged between staff which inhibits the opportunity

for telework— staff need to be co-located in order to efficiently exchange

documents

� Bandwidth: Bandwidth limitations affect the quality and reliability of Web Ex-

supported video conferencing used to support hearings and meetings with regions,

use also slows down business applications

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� E-mail: Storage capacity is not sufficient


� Document Management: Lack standardized means to share documents and

knowledge results in case processing and payment delays; Version control issues

because have to use email to develop documents


� IT Support: End users in regions and National Office feel DITMS customer service is

poor; when new mission requirements are identified by business, DITMS is

unresponsive; users have become resigned to low quality of service

� IT Forums: Business customers meet with DITMS on a weekly or bi-weekly basis to

receive updates on current projects or issues, but no forum exists to discuss

business needs

� Service Level Agreements (SLAs): There is no apparent DITMS enforcement of

SLAs; proper governance needs to be implemented in order to hold DITMS

accountable for meeting its obligations

� Training: Conduct training just-in-time. Not five years in advance of deployment as

happened for some iFECS users.


� Process: There is no clear, standard guidance on IT procurement processes; rules

and procedures change mid-stream, creating significant re-work and prolonging the

procurement process; DOL-wide standards should be implemented

OWCP

FUTURE STATE

Infrastructure

� Remote Access: Staff desire remote desktop capabilities to directly access their

local drive-based resources when teleworking or on travel

� Security: Staff would like more access to commercial tools, but IT security policies

are a barrier; PointSec encryption creates challenges in sharing information via

thumb drives and CDs; End users would be more receptive to and prepared for

security policy decisions if security policies were effectively explained; Would like to

share PII information with external partners (e.g., DOE, HHS, DOJ) in a secured

environment; currently have to jump through hoops with email; have to share 100s

of claims per day; can't place PII docs on shared drive which limits internal sharing;

� Continuity: Need continuity across the Department in terms of software, hardware,

common applications, interoperability, and data sharing practices.


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� Interoperability: Need for greater interoperability between common DOL admin

applications (e.g., NCFMS) and OWCP program systems to reduce duplicate data

entry and data sets

� Applications: Need to implement common software (e.g., Microsoft Office, Adobe)

across the Department to reduce compatibility issues

� Single Sign-on: Need for single sign-on to eliminate need to manage multiple

passwords


� IT Support: Need better monitoring and management of systems and networks;

DITMS can't provide answers/insights around performance; DITMS not forthcoming

with info on utilization which undercuts anticipation and planning; Need

dashboards

OFCCP

CURRENT STATE

Infrastructure

• Remote Access: Staff cannot access agency data sources remotely due to challenges

connecting to the network via Citrix and maintaining connections; Events such as

“snow days” which drive up numbers of staff telecommuting create significant

network performance issues for those who use remote access and create concerns

about COOP performance in the case of emergencies

• E-mail: Field investigators are unable to access archived e-mails remotely or via

webmail resulting in delays in adjudicating cases and meeting performance

expectations

• IT Security: Security requirements sometime impede efficient workflow (e.g.,

transfer of files between government and non-government computers via jump

drive prohibited)


• Network Access: Difficulty accessing district offices via the network hinder capacity

to efficiently meet their close case deadlines

• Case management: Existing case management system is a hindrance to

collaboration when working with agency partners on a case (data integrity issues –

manual data entry required for information sent in from contractors); unable to see

trends between regions or if a case is open elsewhere; Case management system

(CMS) is not design to meet reporting needs in key functional areas

• Collaboration: Ineffective collaboration internally and with other agencies is due to

lack of tools; OFCCP is not able to leverage synergies within DOL agencies because

mechanisms to support collaboration are ineffective.

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• IT Acquisition: Approval process is too long for new hardware/software purchases


• Training: Staff are largely unaware of training resources available to them; In many

cases, no training is offered at rollout of new technology, or it is offered too late;

Lack of IT on-boarding system impedes ability for new employees to get up to speed

OFCCP

FUTURE STATE

Infrastructure

• Remote Access: Issue air cards to field investigators to allow them connectivity when working out of office on site

• Consolidation: Consolidation and standardization of IT infrastructure should lead to savings in IT staff.

• Tools: Simpler access to more specific tools such as Visio, SAS, and MS Project

• Manage tools at the Dept level


• Knowledge Management: Implement a knowledge management approach and tool

to capture industry data and case history and capture "how to" vignettes for

evaluations and complaint processing

• Data Management: Robust enforcement database - able to view problems/cases in

other agencies or with past cases - might help identify other issues with companies

being investigated by OFCCP

• Collaboration: Need VTC; would decrease travel costs and time for investigators,

improve collaboration, and help meet training requirements


• IT Support: Need technical advisor on-site in regions assist with training and

troubleshooting IT problems/issues

• IT Management: Introduce Blanket Purchase Agreement (BPA) for procurement of

IT hardware, software and services.

OLMS

CURRENT STATE

Infrastructure

� Remote Access: Remote access to network via SEATS is unstable and unreliable in

certain regions

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� Hardware: Mission work is heavily paper-based; paper documents are scanned as

necessary, but there are capture challenges due to unreliable Xerox machines,

scanners, and printers

� Security: Stringent security policy limits capacity to use technology in support of

mission execution; POINTSEC encryption prevents computer backups. As result

they have to backup important files to email which poses a problem due to limited

email capacity

� E-mail: Storage capacity is very limiting


� IT Support: Quality of local support staff is lacking; national is fine.

� Training: Training is not efficient substance-wise and also timing of delivery

Other

Governance: OWCP/DITMS made attempts to be more transparent and improve governance; perceive OASAM/ITC has done little at the Department level; considerable funds invested in IT, yet the customer agencies have no say over the direction; no true IT governance structure and no transparency around the current decision-making

OLMS

FUTURE STATE

Infrastructure

� Remote Access: Staff conducting work in the field need more and better mobile

equipment (e.g., BlackBerries, laptops, air cards, etc) to realize efficiencies while

working outside of the office

� Collaboration: Staff strongly desire VTC capabilities to improve collaboration with

regional and national office counterparts; only the OLMS Director, Dr. Lund, has

direct access in his office; Worker protection/enforcement agencies should all be on

the same network with the same kinds of capabilities given the nature of their

functions and their need to share information.

� Document Management: Staff would like a DOL-wide document management

solution (e.g., SharePoint) to enable search, retrieval, check-in/check-out, and

version control capabilities

� Standardization: Common processes, technology, and applications need to be

standardized across DOL

� Consolidation: Centralized coordination of IT capabilities to realize economies of

scale and conserve resources


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� IT Support: Staff would like to see cost comparison of DITMS-provided IT services

with other DOL infrastructure owners to make more informed IT-related funding

decisions

� Training: Timely and effective training should accompany all new

technology/application rollouts

� Requirements and Testing: Engage end users in requirements gathering and

testing

Innovation

Computer Cadre: OLMS “Computer Cadre” is a geographically-dispersed group of tech-savvy functional staff who develop tailored technology training for employees and “tech tips” focused on supporting execution of specific mission-related activities

WHD

CURRENT STATE

Infrastructure

� Remote Access: Network is not able to withstand high load from large number of

remote users; Remote access to the network via Citrix is unreliable and unstable;

wire line connection from the office is sometimes slow due to bandwidth

constraints.

� Remote Access: WHD working on providing field staff handhelds computer devices

for remote computing.

� Concerns: Concerned about whose interests will prevail in a consolidated

infrastructure. One size may not fit all. Not sure the infrastructure be suitable for

investigative agencies; National Office is more concerned about changes the field

can absorb, but in fact the field is more open to it

� E-mail: Email storage capacity is very limited. This poses restrictions on training

webinars that are broadcast via email; Downloading emails and large document

exchange is slow


� Case management: WHISRD case management tools works well about 50% and

lacks good reporting capabilities.

� Document management: Document management is heavily paper-based.

Currently scan documents and store in network drives. This is not easily searchable

� Collaboration: VTC in place for two years but used sparingly due to lack of know-

how and training on how to use it; Collaboration is very paper-driven resulting in

longer processing times


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� IT Support: Help desk is often unreliable, unresponsive, and lack requisite know-

how; District office staff must ship their PCs to regional offices for repairs and

loaner laptops are often not available for use as backup.

� Training: Webinars used for training and aren't effective - need hands on; Training

for enterprise applications is not well timed to coincide with rollouts; Training

quality and delivery is lacking.

Innovation

� Innovation Lab: No formal way to share, test, or evaluate use of tools for multiple

purposes, for multiple agencies


� Standardization: Lack of standardized document sharing and storage tools and

processes.

� Processes: Case management processes are out of sync with field operations

processes resulting in constraints on executing field processes.

WHD

FUTURE STATE

Infrastructure

� Single Sign-on: Need single sign-on to reduce multiple password management

challenge.

� Interoperability: Common hardware and technology standards should be

implemented DOL-wide to resolve interoperability challenges.

� Infrastructure: In support of push to migrate DOL services to cloud environment as

it will drastically reduce support cost and refocus IT department’s energy to more

important tasks


� Knowledge Management: Wants access to strategic plans from other WHD offices

to see how they're executing their mission plan; could use common repository to

share knowledge and information (e.g., knowledge around law enforcement legal

interpretations, past experiences, etc., provided by investigators); Easier access to

information in other departments and sharing of info between admin systems

� Case Management: Case management system that can support field mobility -

video, audio recording, photo, scan, print, enter investigation data from laptop, do

field research, print subpoena, use electronic signature, search warrant while on site


� Training: Would like to have access to live, hands-on training before deployment

and recourse to live experts during and immediately after implementation.

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Innovation

� VTC: Want ready access to VTC; would help facilitate intra- and inter- regional

meetings, save money and travel time and promote collaboration; would also like

VTC with state agencies to improve collaboration with them; VTC could be used to

support interviews for case investigations - currently have to use email to conduct

interviews with people in other locales (e.g., overseas)

� Technology: Replace three volume Field Operations Handbook – currently in paper

and .pdf formats – with a wiki based version that would enhance cross-referencing

and search capabilities; Allow use of external devices and data sources such as

mobile apps for computation of back wages, Google Maps on BBs to assign and

locate cases respectively.

� Innovation Lab: Need an Innovation Lab to share and test new tools and

technology

Other

� Governance: Need transparency in how decisions are made; accountability as a

service; process for how to meet customer needs should be part of vision

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Appendix D

Interview Summary – Stakeholder Segment by National Office/Region

EXECUTIVE & DEPUTY LEADERSHIP/APPOINTEES

CURRENT STATE

General Input/Perceptions

• Agencies don’t see the vision and money allocated for IT modernization; some are focusing on modernizing their internal agency business processes and perceive DOL OASAM has no sense of urgency in addressing IT issues. Also performance seems to be measured on policy development and analysis versus information sharing

• Agencies are concerned about OASAM taking on modernization given the existing constraints. Transparency, confidence and trust in OASAM’s performance is an issue based on past experience, e.g., "manages to lowest common denominator", “One size fits all infrastructure mentality”, “the path of least resistance is a way of life”; consistent application of policies; overcome culture of poor onboarding; agencies perceive they paid for SP but are not able to access it and the purchase was a mismatch to needs.

• Most agency executives indicate openness to collaboration with OASAM where there are shared interests, it makes sense, and agencies are included in concept development and planning stages.

• IT purchasing is siloed because innovation is stifled – agencies have to do their own thing to get the job done; need blanket approval for certain software apps ( minimize security reqs/approval process)

• West coast staff feel inferior and that their staff needs are not taken into account.

Infrastructure

Access

• Remote access to system is a significant concern of executives and they perceive inadequate bandwidth is the issue. This challenge makes it difficult to implement teleworking in agencies and compliance officers have to travel to the office to assemble case files. Also executives with visual or hearing issues are often unable to access servers. The Plethora stick was acknowledged to be slow in accessing desktop from a remote compute.

Collaboration

• Infrastructure does not support collaboration. Collaboration tools like SharePoint cannot integrate with the outdated 2003 MS Outlook due to compatibility issues. Yet SP is critical tool for some agencies. Some executives perceive using a shared drive and folders is not as fluid as other collaborative tools. Need to communicate more effectively around collaboration tools – limited information and misinformation causes confusion, e.g., DOL invested in WebEx yet most agencies are using Adobe..

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Case Management

• Multiple agencies maintain old/end-of-life and inadequate case management systems (e.g. SIMS) and must continue to use paper-based systems requiring double entry of data increasing errors and inefficiency; case management systems are often not user friendly and the regions cannot use them.

• The functionality of most case management systems is inadequate to meet agencies’ needs. There is no master system for internal and contractor files; the systems are not timely in data sorts thus over time staff do not populate; agencies cannot measure compliance performance of a customer and cannot look at issues nationwide

Document & Records Management

• The need for information exchange across the government and with customers has increased and access to data is a problem. Many agencies have to scan paper-based files to store data – very inefficient, i.e., time consuming to scan and causes delays in data access. Interoperability is an issue and it is often difficult or impossible to transfer data files between agencies

• There is not enough memory for large databases, e.g. there are storage issues for webinars and storage fees are higher through DOL – agencies have to prioritize and only keep key webinars

Email

• The primary concern of senior executives is storage and performance of email; some see email down for days

Equipment

• The one computer policy doesn’t support the reality of desk and remote work; due to inadequacy of remote access and systems compatibility staff cannot access files on travel; even in a DOL building staff are tethered to their desks because they cannot just plug into any port in the building

• There is a lot of old computer equipment that needs to be replaced, a limited list of approved hardware and software, and even more limited laptop functionality - cameras are disabled, extra RAM locked down, thumb reader functionality disabled - makes no sense. Overall standard issue equipment is not 508 compliant; the ODEP executive is unable to use standard equipment like DOL Blackberries and has to create workarounds to access systems

System upgrades

• Upgrades and patches implemented during working hours are problematic; there are compatibility challenges with software versioning

Video

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• No real capability for VTC – DOL bandwidth and cost are issues; agencies struggle with webcasts (e.g. cannot view from a DOL Seattle office but can from the local Starbucks); Cannot handle streaming both in the building and outside simultaneously; Secretary can't Skype from her desk - had to go to ABC to participate in a program


Compatibility/Interoperability

• Interoperability is a weakness; outdated MS Office software prevents opening files from anyone using different version; many systems are just unreliable, e.g., MSIS, GEMS

Passwords

• Need single sign-on as there are just too many passwords to manage

Security

• Encryption policy not helpful to fulfilling business needs of agencies – has to be a way to meet in the middle; have to do workarounds because of accessibility/compatibility of applications and systems; unable to use some applications requiring lengthy security laden process, e.g., being locked out of SIMS after 15minutes. Also DOL is perceived not as secure as MSHA – DOL email can be hacked but MSHA email cannot be hacked


Communication

• Teleconferences held only at regional level and cannot be accessed from hotels

Help Desk/Technical Support

• IT support is perceived as a fractured network impacting business missions, e.g., lack of timely response “you could die waiting”, limited capacity, limited hours, lack of skills, lack of interest in lessons learned or root cause of repetitive issues; ITC is perceived to have a capacity problem and ITC contractors have low level skills and change frequently; also ITC does not support Macs; DITMS was called out as expensive and inefficient

• Regional staff often find they have to negotiate with technical staff for items like a new printer

• Changes to systems like SIMS requires significant expense using ITC contractors – why can’t it be done in house

• Convoluted communications from the Help Desk, e.g., send survey after incident but don’t provide password for survey thus to complete have to call Help Desk

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User Training

• Onboarding any new equipment is a problem, e.g., Blackberries; training not aligned to rollout or relevant to role

FUTURE STATE


• Need to sell the IT Modernization vision and demonstrate a track record of success, provide efficiency incentives for agencies to collaborate and get buy-in from beginning (e.g., IT governance); agencies want greater transparency in how decisions are made, accountability as a service, and consistent application of policies, memos, etc.; Can IT sell their services to business as part of governance?

• Challenges to Modernization: Governance (network owners don't talk to each other), planning, capacity, technical people deciding functionality instead of business owners, accountability within business owners doesn't happen, lack of coordination across infrastructures; the CIO shop is not where we should be deciding what meets business needs;

• Generally want to expand technology capabilities with more stable and integrated systems; OASAM could learn from agency examples of effective implementations, e.g. BLS is good at remote access, PEIR perceived effective; Need to develop an innovation channel or sandbox where piloting and testing of new solutions can occur and OASAM taps into creativity of agency staff

• Move to a technology standard that would require greater reporting requirements from external private sector companies; improve analytical capabilities and provide better access to clean data (beyond descriptive statistics)

Infrastructure

Access

• Dependable remote access - anywhere, anytime; greater bandwidth

Collaboration

• Need functionality to collaborate with groups of 25+; DOL needs to use webinars to reach broader DOL and external audiences, allow dialog with grantees, states, and DOL

Email

• Email storage issues addressed

Equipment

• Leaders want more innovative technologies to support agencies’ business and mission, e.g., tools like iPads - particularly for staff that travel; handheld devices to increase efficiency of inspectors in the field; Blackberries for more than just managers

Case Management

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• Leaders indicated the need for a central database; getting content out of a database is hard. Need a case management system that can support field mobility and on-site case assembly - video, audio recording, photo, scan, print, investigation data entry from laptop, field research, print citations and subpoena, use electronic signature, issue search warrants while on site, etc.

• Need to replace old case management systems like SIMS and MSIS with a better tool that includes reporting functionality; something that is more streamlined and can mesh with NARA

Document/Records Management

• Huge number of paper files that need to be digitized, e.g., black lung cases; need ability to search them and add data by country

• Clearance process needs to be electronic, not paper based

Functionality Upgrades/ New Systems

• Need to consider accessibility in its broadest sense - Universal access (equipment and policy); look at companies that make products with better accessibility and tools for the disabled instead of retrofitting (Apple for example); leverage the OASAM list of assistive technologies

• Mobile applications to support business including the ability to edit data from a Blackberry; ability to send/post video/pictures

• Several enhancements to current systems are desired including virtual desktop and real time access to Area offices for information, a "map" of audit information, i.e., what conciliation agreements are being worked; a tool that would assist in understanding where to allocate resources/where resources are allocated and where time is being spent; Cost savings on sharing licenses; out of office message functionality important for some agencies



• System integration is critical; decrease interdependent systems; single entry for photo/data entry; systems like E2 and Webpers are impediments

• Beta testing critical; need a security blanket on transitions – run dual systems

Passwords

• Single sign-on needed

Security

• Need adequate security to support operations and ensure any PII is secure, but should still look at shared network with firewalls

• Implement fingerprint ID access vs. multiple passwords

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Communication

• Executives requested plain English communications for conveying technology information vs. tech speak

• Real time access to regulations - wiki idea

• Use of external communications avenues to better integrate with customers; need common graphical tools to communicate with the public


• Implement an Innovation Lab to share, test, and evaluate use of tools for multiple purposes for multiple agencies

• Create a cadre of super users as a POC for technology questions/problems

Training

• Leaders indicated need to overcome culture of bad on-boarding - better training is required; Agencies need up to date training for new staff and training for dispersed staff; requests included aligning training with rollouts and leveraging web-based training to en sure staff know how to use products efficiently when they are introduced

• Suggestions included having informal training sessions on things like "Ten things you can do with your BlackBerry" - brown bags versus formal training

Change Readiness

• Overall the Field is fine with change if work can be done efficiently; the National Office is more concerned about change the field can absorb, but in fact the field is more open to change and using more advanced tech at home

NATIONAL BUSINESS & ADMINISTRATIVE LEADERS

CURRENT STATE


• DOL/ITC need to realize that business processes drive technology, not the other way around; OASAM/ITC needs to more actively update approved products list; reconsider the way that technology is phased out using a clear and transparent hardware lifecycle

• Concerned about one size fits all infrastructure; no mechanism to report infrastructure defects and issues; hierarchy of IT is a major problem (DITMS/OCIO); whenever changes are made, have to work way through all IT layers; IT overdoes command and control; DITMS doesn’t provide customer service to accounts

• Concerned with management and governance issues; little planning and decision-making; minimal governance; duplicative management of multiple IT contracts; Procurement process very challenging; takes 5-6 months to get a contract in place for

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IT projects; inflexibility of contract mods; no expertise in contracts; wrong contract types to meet needs

• Networked fax, copier, printer works effectively

Infrastructure

Access

• Remote access is inconsistent and time consuming to use and a barrier to telework; bandwidth issues contribute to the lack of connectivity issues. Staff cannot access desktops or shared drives remotely, and RSA tokens are a challenge to use. CITRIX and SEATS are limiting.

• Wireless on laptops is turned off and air cards are expensive.

Collaboration

• Hard to collaborate – District offices cannot access regional office shared drives or track investigations across regions

Email

• Email storage capacity is limiting and cannot handle large pdf, digitized or media files, and archiving is time consuming; out of office messaging not working

Equipment

• Approval process is too long for requesting new hardware/ software; under current approval and procurement system agencies are unable to purchase printers or scanners that are the latest technology; some agencies do not have funding to purchase new equipment

Case Management

• Information is not shared across agency case management systems resulting in duplicate data entry and uncommon data sets


• Some agencies do not have document management systems and no mechanism to track a case from start to finish. There are problems maintaining, retrieving and archiving data on a real time basis because data disappears. Pictures and videos are stored on DVDs. Shared drives are insufficient, disorganized and sometimes inaccessible. File transfers are slow and inefficient; and agencies have to use email to manage version control.

• No oversight or coordination for records management; no content management system for contacts

System Upgrades

• Server upgrades lag behind due to funding; some upgrades are restrictive

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Video

• VTC is needed and becoming primary communication vehicle; bandwidth limitations affect quality and reliability; non-ECN networks don't have sufficient bandwidth to accommodate large audiences via webcasts at one time

Other

• GAL - not updated frequently - difficult to locate people; need more consolidated licenses (e.g., Oracle); COTS software is outdated (MS Office, Adobe)

• Conference rooms do not have LAN; long process for changes to website – multi-step process

• VOIP doesn’t work



• 508 compliance conversion issues for documents; also real time captioning exists but security prohibits; IE not compatible with You Tube; need eFiling for courts

• Hard to transition between DOL and Microsoft or Apple platforms; MS 2003 compatibility issues with internal and external partners

Passwords

• Too many different passwords with changing criteria

Security

• Need greater transparency regarding security policy decision making; approval process is cumbersome, e.g., 6 months for Blackberry cameras; security architecture kicks staff offline every 15 minutes; some staff need state of the art assistive technologies to support work and security policy and processes create barriers to acquiring

• Big concern planning for PII; jump drive encryption inhibits flow of information; Pointsec complicates downloads thus staff create workarounds, e.g., using personal computers and email accounts


Communication

• Communications is a big problem with Department-wide implementations; never know what, why, when, or how, e.g., often do not receive notice of server down time before it occurs and cannot plan work around the disruption; No clear guidance from OASAM on how to use communications technology such as blogs


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• Help desk tickets are closed before the issue is closed; ITC takes a long time to install equipment like printers; it is difficult to champion new technologies when you cannot support them efficiently; uncoordinated communications, no metrics from ticketing system

• Unclear who is in charge of what and how to get an answer (very bureaucratic); DOL IT staff don't have hands on experience to manage effectively

FUTURE STATE

General Input/Perceptions/Lessons Learned

• Culture - senior leadership needs to model the use of technology; promote an electronic culture vs. paper-based; Need more resources for developing new IT functionality; currently a long queue to get new capabilities on line;

• Agency Engagement - Engage client agencies and don't just tell us and charge us; show us what we're getting; give us options; Cookie cutter consolidation is not an appropriate approach; Need interactive communication channels with agencies; Need resources for agencies that have to adapt their IT environments to broader DOL platform changes

• Contracts - need to look closer at acquisitions; arrange DOL-wide blanket procurement deals to streamline acquisition; minimize variations in equipment agencies (like BLS) approve and DOL approves; Implement a DOL-wide vendor agreement

• Governance - Governance needs to be improved; involve agencies in decision-making; pushback on OMB reporting requirements to reduce burden; DITMS needs governance around procurement or security

• Implementations - Begin planning well in advance of rollout; Conduct usability testing by end users; Pilot implementations first on a small scale to work through issues; Do concurrent pilot and still have existing functionality; Use phased rollout by office or number of people; Get input upfront on major changes/training for IT staff to support deployment; Train change champions to answer questions/support implementation

Infrastructure

Access

• Wireless internet at DOL; explore bandwidth issues

Collaboration

• Recommend placing VTC in strategic field locations for use in meetings, training and hearings to enhance collaboration; Better use of Adobe products; Skype Access; Department-level SharePoint for document management and cross-agency sharing

Equipment

• Use of iPads, tablet PCs

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Case Management

• Integrated systems and solid database management; Case mgmt system that can support field mobility - video, audio recording, photo, scan, print, enter investigation data from laptop, do field research, print subpoena, use electronic signature, search warrant while on site

Systems & Upgrades

• Conduct adequate requirements gathering; talk to business experts before buying anything involve agencies early in the planning process; test; train

• System stability particularly disaster applications; strengthen COOP planning

• Improved data sharing between enterprise administrative systems; need automatic back-up and better monitoring and management of systems and networks

• Focus on iterative development (e.g., beta test with end users to identify glitches)

• Need change control process to address IT system problems and allow continual improvement of process/functionality; Focus on continual process improvement (e.g., actively solicit user requirements for new functionality and implement them)

Video

• Desktop VTC needed



• Focus on improving telework/Flexiplace so staff have what they need to work from home

• Interoperability is a major challenge; systems need to better share information within and across BLS; lack of interoperability results in large time loss

• No setup at COOP site to get files/data - only what DC has on their servers; no backup servers; LaborNet is difficult to use, not user friendly, hard to find things

Passwords

• Single sign-on

Security

• Need standard operating procedures for security activities and a more flexible security policy; Would like to share PII information with external partners (e.g., DOE, HHS, DOJ) in a secured environment without jumping through hoops with email; have to share 100s of data sets per day; can't place PII docs on shared drive which limits internal sharing


Communication

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• Leverage social media; State the business case to end users to achieve buy-in; understand their needs for training


• Need a POC for infrastructure operations;

Training

• Empower people to do more things themselves; Engage supervisors and interested bargaining unit employees in every office; these can become advocates and enable train the trainer

• Explain all changes and associated training; Need seminars on basic use of technology and hands on training

REGIONAL BUSINESS & ADMINISTRATIVE LEADERS

CURRENT STATE


• Regional leaders felt that IT Modernization is a management and leadership issue; national staff request input then get piled on and then don't follow thru; they do not want to see organizational structure change; Lack of foresight regarding what we need and will need to be using - no insight beyond this year;

• Major disconnect between creation and support of systems and the users, however in some regions systems and networks are reliable, e.g. People Time works, file servers have high availability and most offices have access to document imaging

• When replacement systems are rolled out, existing capabilities are often lost because the business requirements gathering was not adequate; lesson learned - do not eliminate existing capabilities and expect not to alienate end users

• Need more requirements gathering before implementing changes

• Regional, state and Field offices are dumped on with IT systems vs. being included in the testing first - as a result the Field is the beta-tester by default

• Do not promise outputs/results if you cannot produce them

• Accessing and installation of new and old computers takes weeks b/c there is only one IT staff; Some problems never have a solution ex. Time & Distribution

• Lack of focus on business productivity leads to poor IT procurement practices. DITMS list of approved equipment is always out of date.

Infrastructure

Access

• Remote access reliability and speed are issues impacting daily business performance and telework goals; often long periods of no access; when access is available, processing is slow and brings work to a halt – down 20% of the time; staff fight for air

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cards, e.g. 3 cards for 30 staff, but air cards aren’t reliable either; 40% of employees travel regularly to remote locations that have no connectivity options other than satellite phone, not available.

• Cannot access DOL from home computers; CITRIX issues; cannot access Time or Expense from home or use Net Meetings; Pointsec does not easily transfer files between flash drive and computers

Collaboration

• Workforce is diverse and dispersed; real-time collaboration is a gap; no effective collaboration tools for training, VTC, document sharing, etc.

• Network compatibility very inadequate for collaboration; systems do not talk to one another well; need access to systems to save time on cases involving companies under investigation

Email

• Need more storage space - transmit large data sets; out of office messaging doesn’t work and is needed for external clients/customers;

• E-mail policies are a bit antiquated (e.g., transmission of data - don't have authority to collect and transmit data via e-mail such as pricing details for a particular item)

• Email listservs can't be changed; national office controls this, but no one is official responsible/ accountable for providing this service

Equipment

• New laptops have wireless and camera but both are disabled; Need wireless and cameras for field work; Inefficient distribution for new equipment

• Field-based staff (e.g., VETS) have to ship their hardware to regional office for repairs due to limited remote assistance capability

Case Management

• Current case management system is not user friendly; use shared drive for case related documents; can access regional but not District files; many docs are confidential thus would be better to go to computers vs. a public fax machine

• Agencies have no access to key documents in another agency’s system and must request specific docs which causes delays in obtaining information and decreases POCs productivity


• Regional leaders indicated document management is a chronic challenge; the field has no way to back-up data; currently have to save documents to a shared drive, but it is difficult to search and retrieve documents using this mechanism; lack of a data storage and ability to capture information about a variety of functions in a one-stop shop; daily backups are done but they don't have the tools to read the backup tapes

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• SharePoint used for some document management; adoption not going well; not accessible from dial-up

• Unclear records management policy complicates use of technology to support the function; Records Management policies require preservation of electronic and hard copies; this stresses email storage capacity as well

System Upgrades

• Need updated versions of software applications - have to ask clients to convert files so we can read; need MS Office and Adobe upgrades

• Need to improve certification system - very slow for even the simplest certifications like Blackberries, printers and copiers - other agencies already using products - process is so slow that it exceeds product life

• Systems not set-up for COOP

• There are challenges with managing configurations and patches over VPN

Video

• VTC is used increasingly due to travel restrictions; the amount of technical glitches is decreasing over time; used primarily for project management teams dispersed within and across regions; Firewall prevents video conferencing collaboration; use home camera to mitigate cut back in travel $ - need Skype-type VTC

• Regional office doesn't have license for GO TO Webinar - only national office; webcast freeze and webcam on a delay too



• Outdated applications create compatibility issues; software licenses are mismanaged - funds spent maintaining unused licenses while necessary software is not available

• Systems don’t talk to one another; need common software across DOL; need translation software; sharing files is not working well; non-ECN users can't access ECN shared drives, which limits efficient file sharing; zip files are rejected by email

• Access issues to other agencies' FTP site; every weekend patches are put on and affects others systems

Passwords

• Too many passwords and requirements

Security

• Security is emphasized at expense of capabilities to do job; security policy constraints related to data confidentiality are the biggest IT challenge; general attitude is security trumps all end-user business and mission needs; encryption tools and requirements are a problem

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Communication

• Business leaders want to hear about upgrades of applications in advance; there is a lack of communication around DOL-driven changes, which severely impacts the department’s credibility; sometimes the regions are not told of changes in advance and are caught unprepared to adopt new technologies or application modifications

• Field often feels left out of decision making that affects their jobs


• Regional business leaders report that area offices do not get the technical support they need, resulting in significant lost productivity. The biggest challenge is support from OASAM personnel – the attitude and technical ability of OASAM ITC is a disconnect with the agencies’ missions and DOL's mission and security needed; this is a major customer service barrier

• Local technical support staff are spotty; some good, some not responsive; assistant technical support staff are very helpful. Contractors aren't supervised well and run out of $ and time; ITC doesn't listen; GCE Help desk is too small

• Tier 1 not ready for systems interoperability; would need to have IT staff in the field to support. Help Desk will close a ticket before the problem is fixed (wrong metric)

Training

• Learning Link has a few decent courses, but is generally becoming obsolete. Learning Link is difficult to use and doesn't take into account different learning styles; Customer support is inadequate. The system does not work with RAS connection; the reporting function is ineffective. Learning link needs to be accessible online and be able to track training that has been completed

• Training is not available due to license issues. New staff are therefore not up to speed and no one remembers how to use applications and systems

• Training is not developed in a timely manner (e.g., staff learn MS Office on their personal machines by time BLS training is rolled out). Training materials need to be piloted in order to identify and resolve issues (e.g., national office should test webinars on themselves to see if they're effective)

• Training mode of delivery not always accessible by state partners; remote training is completely ineffective unless Instructors are able to clearly communicate the material and are qualified/skilled

• Training is not role-based and is often ineffective, so staff are left to own designs

• Users do not receive adequate training on IT tools; ITC-supported agencies would like standard online tutorials, train the trainer, training vouchers

FUTURE STATE


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• Regional leaders expressed the need to understand the vision; DOL needs to rebuild credibility by demonstrating that it is genuinely interested in engaging staff – need a PMO office; Regional and National Offices need to coordinate better on service level management

• Regional executive committee is the key body to engage for change management; line managers will be key in influencing change management processes; the field needs to be involved to provide input to IT planning

• Need to be able to deliver in a manner customers expect - overcome IT constraints; concerns over COOP

• Business Process Reengineering is a major issue underlying our work at DOL - we have to survive in a culture of Do More with Less but all our processes and systems are old and layered with fixes and work arounds that sometimes don't even relate

• There seems to be a misalignment of Department resources with business needs; e.g., all staff receive new, large monitors when other needs that support mission execution are not met; funding needs to be prioritized based upon criticality to mission

• Need tools that don’t get in the way; modern reliable hardware; seamless & reliable access from anywhere anytime; portability - mobile and remote; interoperability; up-to-date operating system; more automated reporting; new systems designed to eliminate cumbersome steps; high speed scanning ability to respond to FOIA easier; Blackberries for field staff; electronic filing; improved telework options; IT staff with strong skill sets

• Envisions an environment of geographically-dispersed/decentralized organizations, through cloud or other means, in which you don't actually have to be in the office; will result in lots of flexibility for staff (work from home, train, travel, etc) and improved quality of life and productivity

• Don’t implement half measures if the budget isn’t there

• Centralization of services is good in theory, but DOL must be careful not to lose institutional knowledge and ensure that service quality meets previous standards

Infrastructure

Access

• Need laptop wireless strategy; in the short-term management needs to address hardware and software issues and access for all staff; need constant, reliable remote access to support staff in field (e.g. state government buildings)

• Reliable COOP access - Ability to communicate effectively even in times of natural disasters

Collaboration

• Need to interface with a lot of other internal and external agencies – the regions need SharePoint; VTC to desktop would enhance collaboration

• Build capability to share info real-time to enable quicker decision-making and advanced analytical tools; online chat function; real-time file sharing

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Email

• Support teleworkers by configuring email so voice mail can be pushed to email

• Use cloud for email and document management: allows seamless collaboration and easier document development between numerous people

Equipment

• Enable cameras on laptops; will allow investigators to document evidence at investigation site; need common hardware standards for all agencies; networked scanners, faxes, printers; go to palm-held data entry device now - skip the next laptop purchase

• Do not strip the new laptops to meet old business systems - bring old applications and systems up to meet new technology

Case Management

• Create a system with one tracking number; develop an eGrants system to support program and financial accountability; need a web-based enforcement system; access to real time data input and greater accuracy in web-based systems; increased case quality - access to better information, more user friendly systems (drop down boxes, ability to identify errors, greater logic, let system handle redundant work); link chronology log and case report (to avoid double entry of data); ability to view problems/cases in other agencies or with past cases - might help identify other issues with companies being investigated; need customers to have the ability to contribute to their case online; direct deposit system to claims checks to be deposited directly into claimant accounts - requires EFT


• Desire centralized policy and data repository including DOL level statistics and performance metrics

• New systems should be ready for prime time when deployed, with integrated document management systems aligned to legal processes & systems

• Need capability to transfer large files to external partners (e.g., states) in order to limit the unsecured transmission of sensitive information over email (top priority)

• Implement a knowledge management approach and tool to capture industry data and case history and capture "how to" vignettes for evaluations and complaint processing

System Upgrades

• Regional leaders want a long-term strategy to deal with hardware and software life-cycles and upgrades; pursue continuous improvement of DOL systems with focus on user-driven upgrades

• There is a need for data mining software and an Optical Character Recognition (OCR) program for files that are searchable

• Need digital signature capability

• Standardize VTC, finance system, grants, procurement with reporting capability; new systems need to support multiple users at one time

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• Centralize systems/servers using cloud technology; bring systems like Peopletime online so that you can access them through the web portal and not have to go through Citrix

Video

• Would like to be able to use VTC to communicate with external partners (e.g., states), in the same way it's used internally to connect geographically-dispersed staff; would result in improvement of collaboration and ultimately more timely and effective work products and decision-making;

• Would like desktop one-on-one videoconferencing (e.g., Skype) Enterprise Information Sharing


• Need interoperability so agencies can cooperate on enforcement and where target company is a federal contractor

Passwords

• Eliminate redundancy; have single sign-on for various systems

Security

• Need to address functionality vs. security; more tech logic than user logic. Security is an obstacle to certifying new technology. We have been trying to get technology for a disabled employee, but seems to be very difficult to get it tested, passed and certified in timely way


Communication

• Innovation - Use social media to effectively interact with customers and share compliance policy (1000 information transactions per month over Facebook);

• Communicate relevant information at relevant times to end users using multiple channels; currently communications tend to be delayed, reactionary, cryptic; need to start early and often to explain the case for change and sustain this throughout the effort; obtain early feedback from field staff (e.g., user requirements) when designing new IT solutions

• Involve regional agency heads in change management


• Need full time IT support; would like a technical advisor on-site in regions to assist with training and trouble-shooting IT problems/issues. Model help desk service approach after Apple Care - you get a technician right away; they're knowledgeable

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and can resolve issues; have intense customer service focus and end users will have positive experience

Training

• Need more OJT training and more classroom; need to train staff all the way down to the field

• Require training for software, applications, hardware

• Internal and external registration online; system (SIS) could track participants from start to finish annually and could also integrate external training transcript; automated instructor scheduling

BUSINESS MANAGERS - NATIONAL OFFICE

CURRENT STATE


• There is a lack of credibility in OASAM’s ability to achieve modernization goals; the governance process is making things less efficient. The Department planning process is not effective, very slow. OASAM does not anticipate refreshes and always run the risk of technology not being supported by the vendor (e.g., PointSec no longer supporting ITC-supported version as of June 2011- OASAM still didn't plan accordingly)

• There is little accountability for progress tracking and post-implementation analysis for OASAM IT projects (e.g., PIV card had been under development for 5 years and still nothing to show for it)

• Business managers have issues with IT procurement: the yearly line-by-line process of justifying procurement of systems is inefficient; procurement process is missing deadlines; they don’t like buying services and not costing them out; would like to see cost comparison of DITMS SLAs to other DOL SLAs; the approved list of hardware for purchase is outdated and does not meet needs

• IT procurement takes 5-6 months to get a contract in place for IT projects; inflexibility of contract mods; no expertise in contracts; wrong contract types to meet needs; procedures and rules vary based upon contracting officer; need clear guidance; rules change in mid-stream; procurement office is a barrier to procurement; very difficult to deal with when there are short timelines

• The Department doesn't seem to have a logical approach to/justification for their testing and deployment processes; they don’t get the big picture; they don't plan well enough in the lifecycle - deadlines are consistently missed; no portfolio management process; OASAM doesn't assess the number of projects and level of effort required for each project in managing their project portfolio

• OASAM Enterprise Architecture is ineffectual; waiting for OASAM EA puts Department at risk

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• DITMS doesn't provide a true development environment; development tools are locked down and treated as production tools; thus major delays to get approval to add functionality; security roles limit admin rights being granted

• Department has achieved early success with standardizing important processes, e.g., it instituted project management standards to track staff hours in relations to payments made from American Recovery Act funds

Infrastructure

Access

• Business managers would like to have wireless and remote desktops for field staff; bandwidth is a huge issue and slows systems; Citrix and SEATS capacity very limited and unreliable – they regularly time out causing data loss and are sometimes inaccessible; can't see desktop or archived folders when working remotely through CITRIX; assigning dynamic ips instead of static IP to key systems sometime limits remote access to those machines; RSA tokens are unwieldy; VPN is slow; laptop wireless capability is turned off; the time of four people would be saved if wireless were to be enabled; cannot see desktop or archive when working remotely

• The real intent of 508 Accessibility Standards is: can the worker do their job; do they have equal access to information; if a reader is not available for the day, this adversely impacts execution of work (e.g., grants do not get submitted on time)

• People with disabilities telework and encounter challenges with the technology; needs to be up-to-date, accessible IT; teleworking is possible with non-508 compliant IT, but is very difficult; have to use iPASS which is inaccessible; they spend 25% of time (e.g., 2 hours out of 8) trying to manage network connection through iPASS; if telework is to be fully implemented, 508 must be addressed

• There is no access to all DOL personnel info; they need to request special access for areas they don't service; cannot access personnel folders from home computer

• New staff sometimes have to wait long periods before getting access to the network and as a result must use other employees computers to complete security clearance forms, perform other tasks or are unable to work

• Websites of foreign agencies are restricted, requiring a work-around off-network; regions are unable to access national shared drives

Collaboration

• There are no collaborative tools to share documents – must use email for version control; the different versions of Outlook and MS Office create collaboration challenges; SharePoint is very cumbersome and folders are disorganized and poorly maintained; data integrity is an issue for some agencies due to source of record – many agencies track the same data to varying degrees of effectiveness; Collaboration tools are needed for Flexiplace staff

• Data sharing agreements are required for some agencies to collaborate, but there are issues with data sharing agreements; can't get access to the needed information

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• Huge need for collaboration with Commission, Solicitors, Coal & Metal Enforcement (CLR)

• WHSRD is outdated and cannot support many essential processes. Cannot view interview statements in WHISRD; as a result staff find work-arounds resulting in data and process integrity issues

• Multiple versions of Adobe are being used; instructions don't reflect how to accurately create a document

• Webinars are used extensively and works very well

Email

• Storage capacity, file size, and bandwidth are issues. Emails cannot be deleted remotely; thus no more than 2 weeks of mail can be kept in the in-box; downloading emails and large document exchange is slow; this poses restrictions on training webinars that are broadcast via email

• The Global Address List (GAL) is not updated frequently so there is no way to determine organization structures and it is difficult to locate people

Equipment

• Office equipment - not enough printers; copies, scanners; printers are not reliable

• Only 5-6 staff in the directorate have government issued laptops for mobile work; others have to use private computers

• ITC grants only limited administrative rights to computers; as a result OCFO cannot configure and support machines to meet their needs; ITC policy limits employees to either a laptop or work station, which limits telework

• Laptops are prehistoric - very heavy

Case Management

• It is a manual process for auditing federal contractors – there is no workflow process/ case management system

• The case management tool is outdated and does not support current business needs. The OWCP database and claimant payment systems were designed in the 1980's for limited purpose/band aids. Only one manager and two contractors support these systems (no IT staff)

• Grant Tracking System is outdated and not supportable; cannot easily manipulate it to do more with data than what it was set up to do; hard to access sometimes


• Documentation (some highly sensitive) is still paper based, resulting in longer processing times

System Upgrades

• COTS software is outdated (MS Office, Adobe); computers are outdated and slow to boot up

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• Administrative applications are not 508 compliant; e.g., financial management systems, procurement system, personnel system for time and attendance, Learning Link, eTravel, NCFMS

• DOL clearance system for processing isn't accessible because files are in PDF; this is a major hindrance

• NCFMS is the biggest challenge for OWCP (managers spend roughly 50% of daily effort dealing with issues resulting from NCFMS, and budget head spends no less than 70% of time on NCFMS issues). Managers still have to hand-carry paper invoices to OASAM processing center for processing as a work-around to NCFMS challenges. NCFMS generates erroneous reports that result is missed payments to vendor, putting services in jeopardy. In some cases they had to pay for invoices belonging to other agencies

• NCFMS and e2 Travel are not user friendly; results in delays processing products like time sheets

• Requirements and testing are completely inadequate; systems are poorly designed; usability not great; tough to figure out systems without a 100-page manual; web-based applications should be simple

• DT Search is not reliable, no check system to ensure monthly documents are transferred, can't access remotely, not enough licenses

Video

• VTC is deemed critical for engagement with the geographically-dispersed staff and field staff; however, VTC facilities and equipment are inadequate; each agency has to shop around to get capability; would like to have it for meetings and training vs. having to travel; can connect regional staff with events at national office. Webcasting doesn't work well for the regions, having potential capacity concerns

• All laptops have webcams but are disabled; conference rooms do not have LAN connectivity in all rooms and phone capacity is limited

• Need to expand availability of webinars and teleconferencing; NetMeeting is used for conference calls



• YouTube is the primary tool for outreach to audience (i.e., younger demographic); however, current IE web browser version is not compatible with YouTube (it's out of date)

• There is difficulty transitioning between DOL Microsoft platforms and Apple platforms

Passwords

• There are too many passwords

• DLMS documents spell out password construction rules but ITC applications do not follow these rules.

Security

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• Security policies are unrealistic; laptops used in the field are configured with extensive security configurations that limit usability, and OASAM has rejected requests to relax policies

• Security policies prevent adoption of new technology. Deaf employees need state-of- the-art assistive phone technology to enable work, but can't acquire it because of security standards

• Pointsec causes problems and prevents users from transferring data outside of their computer; it is difficult to exchange data using flash drive because it encrypts the data; this results in workarounds and users having to email files to themselves

• Firewall limits the ability to post items on different agencies' networks

• Jump drive encryption challenges inhibit flow of information; ODEP doesn’t work with PII


Communication

• In general business managers felt communications are poor to non-existent around IT changes; users were not asked for input to NCFMS and don’t receive responses on issues that come up on weekly calls; the system roll-out just continues and doesn't work; there is no information on charges and no one instructing contractors

• The materials supporting new implementations are poor, i.e., the content is very high-level, leaving much to be desired

• Bluetooth was disabled on Blackberry without notification


• DITMS customers are not treated as customers; they don't take proactive steps to resolve issues (e.g., why isn't bandwidth issue being monitored); staff are resigned to poor customer service

• OASAM has a “take it or leave it” approach; no early stage feedback; it takes too long to get products off the ground

• Help Desk is helpful 90% of time; the EBSA help desk is terrific; the DITMS help desk is fine - timely and responsive

• Need governance on enforcement of DITMS SLAs

• Access to IT staff not good - they are off-site

• OLMS Computer Cadre (team of technically-minded business users) handles technical training and user issues

Training

• Training was not sufficient for NCFMS - PowerPoint and conference calls were not enough; hands-on training and customer support are needed

• Training for enterprise applications is not well timed to coincide with rollouts; training is poorly coordinated and delivered. There is limited to no training for end users with special needs. These issues will continue to be major challenges for full adoption of technology; we need one centralized location to look for training

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• There was no training offered on SharePoint or administrative systems, creating difficulty in using them; concern was expressed on the migration to MS 7

• Mandatory online standard ethics training working well now

• Not everyone trained on how to work remotely

• Training on NetMeeting is needed

FUTURE STATE


• Make the OCIO function independent; it should not fall under OASAM, as the OCIO/OASAM dual hat is perceived with skepticism; OASAM is not trusted

• Remote desktop access should be a requirement for a DOL-wide solution, as it is needed by the business and IT for telework; developers need full access to resources to do work

• All IT projects should start with a project charter; IT project teams should be cross-divisional. Get buy-in from Regional Admins and Agency heads on policy development; make sure there are a lot of touch points with the front line on policy and how systems should work

• Include end users in requirements gathering to capture unique needs, and have them participate in testing and certification during the design and planning phases

• Use iterative rollouts; maintain the old system with the new system simultaneously to ensure kinks are worked out and everyone is comfortable; implement on weekends/evenings to minimize disruption to work, not end of fiscal year

• Governance is needed to enforce SLAs; smart governance of IT, not rules

• Proactive monitoring of operational IT environment; engage vendors to anticipate product refreshes

• Realign DITMS contracts against fee-for-service model; this might allow refunds

• Development of mobile technology should be user centered and designed for real people

• Keep as a priority what will serve stakeholders outside the department, e.g., the public overall payment system from outside into DOL

• Greatest challenges to achieving IT Modernization are technological and process security

• OASAM should push back against OMB more often; OASAM is too politically sensitive and doesn't know its own requirements; OASAM is too focused on getting a "green" score

Infrastructure

Access

• Sufficient bandwidth is critical

• Deal with accessibility, usability, and interoperability (i.e., with assistive technologies) requirements before developing new systems; vendors’ claims must be verified; push back on GSA enterprise solutions that do not meet the spirit of the accessibility and

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usability standards defined in Section 508; apply accessibility/ usability/ interoperability (i.e., for assistive technologies) criteria to the procurement process; i.e., make this a mandatory part of RFPs; accessibility is not a problem if it is addressed up front

Collaboration

• VoIP will reduce costs and add more functionality and flexibility that will enhance telework

• We need VTC for district office conferences

• Make sure that wikis are used appropriately; define the rationale for when you should use wiki (sometime you just need to hold a meeting, not update a wiki)

Email

• Secure encrypted e-mail system to send PII information

Equipment

• Update hardware; we need working hardware (e.g., printers with fax/scan capability)

Case Management

• A workflow process to manage/audit contractors is needed

• Leverage shared enforcement case management system across agencies

• Develop a web-based Worker Compensation System - increase effectiveness/cost effectiveness

•


• Enhance searchability of documents (need to digitize historical documents first)

System Upgrades

• Manage tools at the Department level. Consolidate licensing (e.g., Oracle) and provide simpler access to tools such as Visio, SAS, and MS Project

• Update software

• Need systems to be able to do computing - have to use Excel now to do payment reconciliation

Video

• Need ability to leverage VTC for training



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• Web browser should be updated to be compatible with tools such as YouTube

Passwords

• We need single sign-on capability

Security

• Relax security policies to reflect reality

• Need better means than PointSec of meeting security goals; need device-level encryption; assess risks of using tools


Communication

• OASAM can't just assume that people are on board; people disengage due to resistance or apathy; we must engage people and hear their ideas; management needs to listen to end users

• We need to educate on what is coming and when; tailor messages to end users for buy-in; follow up and manage expectations with frequent communications

• Talk to end users to get feedback on their difficulties and deficiencies


• Need on-site IT support; would like in-house database administrator

Training

• Training - timing and frequency are key; give staff pre-knowledge; then let them play with the system; give them feedback loops to ask questions

• Offer more frequent end user training that is vetted by and tailored to different end user needs; employ various training methods as appropriate

• Provide sufficient support post implementation; we need a POC to address issues

• Leverage resources already available for training (e.g., MS enterprise agreement); develop own training using train the trainer

BUSINESS MANAGERS - REGIONAL OFFICE

CURRENT STATE


• Regional business managers interface with a lot of other internal and external agencies, ex. OSHA on health and safety, NTSB for training functions, EPA on training for dam inspections, ATF for training in blasting. They are not able to deliver in a manner customers expect due to IT constraints; there are no procedures or policies in place to allow for working remotely with own equipment

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Infrastructure

Access

• During the Upper Big Branch mine disaster in Crandall Canyon the MSHA team did not hit the ground with critically needed technology – there was no access and no air card due to budget; they used personal and DOL laptops, and had to use dial-up for government laptop

• No one at District level has a Blackberry – regional managers travel for a week at a time; there is one cell phone and one Sprint wireless card per District; remote access via Sprint card takes 10min because they have to go thru SEATS

• MSHA network can access MSHA LAN and some O drive documents but cannot access the national office/OASAM; field offices don't have easy access to data; cannot access Tridelphia files; can access desktop from home w/ RGS

• Citrix is very sketchy; drops you and is slow

• Managers need to have access to participant records for training

Collaboration

• There is no forum for collaboration or communication; managers need a real-time tool to work with state and external partners; document exchanges have to be printed; for legal cases every exhibit has to be printed and put in a binder and turned over to counsel; sometimes files are shared via CD but it gets complicated with encryption - sometimes the CD cannot be read. Version control is a huge issue

• SharePoint is used for calendar, announcements, and sharing documents but isn't used to the fullest extent possible; file sharing is difficult due to the size of documents

• Regional managers collaborate with many agencies within DOL and externally re: fiscal accountability and performance; they need to expand collaboration with other agencies like SBA & HUD due to the Workforce Investment Act

Email

• There are size limit issues but overall email works well; one hindrance is that the Out of Office message for external parties is turned off

• It is difficult to share large files via email due to lack of storage capacity; documents have to be archived immediately to avoid running into capacity issues.

• Emails are received in batches and delayed

• Managers cannot send PII info over unsecure email; they are forced to send documents via certified mail; encrypted email would save significant money

Equipment

• Some laptops are more than 5 years old

• There needs to be uniformity and improvements to network printers; they need scanners and software for graphics staff to do their job

Case Management

• There are a lot of different grants reporting systems that don't talk to one another; programs at the federal level are fairly integrated; national systems very different than

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regional systems; the DOORS system is slow and does not work as intended. There needs to be an integrated grants management system

• Every agency has to have workarounds for EPS and eGrants; GEMS, eGrants need to be online; cannot download information from EBSS which is controlled by national office


• There is no document/records management system of record; there are many different data repositories with varying versions of the same documents and no authoritative data source. Some regions have to print 1,000’s of pages of documents to retain what they need; version control, electronic document storage and retrieval systems are needed

• It is difficult to find things on shared drives as there is no storage integrity. Exchanging paper files and files via email is very cumbersome

• The IMIS system is a "nightmare," resulting in a lot of manual rework

• Voluntary Fiduciary Correction Program (VFCP) - Form 5500 is paper-based and consumes enormous staff time to enter data

• EBSA needs SharePoint

• Regional offices store documents on CDs and external hard drives; however, they may not be encrypted and a security issue. Daily backup tapes are also done but some regions do not have the tools to read the backup tapes

• There are no backup servers at COOP sites for files/data - only what DC has on their servers

System Upgrades

• Software needs to be updated and stay compatible with government and other entities; upgrades from DITMS impact work because people are working 24/7

• Downloading patches and upgrades is a problem; example: 3.5 hours spent in one week to upload Adobe

• LaborNet is difficult to use, not user friendly, hard to find things

• OWCP iFECS business application is plagued with bugs

• NCFMS and E2 cause a lot of downtime and there are ongoing performance issues; NCFMS rolled out prematurely - issues languish, vendors and official approvers are missing; people still haven't received payment for expenses incurred on travel. NCFMS also delays payments to contractors, affecting lines of credit

• EPS needs to be streamlined up to the level of GSA procurement; Video

• VTC is used a lot; webcasts eat up bandwidth, and there are limitations on the number of people who can join a webinar; need to have department wide webinar service available to reduce cost; GSA has a cross-agency video conferencing service that can be tied into phone lines; there are many employees with no access to face to face orientations and meetings

• VTC capabilities are limited because of firewalls; regions cannot use video with external partners, agencies and grantees for external communication - only internally

• No access to video online (Youtube) for use as additional data sources

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• Videoconferencing needs improvement -wants Skype –type; just laptop access

• Need local webinars; not national webinars because speed/bandwidth is impacted; smaller webinars are better

• Need access to other agencies’ VTC equipment



• DOL systems have become very inefficient for ETA; everyday there is downtime due to system, connectivity, printer issues; overall systems aren't compatible internally in agency, DOL, or externally

• There are compatibility issues on a daily basis (reformats data). DOJ uses Wordperfect and OLMS uses Word; the regions share data with non-profits that use newer versions of MS Word; there are also compatibility issues with documents, PDF files and JPEGs

• No compatibility between WHD systems and SOL systems (e.g., WIZARD database doesn't exchange information with SOL's); improved sharing would aid investigations, as attorneys and investigators do not have to rely upon each other to gather relevant information

• Staff pet peeve - data integrity is threatened by requirement to duplicate data entry and duplicate data sets as a result of non-interoperable systems

• Inspectors need access from the field to various systems

• NTSB uses Tumbleweed and has file transfer issues: zip files are rejected by email and there are access issues to other agencies' FTP site

• MSHA systems should be networked with a centrally managed mailing list

• Network compatibility very inadequate for collaboration; systems do not talk to one another well. Regions need access to systems to save time on cases/cost under investigation with SOL, OSHA, WHD, regional representatives and with external agencies like DOJ and EEOC; we are perceived by external agencies as less cooperative because we cannot give access or even access data in a timely response

• MSHA has many databases - assessments, MSIS, citations, Bi-web systems for case numbers, training; fewer LANs would help

Passwords

• Too many passwords; Single Sign-on, token access or biometrics needed; password rules aren't consistent across systems

Security

• There are too many security protocols that impede workflow and do not reflect reality

• The issues with Pointsec; slow down computers; we have to go to IT every time for assistance in sending files to prosecutors

• There is seemingly no control over what applications get installed on laptops; certain webpages and sites that would be useful for work are blocked

• It is difficult to balance security with user access needs; security access policies and procedures are not clearly explained by DITMS

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• Regions cannot download software or add printers without going through the Help Desk. Staff have to come into the Portland office to get software installed; we have to use pre-approved hardware; security is an obstacle to certifying new technology. We are trying to get technology for a disabled employee, but it seems to be very difficult to get it tested, passed and certified in timely way. These issues are hugely frustration.


Communication

• There is no way to communicate effectively with other Departments; OASAM didn't listen to E2 feedback. We sent information to the group in charge of the Wizard system but suggestions were not implemented

• Stakeholder challenge is understanding the scope of resources available to them Help Desk/Technical Support

• IT team in Beckley is excellent; PEIR is great; we need the same kind of support from the DOL Help Desk and IT staff as we receive from MSHA

• Contractor turnover in IT area is high

• Sometimes the remote in to the desktop does not work

• DITMS talks over investigator’s heads; the language is too technical and intimidates the investigators. DITMS is not efficient in sending computers away for technical service; it takes approximately three weeks to get it back

• There are two different Help Desks for NCFMS & EPS; resolution of NCFMS Help Desk issue is slow even to secure a DUNS number

• Support staff are needed for the eTravel system Training

• Training, job aids and desk references are needed for all new technology; currently there is no training on new the Adobe system. Training will be needed for Microsoft Office 2007 suite; no training was held when WHD migrated to Microsoft office 2003. ; Webinar training is inadequate

• There was a severe lack of training for NCFMS - did webinars but could not understand the instructors

• Training needs to be relevant to role; online training is not helpful and there needs to be a better learning mode

• Course developers double as instructors, causing delays in materials upgrades; greatest challenge is updating the training materials; we are not leveraging industry knowledge to update training materials

• Mine simulation lab needs sophisticated VTC to enhance and extend training (3D simulation)

• Access to YouTube is needed for government developed training videos

• Sustainment training is poor - hard to do with geographic dispersion

• Learning Link - all courses are not recorded in the system; inspectors have to print the certificate, scan it and email it to their supervisor

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FUTURE STATE


• One centralized IT office rather than agency specific/local IT

• A modernized environment is one that is easily updated in a seamless process; plan hardware and software updates and stick to plan

• Put procedures/policies in place to allow for working remotely with one’s own equipment. We need to understand how to manage remote workers more effectively; need guidance

• The CRM module would help to identify bottlenecks, productivity levels, and assess how to best assist customers

• Processes should be fixed before new equipment (what good does new equipment do if processes are broken)

• Develop a common portal for finance and performance information; track metrics across programs – simplify

• We need a "plug and play" IT environment that emphasizes easy implementation of commercial technologies; experimental test environment for gadget people to test technology and share information and ideas

• Create a regional IT team to talk about concerns in the regional office and then share them with the national office; involve the people who use or will use the systems day-to-day in the planning, development, testing and rollout and follow on support

• Need to be prepared for heavy media, watchdog and congressional scrutiny of events like mine disasters and major investigations that go public through OSHA and WHD

• OWCP iFECS application design/implementation were successful because regional site managers were involved in defining functionality and training requirements

• Pilot new applications in order to work out technical problems; iFECS software deployment is a good model; the iFECS pilot included "iFECS Playground", a virtual training environment with real data; management mandated a certain amount of time per week in that environment; train the trainer preceded user training (included all 13 regional site managers completing 2 week program)

• Provide field adequate lead time to prepare for new rollouts (e.g., OASAM issued appraisal forms in Adobe 8, however OWCP did not have Adobe 8 software; resulted in emergency installation)

• There is a need for effective Federal Project Managers to better define requirements up front; ask each agency for input and include both HQ and field; include workers in the design of the systems; get users involved with training and test the system properly; use a large universe of testers before implementing a change

• Consider timing of system implementation (i.e. - not at FYE); weekends are best for upgrades; during the week is bad timing

• Timeframe for review has to be long enough - not overnight; phased rollout and pilots work well; train and roll out things all at once; monitor how things are utilized; ensure there are checks and balances; ability to manage remote workforce environment; understanding guidance from HQ; need to ensure rollouts don't cripple business processes; run new systems side by side with old system until you know it works

• Answer questions from field staff in timely manner; alert field staff when DITMS is pushing upgrades/patches/etc. so they can plan ahead

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• Management needs to be more engaged and accountable, and provide resource commitment up front; there should be a strong Department wide strategic communication strategy with buy-in on through front-end communications; create quick wins early in implementations and incremental successes to motivate individuals over time

• New systems need to include as much of the same human interface as possible in new systems - if previously there were 6 steps to complete something then include 6 steps in the new system; same terminology

Infrastructure

Access

• Enhance capacity to support telework and field staff with reliable remote capability; more bandwidth and wireless capacity - speed, memory, video; guidance on how to use social media effectively for the government programs; provide staff with smartphones/blackberries

• Enhance access to industry databases, government videos on YouTube, and Twitter via the OASAM network

• Provide access to time and attendance or EOPF and personnel documents from home computers

• OWCP - Wi-fi connectivity in mailroom would be helpful to access the ~50,000 old cases still held in jacket folders for New Mexico, Texas, Louisiana and Oklahoma; cases have long, difficult to remember file access numbers

Collaboration

• Regional managers expressed the need for VTC systems that work well all the time and connect easily. Identify more effective ways to share information and communicate; provide capacity for real-time collaboration and meeting tools where everyone can all see what they are working on at the same time; better use of SharePoint, webinars, WebEx, web cameras for desktops, and Skype-type video capability

• Video and other options are also needed for external partners

Email

• More storage space is needed to transmit large data sets; also email encryption capability to send PII to external partners. Commercial solutions are desired, as the current method is faxing. Introduce cloud computing

Equipment

• More monitors are needed to view large spreadsheets or to use laptops plus monitors;

• DOL needs to be on the forefront of technology; more state of the art equipment: network desktop faxes; palm held laptop that directly loads to the database, GPS, standardized all-in-one printers that will work in the field

• Backup should be standardized, because everyone does it differently

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Case Management

• Need new systems to support reporting and grants management; streamline grantee management information versus using several different products; need remote access to grant info; ensure integrity of existing products

• Develop shared drives with some type of encryption software to talk to other DOL agencies; set-up web-based portal for large cases that permit access to all the agency partners who are collaborating on that case


• Archival capability to access retired information

• Centralized data repository - for DOL level stats and performance metrics

• Better process for cataloging and printing; file system for document storage; archiving system for videos

• More streamlined processes for data sharing; go paperless; central mail rooms for capturing hard copy documents; all files, exhibits are electronically available; high speed scanning of entire docket and file

• Reduce Librarian role as mediator - enable individual initiative to find and retrieve data

System Upgrades

• Fix NCFMS; a procurement system with flexibility (ability to fund something for entire year with availability of funding designation); access to NCFMS sand box

• More consistency in tools across DOL

• Need calendar functions integrated and create alerts for workflow target dates

• Automate VFCP Form 5500 so employers can complete online - less error and duplication

• Move to more paperless workflow for cases, compliance and enforcement

• Clean up shared drives; reinforce the storage protocol; develop system of record for paper and electronic

• Bring e2, GEMS, S drive files, Peopletime and eGrants online; Modernization could support eGrants, GEMS grants management systems for program and financial accountability

• Improve search capability on LaborNet and make more user friendly; develop Intranet so staff can easily search for the Engineering Village, WESTLAW; include pages for enrollment in programs, booking reservations

• Better integration of TAIS, EDS, and GSS

• Speed of delivery and access to other systems; new systems able to support multiple users at one time

• Standardization of VTC, finance system, procurement

• Need Optical Character Recognition (OCR) program for files that is searchable

• Online order system for printing catalog orders;

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Video

• Would like audio for WebEx

• Need ability to VTC with other agencies & grantees Enterprise Information Sharing


• Ability to integrate internally and with other Departments

• Fix customer linkages to ETA systems

Passwords

• Need single sign-on Security

• Security and approvals are hindrances for IT modernization; need greater flexibility to gain security certification and accreditation testing approval for technology; enhanced VPN capabilities; ability to log into a secure area without having to issue hardware at home

• Full access to information on servers

• Web sign on from a personal computer (with appropriate security); use of CAC/one password; automation and e-signature capability

• End users would be more receptive to and prepared for security policy decisions if security policies were effectively explained

• Need electronic means for tracking and giving end users access to network, iFECS, other IT resources; current paper-based, fragmented process results in significant time loss; approval process should be centralized

• Centralized control of documents on laptops, i.e., capability to erase documents/info on hard drives of stolen computers; would eliminate certain fears over processing PII when teleworking


Communication

• Need good communications, good customer service and accountability

• Need to identify and recruit informal network of early adopters; recruit champions to promote new ideas and technology; will help with communication and buy-in; should be charismatic salesmen; managers are key advocates; they have to sell people on long-term benefits of IT changes; they're the only conduit to rank and file staff

• Communication is key; typically not much communication around new rollouts; staff

are blindsided by the change; need more insight earlier; should execute a broad based

communications campaign with consistent messaging; must communicate what

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upfront commitment is and what long term implications are, when changes visible to

users, timelines, priorities and rationale

• Forget command and control approach; management of change must be an interactive

affair between national office and the field and leadership and staff in order to gain

buy-in and adoption

• Need a Public Affairs representative in Beckley WV

• Inform people of capabilities so they understand what is new; get messages out - here's what we're doing and why; explain the benefits; use more webcasts; phased implementation needs to be communicated - both to IT and end user


• Online chat support to aide end users in trouble shooting technical issues/problems

• Need much greater customer service; recruit tech-savvy staff

• Help desk people that care about and understand my business and business mission

Training

• Coordination of training is key; ensure timely training tailored to end user learning needs; train employees on all new technology and provide job aids/desk references

• NCFMS rollout was bad; training was held that didn't make sense; overall rollout failed; need training on NCFMS - desk aids - not understanding how to use and correct the NCFMS consumes enormous time

• Promote user acceptance testing and training in a demo/test environment; do this first so that users can come to training prepared with questions

• Training for e2 was ok; tool is difficult; E2 training sorely needed; ensure adequate training and end user documentation; training aligned to role and agency

• Use more webinars for training and train us how to use them

• Access to live, hands-on training before deployment and recourse to live experts during and immediately after implementation

• Real-time, on demand distance learning training; better use of cloud computing for distance learning/training

• Internal and external registration online; system (SIS) could track participants from start to finish annually and could also integrate external training transcript

• Automated instructor scheduling - all of it currently by hand on a big board; apply

sufficient resources to training; train-the-trainer and then train the users

• Put training materials from the warehouse on-line; move staff to higher proficiency with online materials in advance of class; virtual reality for effective training of mine situations

• Ability to easily track courses completed, dates of training, etc.

• MSHA Media Center in a central location to include animation, video, graphics, online training center; enhance training software animation

• New systems would be accompanied by a concise online and printed guide with screen

shots and simple step by step instructions highlighting the most important steps

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• Training in readiness for iFECS included hands-on site training in Jacksonville, sandbox

setting using live data that was 6 months old; conduct training just-in-time, not five

years in advance of deployment as happened for some iFECS users.

• In person training is best; underestimated how long training and adjustment to new

systems takes

• Training - webinars are ok; need qualified instructors; need coaching afterwards to help reinforce and maintain knowledge and skills

BUSINESS STAFF - NATIONAL OFFICE

CURRENT STATE

Infrastructure

Email

• Limited email storage capacity results in frequent, time-consuming archiving of messages

Mobile Hardware

• Many business staff on travel – both domestic and international – or working in the field do not have the mobile equipment (e.g., laptops, wireless, etc.) necessary to support effective, efficient execution of mission and business duties

Network

• For many business staff, their networks run more slowly during periods of peak usage, particularly at the beginning and end of each month and following weekend software patches and upgrades (e.g., 40 minutes to boot computer on Monday morning)

Remote Access

• Many business staff expressed frustration with Citrix bottlenecks during periods of peak usage which causes intermittent disruptions in connectivity

VTC

• Staff from agencies without VTC capabilities expressed a desire to have access to such a capability. Some staff expressed capacity concerns for agencies that do have VTC, predicting a shortage of VTC access do to increased demand resulting from travel restrictions and static supply

508 Compliance

• Staff noted that many elements of DOL’s infrastructure are not 508 accessible (e.g., enterprise applications) or interoperable (e.g., Blackberrys), limiting the ability of staff with impairments to effectively execute their duties

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IT Policy

Disabled Equipment

• Staff from nearly every agency expressed frustration with policies that mandated the disabling of Blackberry cameras and laptop wireless and webcam functionalities

Security

• Staff stated that IT security policy appears to be made in a vacuum without consultation from end users. This in turn results in unintended, adverse effects on the mission execution

Information Sharing

Compatibility

• Business staff noted that the use of multiple versions of key software tools (e.g., MS Office) creates compatibility issues when sharing documents

Security

• Many staff stated that the Pointsec encryption tool creates significant and unnecessary challenges to sharing data and information with counterparts internal and external to the Department

Processes

• IT Acquisition: Staff stated that the IT acquisition process was poorly designed and ineffective in supporting the disciplined procurement of IT investments. They expressed frustration regarding long timelines to establish IT contracts and feel that contracting personnel do not have the expertise required to effectively and efficiently support a well-functioning IT acquisition process. To this end, they noted that there appears to be duplication in the management of multiple IT contracts

• Paper-based Processes: Staff noted that many Department organizations still rely on heavily paper-based business processes leading to increased cycle times and therefore slower delivery of services to citizens. Employees feel this is expensive and leads to errors in data and processing

Help Desk & Technical Support

• Customer Service: Generally, staff stated that the ITC ECN Help Desk was often slow to respond to end user problems and issues. Staff also expressed frustration with the lack of performance metrics available to customers to help them address deficiencies in the trouble ticket tracking process with their IT service providing organizations. In certain agencies, there is no mechanism to provide any feedback on help desk service quality

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• Processes: They also expressed frustration with technical support processes, including being forced physically to bring locked computers to the ITC service center to be unlocked

• Service Coordination: Staff expressed frustration with the lack of responsible and accountable points of contact (POCs) with whom each agency could interface in order to manage and address IT infrastructure needs and issues

FUTURE STATE

Communications

• Staff expressed a desire for the Department to clarify the vision for IT Modernization

Governance

• Staff expressed a strong desire for more accountability and transparency in the way that DOL and individual agencies manage IT service delivery

Project Management

• Project Management Office: Staff expressed a desire to develop and field a well-trained cadre of IT project managers to better manage IT solution implementation

• SDLC: Staff expressed a desire to implement a more disciplined system development lifecycle process, to include legitimate end user requirements gathering, comprehensive planning, and thorough testing of new IT solutions. They emphasized the need to continuously engage end users throughout the process

Training

• Training Approach: IT training should, at a minimum, be timely, role-based, and delivered in an audience-appropriate manner (e.g., via more hands-on, adult-based learning methods)

• Windows 7 Training: Staff noted the need to ensure that employees had access to Windows 7 training prior to and during Windows 7 migration in order to ensure a smooth transition by the workforce to the new platform and avoid disruptions in mission execution

BUSINESS STAFF – REGIONAL OFFICE

CURRENT STATE


• Regional business staff would like to see better management of IT programs: consider what the customer wants, not only requirements and costs when developing systems; thoroughly test and ensure system operability before implementation; install new

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systems or enhancements during off-peak hours; check infrastructure load so systems don't go down

• Frustration expressed with business processes that need to be revamped; technology should follow business process improvements, not lead it – will simply continue to have poor processes automated - tail wagging the dog

Infrastructure

Access

• For remote access, the regional business staff use Citrix, air cards, RSA tokens, Blackberries, and NetScreen with varying degrees of success. Across the regions the issues with remote access have to do with: o Laptops with disabled wireless capability; have to download files to laptop in the

office and upload them again upon return o Insufficient number of air cards, RSA tokens and Blackberries that sometimes do

not work well in the field o Cumbersome processes to connect (e.g., with RSA tokens) o Inability to retrieve archived documents from LAN remotely o Time-out problems with Citrix o Capacity issues – Citrix and Blackberries (3 gig transfer limit) o Limited bandwidth and slow log-on to computers (can take up to 1.5 hours in

San Francisco/Seattle, Chicago/Kansas City), especially on Fridays. Computers freeze 2 -3 times a week

• Regional business staff perform work-arounds by using DOL webmail (limited functionality) and personal equipment, but this raises security issues

• Access limitations greatly impact productivity; makes telework unworkable


• Access needed to external sites that are blocked like WebMD and Texas Board of Medical Licensure

Collaboration

• Regional business staff use NetMeeting to share information, which works well. SharePoint is also used but is seen as cumbersome and not intuitive, and SharePoint training is not available; also slower on office systems vs. home systems

• Collaboration is difficult due to hard copy documents and access limitations: o BLS firewall interferes with webinars, although BLS webinars work fine o Incompatible encryption packages impede information sharing between

agencies o There are limitations dealing with organizations outside of DOL o Unable to see detailed citation information from other inspectors

Email

• Regional business staff in Chicago/Kansas City, Dallas/Denver and Atlanta (ETA, WHD, and MSHA) reported that email is working well, and storage capacity is sufficient. Other regions cited issues with email in the regions including:

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o Inadequate storage and archiving capabilities - mailbox becomes full quickly due to large PDF case files and significant time is spent archiving on weekly basis; problem is acute when working remotely and unable to delete messages to free space; large files sent by grantees have to be split, placed into new formats and then sent; then staff re-integrate the documents. Inadequate storage is an issue when staff use email to store documents that they cannot other access in the field

o Large files cannot download; archiving emails through VPN is impossible and cannot access archived emails when using webmail

o Web-based Outlook isn't user friendly and is not in-sync with regular Outlook o Email sometimes gets locked out and requires someone to physically touch the

Atlanta server - can't manage mail on the road and cannot manage from home or system will lock up

Equipment

• Laptops: Regional business staff expressed frustration with laptops: some have not been replaced since 2000 and have only 1GB of space, making upgrades challenging. The old computers may take up to 30 minutes to log into; the series E Dell computers are subject to crashing, malware and viruses. NCS laptops are problematic; can result in having to re-interview employees; NCS computers aren't meant for business use. Several people don't have computers which decreases their productivity; some of those employees use personal computers which aren't encrypted. Biggest challenge is that wireless capability on laptops is disabled so staff have to find other ways to work remotely

• Printers, Scanners and Faxes: Every administrative staff needs a printer and scanner; in one instance there are 5 people sharing a printer made for one person. Notes are scanned daily to create paper documents that get mailed. Fax machines cannot handle batch faxing; a very time consuming process when the office has to fax 400 faxes at a time each month. Printers are 6-10 years old and unreliable - IP90 printers not good - have to print 10 pages to get 3 good citations printed; ink cartridges are expensive. Portable printers do not work well; not all inspectors are issued a printer

• Mobile Devices: Mobile devices are only distributed to managers and would be useful for email, reports, etc. for staff; BlackBerry camera is not enabled and thus cannot be used to document public outreach events (key activity); staff have phone cards but these are inconvenient so staff tend to use their own cell phones

• Other Equipment: Not all inspectors are issued cameras; citations sometimes take 1-2 hours; iPal is not set up to create a contractor report without corrupting a mine operator report - lots of extra work to build a separate package. Staff at OALJ Boston/New York has only one monitor; two makes work easier so bought second monitor from personal funds

• IT Procurement: The process to purchase hardware needs to be modified; a regional office purchased approved hardware but couldn't put it on network because of scanning capabilities; DITMS list of approved equipment is out of date

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Case Management

• DOL Case Filing Systems have no docket numbers, are antiquated, hard to access due to restricted access; cannot get basic information such as cases pending

• IMIS case system is outdated and inundated with bad data; it cannot be used for periodic reporting to Congress. Employees abandon it for manual, paper-based work-arounds

• Case management systems can only be accessed by investigators, and each case can only be accessed by the assigned investigator to see information; results in fragmented information flow when other investigators or other personnel need to identify and access information (e.g., data on external partners) for their own cases or needs respectively

• Contested cases create a huge backlog across agencies -need systems to support vs. paper

• Grant reporting requirements expanded for financial reporting, integrated with other DOL agencies through NCFMS; regions have no control over the eGrants system; they have to wait for resolution from HQ when there are system issues. The Grant Management System doesn't communicate properly with other systems

• The Claims Management System (USERRA Info. Management System) is not user-friendly; modules within the system require separate authentication


• Regional business staff store, manage, and shared documents stored through shared drives and WIZARD. o Shared drives such as W drive are easily accessed, but the file upload/download

can take a long time (30 minutes per folder); files on T drive cannot be accessed from the field; sizes (H drive) are limited

• Overall document management issues in the regions have to do with: o Limited access rights and ability to search and retrieve documents from shared

drives o Lack of electronic data base – paper documents are difficult to manage; have to

scan key documents to store on shared drives; have to maintain hard copies of documents because imaging capabilities are unavailable; cases have to be copied and mailed to the field

o Tedious to locate files/files are buried; need flatter file structure and less of a hierarchical structure

o Lack of standardization - results in case processing and payment delays o No document management services (in one case 275,000 pages had to be

scanned) o No ability to back-up data in the field

• Plaintiffs and partners share documents electronically - EBSA has to scan documents in order to send and then gets hung up with email or encryption; paper files and forms have to be copied multiple times to store data by case, chronologically, and original form; document data shared and controlled at HQ

• MSHA is in enforcement and needs all forms in electronic formats; database not large enough to handle all necessary report/ citation data; mine files are not uniform and are

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paper; have large CAD files - takes time to download; Mine Access database only goes back 2 years.; iPal violation history only goes back 2 years as well. Can only pull information for a particular mine. Cannot see citation details; database doesn't get backed up anywhere except MSIS - but inspectors can't view it

• Laptops are stripped of functionality; work around is to copy all needed files from the network to laptop or send to home computer and then upload to shared drive upon return

• Paper case files are exchanged between agencies because there is no cross-agency systems access to information; example: SOL has no access to key documents in MSHA and must solicit documents from MSHA POCs which causes delays in obtaining info and decreases POCs productivity; MSHA POCs have even asked for SOL to be granted access, but to no avail

System Upgrades

• NCFMS: Regional business staff expressed frustration with the NCFMS implementation; the system is not user friendly; NCFMS issues result in a lot of manual rework. Some functions do not work and as a result paper copies have to be used in the process; NCFMS data is corrupted causing fines and unpaid bills. The system requires constant reconciliation as deposits don't show in system and no way to rectify mistakes

• Outdated MS software and browser (e.g., IE v.6 and Office 2003) creates compatibility issues with documentss created with newer versions from other agencies and external sources

• Upgrades that occur over the weekend slow speed of computers Monday morning. Deployment of software is cumbersome; have to wait significant amount of time to boot computer after upgrade. Can cause 1-2 hour delays once/twice a week

• Certification process takes so long - up to a year; still working on 2003 Word, Excel,IE6; OASAM told us we could not upgrade IE5 to IE6 on desktops due to compatibility issues yet IE6 was on ITC computers

• Women’s Bureau Information System (WBIS) is pushed by National Office, but it is ineffective; poorly managed, out dated information forces staff to go to agencies for latest info, manual entry leads to data entry errors, duplicate information; not in compliance and unintuitive; vulnerable from a security perspective because it has phone numbers in it

• Need Adobe professional

• e2 was deployed without keeping people informed; it can be slow and is not user friendly. Travel is huge issue for inspectors. e2 is unreliable and times the user out too often; only get 2 tries for password and then you are locked out; only 1 coordinator in San Francisco can reset e2 password

• Lacking a comprehensive backup system; incremental backups would be helpful; downloaded freeware to backup files even though it might not be authorized by help desk. Also uses usb drives and emails files to self as an alternative to a comprehensive backup system

• Data warehouse needed to provide statistics and other information to agencies across DOL

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• When transferring documents it breaks the hyperlinks and drops parts of documents - very bad when sharing docs with the courts or attorneys

• 30% of manager’s time is spent on administrative items due to system inefficiencies

• RAPIDS goes down a lot for field staff either due to connectivity issues or system issues. Rapids database doesn't always generate the information you need (ex - reporting) and as a result have to create manual work-arounds

• Problem with systems communicating; EPS - fails constantly, isn't user friendly, and problem approving things in system; problems with E2; people still aren't getting paid on time

• Routine simple tasks are almost impossible thru NCFMS - to order a stapler we have to go thru multiple approvals; appalling apps such as NCFMS. eTravel and WebPar directly detract from business performance. Primary problems stem from interoperability of the "off the shelf" NCFMS accounting system

• Systems not user friendly - People Time system works but cannot pull reports - inspectors enter time twice - also in project database. People Time unavailable 8pm-5am; also have an IPAL timesheet due to differential pay after 6pm

• Teammate is an OIG database; it is encrypted, maintained in DC and subdivided by project. However, there are access restrictions within the database, version control issues, etc. which causes a lot of rework. It is not a library type tool where you can check files in and out. National IG office is aware of the problem but advice is to communicate more with the team. Spend 15% of time reworking files. Also hard to access remotely through Citrix. Takes a long time to download files and have to deal with disconnected issues. Encouraged not to work in in Teammate through Citrix

• Hard to get information out of Wizard system; sometimes forced to print to pdf

• Time consuming process to mount photos on sheets (on-line); metal inspectors required to take pictures; coal inspectors not required to take pictures

Video

• ETA Chicago/Kansas City - VTC capabilities exist in each conference room and are used to connect regional offices & national office. Shared drives with common file structure used to collaborate

• Videoconferencing with national office works well

• ETA Atlanta - Not enough lines for field staff to participate in webinars; spotty access; need equipment

• ETA Chicago/Kansas City - VTC not available on laptops or desktops and would be useful to talk to grantees; would need more headsets; sound quality of webinars is very poor; uses for weekly meetings; doesn't interoperate with state partners; gotten away from using VTC and instead use community practices website, chat rooms & live webinars

• OLMS Chicago/Kansas City – VTC is not used; capability exists but not sure how to schedule it/process is unclear

• OFCCP Chicago/Kansas City - Limited access to VTC

• WB Chicago/Kansas City - WB is doing a live webstream in April and is concerned because they observed a Dallas webstream and it was awful; they stream to DOL HQ and then HQ broadcasts it; not sure if bandwidth is enough; VTC isn't used because

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they don't have the tools to use it; would be helpful to collaborate with people from other states and national office

• SOL Chicago/Kansas City - haven't used with client agencies; could be useful for internal mtgs as well;

• VETS Chicago/Kansas City - uses Webinars often and works well but sometime audio is out of sync with video

• VETS Dallas/Denver - Current VTC has low quality video and dropped connection

• MSHA Dallas/Denver - Don't need a big fancy system - just laptop access

• OIG San Francisco/Seattle - Can only use between OIG community and headquarters; can't connect with anyone outside; VTC not dependable;

• VETS San Francisco/Seattle - Limited VTC capabilities; purchased cameras for each supervisor and that is it

• OALJ Chicago/Kansas City - No VTC - use NetMeeting

• WHD San Francisco/Seattle - VTC not used

• SOL Atlanta - Some judges require videoconferencing

•



• ETA on Internet Explorer 6 - cannot access certain websites because IE6 no longer supported; cannot conduct certain transactions with external federal partners because of compatibility

• Can't toggle between eGrants and VOPAR. It should be better integrated

• Using MS 2003 suite which makes it hard to share documents with community colleges using MS 2007 suite; eProcurement system will not open MS 2007 docs; must save docs to 2003 version or to pdf to be compatible with eProcurement system. We exchange a lot of information with job corps in excel, word, etc. and have to deal with different version issues

• Use different versions of Adobe; hard to open OASAM pdf files

• Cannot open IPAL and Mine Access Database simultaneously - needs to be integrated

• LaborNet search function needs to be improved in order to allow easier retrieval of documents. DOL.gov search engine is poor; have to use Google to search public documents/info on DOL.gov; less than 20% success using DOL search

Passwords

• Constant password reminders is an annoyance

• Too many passwords updated too frequently; currently have to enter unique IDs and passwords for access to 8 grants databases

• Used to be able to put in one password and it would link you to all VETS programs needed. Doesn't exist anymore

• If locked out of account, staff have to drive 5 miles to WHD to get on their LAN to have password reset

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• Too many passwords to manage, some of them 8 characters and others are 15 characters, of different formats and all have different renewal dates. Writing down passwords on pad seems to be only practical approach, which nullifies the aim.

Security

• Concerned that DOL can monitor what judges are reviewing. Potential ethical issue - DOL could be a litigant in cases and should not be able to monitor information pertaining to those cases.

• PointSec causes problems and makes data recovery difficult in the event of computer crash. Pointsec encryption works on DOL system but cannot use it on any other system. Pointsec cannot handle 2gb files - says it can but not in practice

• Pointsec media encryption is "over-kill" but hard drive encryption is reasonable

• Because of Pointsec, if your computer crashes, it’s dead; only a few members of DITMS know how to crack the encryption code (ex - 9 computer crashes have occurred over the past few years and data was unable to be retrieved)

• PointSec encryption strangles the sharing of documents via thumb drives; often unable to retrieve files; instead use email and CD; poor training available

• PointSec encryption prevents computer backups. As result they have to backup important files to email which poses a problem due to limited email capacity

• EPS lockout period is 60 days and needs to increase; can't use jump drives/thumb drives because due to encryption on the laptop; if you burn cd then it is encrypted

• Go to trial w/ a disk and there is no way to unencrypt in Court; cannot access WestLaw from laptop - have to go thru ECN; West Law -locked down - should have same access as other judicial offices; can't search multiple databases simultaneously

• IT Security needs always trump end user, mission needs. IT Security policies are driven by unrealistic goals that do not reflect realities.

• Excessive use of security as the reason for not making change, e.g., increasing remote access. He found security barriers to DoD and NSA systems were lower than DOL's.

• Can we get away from one size fits all security restrictions since users are not all handling equally sensitive information.

• We can’t transfer presentations to CD/DVD or thumb drive without it being encrypted, but we can email it to our personal email accounts.

• Too many firewalls; can't access some websites needed to do work

• INS (new form information management system) is now behind a firewall which makes it difficult to access; can only access system through DOL machine; too much security on DOL machines; user personal machines because it is easier; can't use Winzip

• Thumb drive encryption causes problems when on work travel conducting outreach presentations; unable to share documents easily to support public events


Communication

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• Communication to field from headquarters needs to be improved; sometimes HQ pulls systems down after 5pm EST and forget about west coast

• Programs and new applications are rolled out with little communications to get staff ready; need more communication/warning as to when upgrades are going to occur so that staff can plan ahead; want to be able to have a say as to when upgrades will occur

• The WB web page needs to be updated; not sure who owns it; the DOL webpage needs to be updated and needs to be made more flashy

• An email about IT changes or training is not enough especially for Inspectors

• Need broader plan and vision communicated - this process is like "dropping you off at the door - you wanted it - you got it - now do what you will with it" - need to know a broader plan


• Local help desk technicians are relatively effective; typically uses personal relationship with technicians to circumvent formal help desk processes

• OIG national support staff is knowledgeable and very responsive

• Technical support is responsive and able to resolve most issues

• DITMS Helpdesk support is good; DITMS central Help Desk is responsive

• Local OASAM help desk person in Chicago is helpful

• Desk-side IT support in Dallas and Denver working well

• No IT staff in office. Upgrades done remotely are less than perfect. Can't work while upgrades are running during the day; would be beneficial if help desk could take control of other people's computers to assist them

• WB doesn't seem like priority for the ECN help desk (e.g., took one month to resolve simple issue)

• Field staff have to ship hardware back to regional HQ for upgrades; staff have no computers during a 1-2 week period while repairs are made

• Local IT supportive but need additional IT support for the field

• Too many different helpdesks to contact for different support needs

• Help desk isn't accessible; ETA help desk is good when you talk to them but issues tend to fall through

• Restricts capabilities (ex - WHD bought equipment from approved list but can't use all the functionality of the HW); use internal help for WIZARD; have to wait for updates and create workarounds

• Help desk doesn't always issue tickets; responsiveness from help desk is unclear

• Has to physically return his laptop to the district office for repairs and updates (3 hours of driving, once per month)

• Inadequate Help desk coverage ex. Who do we go to on a Friday night when we are on the road and have a problem

• Quality of local support staff is lacking

• No desk-side support in Albuquerque, Houston, New Orleans or San Antonio; DITMS claim it is not their job to provide advice on VTC options, so region will spend $20K on what may be a poor choice of technology

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• NCFMS Contractor always says the problem is fixed but they are not - and we have no audit trail

• Contractor turnover in IT area

• NCFMS Help Desk , EPS and E2 travel don't talk to one another; ongoing outstanding tickets

• Call OIG at national office for help desk issues but they aren't helpful and don't identify the cause of a problem (ex - called the help desk and they ask for your email and passwords in order to solve a lot of problems); need better support

• Staff that work remotely do not have IT support readily available and have to come to San Francisco for support; IT support need to visit field offices; hard for help desk to access remote laptops; need admin password to apply changes to laptops

• OALJ Chicago/Kansas City - IT Help Desk - available, does good job

• No field IT staff for Inspectors to reach; IT staff stationed in District offices - can take 5 days for response

• SOL Atlanta - IT support staff is a huge issue - we used to have 3 staff and now down to one and he is 24/7 - can't get equipment installed

Training

• Webinars very effective for internal and external training as long as they involve skilled instructors; sessions are recorded, publicized and distributed

• ETA provides desktop training for Excel and PowerPoint

• Blended training approach working well at MSHA; Adobe Acrobat Pro & Photo Shop supports instructor development of materials

• Unable to take on-line courses from home

• Use Adobe Acrobat Pro for redacting content in docs but have to have ongoing support and training

• Learning Link – not user friendly; all courses are not recorded in the system thus inspectors have to print the certificate, scan it and email it to their supervisor; Learning Link is slow; requires that users' java script be up to date; but the system will not permit you to update java script;

• Interviewee was new to DOL and received no IT orientation upon her arrival; she was just expected to figure out available resources and how to use the resources through her own time and effort; orientation is key for new employees if they are to be effective in executing their mission in a short period of time; lack of constructive, standardized training for new employees; fair amount of online training is used (learning link); need to have on-demand training after systems are deployed; maybe enhancement to Learning Link will accommodate this

• Received new computers but staff need training on how to transfer information; OLMS has independently developed training to assist employees

• NCFMS training was held too early before tool was rolled out. Training content was not user-friendly

• Complex training should be classroom based, hands-on; online Training not helpful - need better learning mode

• Not a lot of guidance available on how to use tools

• Communication of training resources is key; staff often not aware of resources

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• Need training on OWA archiving; overall lack of IT training

• Need smaller training groups and more optional training because everyone’s needs are different; need tiered training based upon skill set; need more hands-on training with demos

• Don't receive training on anything that isn't audit related; teaching/mentoring within the organization is not encouraged if it is not related to your audit; don't receive any on demand software training from headquarters

• Need to align IT rollout to IPAL specific changes in training

• Need customized MS Excel training; used daily by Investigators; came up with one basic Excel training for office; it's assumed that you know how to use Excel and that you know what you are doing; need MS 2007 training; an optional advanced training for MS Access might be helpful

• Have to socialize new products and systems - lack of knowledge limits productivity

• Approval process for course content is paper-based

FUTURE STATE


• New technologies and applications need to be tested before rollout in order identify and eliminate technical problems

• Need to go paperless; should move to telework

• Enterprise data needs to be reconciled and standardized into common data sets

• Introduce Blanket Purchase Agreement (BPA) for procurement of IT hardware, software and services.

• Consolidation and standardization of IT infrastructure should lead to savings in IT staff.

• Replace paper-based evaluations with intelligent appraisal program seeking significant deviations. Impact would be to reduce current two-year cycle for evaluations. Affects 140 to 1,500 companies in the region.

• Develop and follow a maintenance and upgrade lifecycle; for new technology - wise to pilot; important to know job differences and impacts on job functions; think about end user needs; timing of implementation - off hours and weekends; e-mail communications - short and to the point; use conference calls, NetMeeting

• Technology demos (e.g., road shows) would be helpful

• Promises are made and then the rollout is botched (e.g., timeline, functionality); Help Desk must be up and running to support new application rollouts; staff groan when they hear of a new system - credibility must be cultivated from the start

• Regional staff need to be consulted during the design process for new applications; and then end users should be used to test applications during pilots; IT user manuals need to be more easily accessible; general awareness of resources like these is low amongst staff

• Pilot new applications to identify and resolve technical problems before rolling out to the entire agency/department; regional trials work well; need more end user testing

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• OLMS Chicago/Kansas City - Implementing changes agency wide/across the nation works well; involve all different types of users in testing; include investigators

• Nice to have: Access to BLS Unemployment Statistics projections/forecasts to inform scheduling of contractors

• Do not implement changes at end of fiscal year

• Ensure that policies reflect realities in the field and are proven and work; actively involve users through communications and requirements gathering

• Could use a volunteer user group committee to discuss issues and upcoming system changes and enhancements. Committee members could bring forward local issues and bring back information to teams regarding upcoming changes

• For a successful rollout: need to be involved in rollout so that when its implemented local resources can help answer questions; regional MSS staff need to be involved in implementations; helps to keep maintenance low; need to stay involved and receive up to date communication; provide constant refresher training for IT staff

• Phased implementation; ID key stakeholders - find out what they need; good customer support; in person training; don't send too many e-ails/communications; show benefits of what's in it for me; communications from OALJ management

• When rolling out new programs for Inspectors and Field staff we need to consider the changes that have to be made to IPAL to ensure alignment; greater levels of guidance/training with rollouts; better on-line training to include screen shots; involvement with deployment planning; more frequent communications - "What's in it for me?"

Infrastructure

Access

• Inspectors need access to other Inspectors Citations

• Easier ability to access e-mail, increased bandwidth, ability to access files remotely; deploy wireless on laptops, permit use of android phones, use fiber optics

• Want to have true mobility anywhere in the world to get access to email and other systems. All files will be available to us online via the cloud. We have some collaboration needs, I have to see synopsis of cases that other investigators are working on. Currently we do it via shared drive files or email attachment.

• Speed of delivery and access to other systems

• Receive RSA tokens to access systems remotely from personal computer

• Connectivity between OIG and Teammate needs to speed up; need to be able to access Teammate without going through Citrix

• Air cards for connectivity during commute; productivity increase

• Faster internet access w/RSA token

• Satellite connectivity for laptops

Collaboration

• In need of systems that collaborate and talk to each other

• Internet filters - threaded IT discussions would help staff

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• Need DOL-wide database for sharing contact information to allow efficient identification of accurate POC data, thereby promoting increased information sharing across the Department

• OFCCP Chicago/Kansas City - Need access to knowledge management tools and collaboration tools such as Sharepoint

• Enhanced doc sharing/collaboration capabilities

Email

• Need quick access and larger capacity for email

Equipment

• There seems to be a misalignment of Department resources with business needs; e.g., all staff receive new, large monitors when other needs that support mission execution are not met; funding needs to be prioritized based upon criticality to mission

• Would like to be able to make phone calls from computer

• Every judge would have gov't issued cell phone/BlackBerry to be connected to the office

• WB Philly - Need desk scanners to enable capture of paper documents

• ETA Atlanta - Cell phones, scanners; Upgrade CITRIX; more reliable internet connectivity; up to date browser versions, software, (software converters); iPads would support efficiency;

• OLMS Chicago/Kansas City - Mobile applications for training, webinars and conferences

• WHD Chicago/Kansas City - Would like GPS capability to help staff navigate to when driving to investigation sites

• BlackBerrys are only for managers; should be issued to all staff

• Wireless enabled laptops, dictation software, eCall system w/ messages to email or voice; need GPS and Cameras on cell phones to be enabled

• Provide new employees with their laptop on first day. Currently lose two to three days' for every new employee.

• Upgrade hardware (laptops, printers, phones); timely replacement of equipment

• iPad for travel

• Need workflow support to Inspectors and learning support; mobile learning and palm-held device would permit on-site citations

• Wireless cards for inspectors - ability to have access to latest data and upload files as quickly as possible

• Better ergonomics inside of vehicles (office set up)

• Handheld laptop with significant database retrieval power

• Jump drives would help file sharing & download time

• Any hardware for the field should be durable.

• Need better hardware to run software on

• Thumb drives

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Case Management

• A case management electronic filing system - docs filed, scanned, and uploaded; two monitors; upgraded computers to handle case management technology; scanners to support input to case management system

• Need capability for data mining to support large scale, complex court cases; would increase success rate in obtaining favorable rulings

• New EEOICPA case management system


• Searchable document management would enable significant productivity increases and lead to more effective adjudication of cases as they become informed by more complete and accurate information

• Enterprise records management solution is needed that will allow for effective storage, maintenance, and disposal of court cases in accordance with NARA and other mandates

• VETS Philly - Knowledge Management - Should disseminate key knowledge across the agency and DOL; e.g., currently, grants management guidance is captured in outdated manuals; needs to be updated, maintained, and made accessible to all field staff; need capability to electronically capture hard copy documents; this will allow electronic transmission of case documents that now must be mailed; would increase efficiency

• VETS Atlanta - Ability to upload docs to UIMS/create file folder ; key in data/tracking systems to determine status, generate reports; one stop shop for accessing all information - or minimal separate screens; ability to streamline info specific to their region

• Ability to access files saved in 'My Documents' when working remotely (can only access files on shared drive)

• Adobe Pro or Bank Scan would help cut down on bank statement transfers to excel; hoping IT Mod can address transfer of files issues

• All files, exhibits are electronically available; high speed scanning of entire docket and file

• Capabilities to run queries and produce output/data that is usable

• Robust case management and document management system that generates reports and publishes decisions to OALJ public website

• Ability to see details on citations

• iPal functionality to create a "Contractor Packet"; tie forms/instructions to certain events in iPal; better MSHA search engine; better integration between Mine Access DB and iPal - link from iPal to sections of law in Mine Access DB

• Limited access to MSIS to view wider span of citations issued by others; ability to make changes to citations

• On-line access to unified mine file (some districts already have this)

• Better sharing of information between agencies (e.g., drilling of gas wells)

• Need access to research tools, a comprehensive backup system, an improved Wizard system

System Upgrades

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• Spend 1 hr/month converting files; need upgraded MS suite

• Centralized system/server - cloud technology

• Easier, full access to all systems/files from any computer

• Online FOIA request system

• Purchase iSIGHT tool (used by Financial Intelligence Center) to replace IMIS

• Ability to log into computer quickly

• Explore self-service applications for DOL customers (e.g., grantees, state govts)

• Ability to user personal computer to do work

• Wifi capabilities on laptop

• Flatter files

• Make phone calls from computer

• NCFMS fixed and access to NCFMS sand box

• Portal of approved software available for download

• Permit use of Google calendar

• Easier WBIS user interface; also automate the calculation for the strategic time reporting function

• Adobe software to support creative development of art for presentations

• Need to unfilter the internet; speech to text capability

• Voice recognition - text to email would help with court files; also handwritten notes to text

• Photo drop & drag with automated formatting

• Fewer steps in the plan approval process; electronic signature capability for supervisors

Video

• SOL Philly - No access to VTC currently, but could really use it; would enable them to collaborate in real-time with colleagues in other regions and at national-level, improving quality and fidelity of work products; would also be helpful to support exchanges with client agencies when gathering or discussing case information; would allow real-time depositions increasing efficiency/effectiveness of process

• WB Philly - VTC would be helpful for collaborating with agency colleagues in other regions and at national level; would allow peer-to-peer interaction to share knowledge and ideas to support mission execution; Need VTC to facilitate greater inter-regional collaboration and to connect with external customers

• VETS Atlanta - Would like to use more VTC for monthly meetings; more accessibility to Netmeeting- to collaborate on docs/VTC -for training staff, grantees, etc.

• VTC to enable collaboration with counterparts in other regions and in field offices and to facilitate meetings in lieu of travel (foreign cases in particular)



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• Interoperability - so can cooperate with WHD on enforcement of employment contracts where target company is a federal contractor

Passwords

• Recommends implementing SSO; Would like passwords for different systems to be in standard format; fewer passwords;

Security

• Need a streamlined version of security

• Temp access/log in (timed) to be able to access systems thru non-DOL

• Ways to save time--single password for access to more/all systems

• Faster systems/larger screens/more up-to-date technology

• ETA Chicago/Kansas City - Relax security constraints to allow use of personal technology; would result in substantial productivity increases

• Implement SSO

• PIV card to access network; digital signatures

• Approval tracking system; active directory;

• Passwords & Encryption - in private sector had an encryption card & used the same password; needs to be reasonable;, , fewer passwords, interoperability between systems


Communication

• Better transparency to technology

• Communication must be frequent and credible

• Communication - Keep staff involved from day one; ensure transparency; tell people what the plan and the benefits (i.e., what, why, how, when)

• Communication via social media would be helpful


• Requests for IT needs - need people who can understand request and take care of it; provide rationale on decision to requestor

• Implement remote log-in for technicians to allow them to take over end user desktops and walk them through technical issues

• Call in number when RAPIDS goes down

• Help Desk - Ensure there is an effective help desk capability in place before a new system goes live; the NCFMS help desk does not seem to know their own system

Training

• Webinars not particularly effective for training; need advanced curriculum with examples for training to be effective

• Training for new technologies or applications should be hands-on in class room and the instructor should be comprehensible

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• Enhance user training; more hands-on training; intuitive and user friendly systems w/ training aligned to launch and resources to support; access to training from home

• Need automated approval process for course content

• Need excel training

• When new systems rolled out for US Navy, they were accompanied by classes, worksheets, and simulated training; worked well; training must coincide with the rollout of the new system, otherwise knowledge and skills will degrade over time

• Training - Staff need adequate training if they are going to effectively adopt new technologies and applications; common applications are not typically accompanied by effective training; timing of training is also an issue - it must coincide with the rollout of the new application otherwise end user knowledge will decay over time; re-training must also occur frequently enough to ensure end user proficiencies are maintained; training would, ideally, be hands-on - do not rely solely on user manuals

• Advance training on new products; proper training for end users (webinars work well); detailed user and operations manual

• Distribute user manuals/handbooks to users when new systems are implemented; need hands on training

• Training is key to adoption; must coincide with rollout; trainers must be knowledgeable with regard to user needs and skilled at instruction; make people aware of the technology and training resources available to them; ensure end user testing to identify usability issues

IT LEADERS - NATIONAL OFFICE

CURRENT STATE


• BLS outsources search engine for BLS website to Google; BLS website has more traffic than all other DOL agencies combined; 100 % up time for web site (OPA can't provide this level of service)

• Implemented ITIL Service Support and Delivery processes with great results

• WHD leadership does not commit enough resources to fulfilling IT needs - huge problem

• Set up a development environment that matches production environment so can create common web content; requirements and approvals take forever; pushed OPA content to cloud (AKAMAI) and reduced bandwidth demand on their servers and shielded public from servers - nice security buffer

• Diversification of systems is a challenge from a compliance perspective

• Trusted internet connection needs to be better coordinated; OASAM is handling this behind closed doors; BLS can't coordinate; OASAM considering a solution that is 3-9x more expensive than alternatives; no clear business case from OMB for this; will actually diminish BLS mission execution

• OCIO burden - we have to do way too much reporting, often reworking same data for multiple agencies. Our agency gets no benefit from it

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• Need a data loss protection program; acquisition process enables look at Cloud options - needs the right language and requirements to acquire Cloud services; need a vetting process with a SOW re: requirements, ex. HR stores Fed data and fed requirements are out there and they don't ask security - then acquisition processes miss critical inputs - they aren't thinking about dependencies

• Contradictory demands - increased mandates from Administration and no funding; web content management is a Secretary priority - has fundamental infrastructure and long-term implications

• Reservations about DCCI in terms of long range impact on cost to OIG and ability to fund other programs

• Frequently network changes are made by DITMIS without soliciting input from WHD IT Staff; very strained relationship with DITMIS (OWCP)

• WHD culture does not appreciate the important role IT plays in helping the agency fulfill its mission; is a partial cause of many of the IT challenges or simply perpetuates these challenges; IT Department lacks resources to adequately support Agency's IT needs (Only 4 fulltime government staff); DITMIS services are expensive and DITMIS purposefully puts in place practices that forces the Agency to spend money on acquiring DITMIS services and prevents WHD from seeking out other providers since the Agency represents 35-40% of DITMIS billing base, e.g., DITMIS disabled touchpads on new laptops and charged WHD $625 for re-enabling them

• Customer Agencies expect a lot in terms of service delivery but are not willing to pay accordingly. DITMIS is working within stringent budgetary constraints

• OASAM doesn't have the quantity or quality of IT personnel required to coordinate IT projects (e.g., HSPD-12 on again, off again for years; progress is only made when external scrutiny is brought to bear); OASAM planning process is broken

• Staff shortage is the greatest pain point especially with monitoring and reporting; needs staff for process and procedure work; also political autonomy issue is a barrier to IT modernization

Infrastructure

Access

• Internet connectivity is good; bandwidth uptime is becoming a lot more stable

• BLS in process of implementing higher capacity VPN software and software that troubleshoots remote connectivity issues

• Created mobile app for WHD; Blackberry disabled camera and Bluetooth; serious bandwidth problems especially for the regions; has wireless in OPA; don't have systems to support broader telework

• Department does not have root access to DITMIS-managed systems that host important applications such as WHSRD. As result cannot adequately support and maintain these applications

• A number of problems with stability of upstream bandwidth provider but working well with DOLNET to rectify. This has resulted in failures to meet customer SLAs

• Need wireless in the DOL environment however WIFI would require additional staff and tools

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• Public facing remote access is the problem due to use of a T1 line - pipe not big enough form traffic; need more bandwidth for teleworking; only COOp employees have remote access; Plethora stick is slow during the day

Collaboration

• Use of VTC and SharePoint works well (supports collaboration with regions); Webinars and VTC capabilities are adequate

• No peer to peer communication on DOL ECN network ex. Instant Message except on OPA Network (called Spark)

• Issues with data sharing agreements; can't get access to the information they need

• Lack true development environment to allow seamless collaboration by WHISRD developers

• ECN Policies prevent installation of EBSA program files, firewall settings preventing access to resources; SOL unable to easily read portable media created on EBSA workstation or seamlessly access authorized EBSA programs; EBSA has to develop and maintain 3 different file transfer processes and programs to support file transfer protocols used by EBSA, IRS, and PBGC

• Trying to leverage SharePoint - would use laborNet as a primary portal but not in place yet

Email

• Email works well

• 150 MB storage capacity is inadequate

• Push to move email to cloud has not included a study of whether or not service could be provided internally; BLS already meeting the goals of cloud without the overhead and the risk of the cloud

• What happens when you have to recompete the cloud in 5 years? Will be huge cost to transfer from one provider to another

• Concerns about the cost of cloud-based email system Equipment

• VPN is slow; wireless disabled and air cards are issued; the time of 4 people would be saved if wireless were to be enabled; need remote desktop for field

• Tokens used in remote access works only for PC users and not MAC Case Management

• IMIS Case Management system does not support current processes

• Space/capacity issues; not enough storage space (currently 55GB); network drive capacity per employee (100MB) is very small


• No document management system - no mechanism to track a case from start to finish; no way to archive

• Too many hard copy files; need to move towards electronic files to save money and to reduce errors

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• Reporting requirements and data calls have become overwhelming on resources System Upgrades

• DOLNET and Peopletime are good

• OASAM has a new automated system to help track diverse systems

• Relationship with DOLNET has improved substantially

• Limited software installation capabilities; cannot install printer drivers on laptops; have to send computers back to regional help desk

• Server refreshing lags behind due to funding

• ECN only used for email and LaborNet; the 15-minute time out is a big issue requiring constant log-ins - drives people nuts and an incredible inhibitor to productivity and efficiency

• NCFMS, eTravel, eProperty not working well; eTravel, Procurement systems - not tested properly; NCFMS and E2 not user friendly and increases workflow times (training was poorly developed and delivered); NCFMS did not use Active Directory - why; didn't consider Department impacts; NCFMS another example of poor planning and execution

• We are stuck with FAST search because no funding to upgrade

• Administrative systems are not maintained well; new upgrades are not planned out (e.g., T & A system is down every pay period - unfathomable amount of down time; BLS SMEs had to be sent over to save the Time and Attendance system's initial implementation)

Video

• SOL is largest traveler in the agency - trying to set up Adobe Connect pilot; Adobe Connect license issue

• All laptops have webcams but are disabled

• Net meeting is available but users need to be trained; could be really useful

• Disabling laptop camera but providing web camera Enterprise Information Sharing


• Compatibility issues exist with MS Office suite; MS 2003 still in use needs to be upgraded

Passwords

• Don't use Active Directory - have a strong password - too many ID and formats - how could anyone remember these

• Too many enterprise system passwords Security

• Identity Management System will pave the way for single user sign on or 2 factor authentication

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• Servers hosting WHSRD are not dedicated but shared with other agencies posing security vulnerabilities and resource issues

• OASAM/ITC has poor record for implementations and security. They lack many of the experts needed to deliver secure environment

• Pointsec causes problems and prevents users from transferring data outside of their computer; issue faced on a daily basis; results in workarounds and users having to email files to themselves

• DITMIS security policies are extremely rigid; restrictive firewall configuration impedes collaboration with SOL and other partners

• Looks at security from the customers perspective; exemption process provides a way to accommodate business processes ex. SOL encryption of files for presentations in court; need staff to document security procedures - some are not documented


Communication

• Communications with DITMIS is very poor; no insights into SLA performance network performance/utilizations; SLAs are not enforced

• Poor communication and longstanding distrust with ITC

• Communications are ongoing; however requires duplication of efforts

• Communication issues with WHD in particular; may also be attributed to "internal politics" within WHD


• Tech support staff are knowledgeable and very responsive

• DITMIS support staff (Tier 1) is responsive and knowledgeable; Help Desk regularly misdirects regional help requests to DOL IT causing delays in incident resolution

• Have to use OASAM's ITC Help Desk support even though they have their own in house Help Desk support; local IT staff need more capabilities/rights/permissions

• Lack dedicated IT Staff service in the regions; results in a number of problems e.g. staff are forced to drive to regional offices once every 2 months to connect by wire to the LAN to avoid being locked out of the network every 60 days

• DITMIS is geared towards supporting brick and mortar operations that's unlike WHD; as a result WHD IT staff spend a lot of time "fighting fires" caused by DITMIS instead of being proactive problem solvers

Training

• Only limited training available through Learning Link; very poorly maintained and not user friendly

• Seems to be a rush to meet training requirements on paper rather than delivering training to educate users

• Need one centralized location to look for training

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FUTURE STATE


• BLS IT infrastructure needs to be independent from rest of DOL. This is to preserve public's perception that our reports are credible, free of political interference, and the data held securely; would like to avoid likely cost escalation arising if we have to consolidate our IT infrastructure.

• Better Project Management practices; focus on common capabilities and agency-specific capabilities; need integrated project teams (i.e., cross-agency)

• More requirements gathering; get input upfront on major changes/training for IT staff to support deployment; use phased rollout by office or number of people; thoroughly test systems; pilot first on a small scale to work through issues; do concurrent pilot - still have existing functionality; train change champions to answer questions/support implementation; run systems in parallel before completely bringing one system down;;

• OASAM relies on contractors too much; they don't know the environment and their high turnover rate is disruptive to planning and execution; contractors are de facto decision-makers - big concern

• Need to reassess decision-making approach around investments; include cost-benefit analysis and risk assessments

Infrastructure

Access

• Focus on mobile and wireless; make all websites compatible with mobile devices - would be good for COOP also

• Enable wireless; implement remote desktop for field staff

• BLS could coordinate with DOL on telework policy; but agencies are not clued in

• Remote access - increased bandwidth and secure equipment Collaboration

• Want SharePoint site and WebEx

• Need point to point videoconferencing; webcasts a priority, but need to conduct cost-benefit analysis first

Email

• Address workforce culture issues ex. younger workforce doesn't use email and voice mail

Equipment

• Modernized equipment; move from desktops to virtual desktops; intelligent workstations

• Ability to use equipment other than GFE - use boot CD to access desktop Case Management

• Ability to have access to case files electronically

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• Reduce paper files and increase electronic files

• Introduce artificial intelligence capabilities for analyzing electronic document production from investigation subjects

System Upgrades

• In support of push to migrate DOL services to cloud environment as it will drastically reduce support cost and refocus IT department’s energy to more important tasks

• Cloud computing; ability to lease space (cloud) as servers age - able to get away from equip refreshes; use of latest servers/server software - allows for more security and flexibility

• Social media expanded

• Increased bandwidth for the Internet

Video

• Broadcast nationally - prepare for highres HD; all agencies have capability to broadcast; FPB upgraded switches and wiring



• Implement capability to speak to computers/devices to type Passwords

• Need single user sign-on Security

• Implement PIV cards for logical access control; will be a lot of work and coordination Technical Support and Training

Communication

• Need true collaboration around needs and priorities; can't do everything at once; should include collaboration amongst senior personnel; otherwise, BLS input is not taken into account

• Need a collaborative forum for agency IT executives; currently, no way for execs to discuss DOL's needs and constraints, share best practices and solutions


• Need more IT resources (finance and staff); less dependence on OWCP and control over servers

Training

• More classroom training

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IT LEADERS - REGIONAL OFFICE

CURRENT STATE


• Don't have a culture of collaboration

• Telework means we have to revisit what we consider "Field"

• Decision making hinders vision and progress; takes forever for decisions to be made by project managers ex. VMWare etc vs. just throwing them all in as is

• eProcurement, New Core, Works and eProperty - 30% of managers’ work is spent on administrative items due to system inefficiencies associated with purchasing - takes double the time to complete a task

• Middlemen and changes in contractors create issues more often now than system bugs

Infrastructure

Access

• NetScreen (Juniper App); RSA token; BiQuery; hard firewall active and anti-virus software - all work well for telework

• Not everyone knows how to use remote access capability

• Need network connections; Verizon cards are slow and bump off users; also system delays; latency in the field needs to be addressed

• Bandwidth is greater issue with data consolidation planned; has been working on this for 3 years

• IT Workforce capability Assessment went out via blog and MSHA IT staff are blocked from accessing external blogs

• 40 offices on wireless using Cisco - issue is age - need to upgrade main ACS

• PointSec is a big issue - staff end up sending files to personal accounts to work

• Satellite Communications not on Verizon contract Collaboration

• Currently have a dedicated LAN - set restrictions on folders

• Lose information through data calls and conference calls Equipment

• Need new equipment - have to replace the laptops purchased in 2000; every admin staff needs a printer and scanner


• MSHA in enforcement and needs all forms in electronic formats

• Staff send docs to gmail accounts to get around file challenges

• Information pulled from enforcement districts and shipped to Arlington; docs scanned so they can transfer electronically

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System Upgrades

• Have to save docs in 2003 vs. 07 - no automatic conversion

• NCFMS did not pay bills and caused the heat to be turned off at the Academy while participants were there; also food vendors were not paid and the vendors refused to provide additional provisions - unable to feed participants at the Academy; DOL technology is time consuming; takes 2-3 times longer - doesn't allow attachments

• Need to enhance billing - currently print 2 copies of bills and mail certified; need online system; need to reconcile system with Treasury; NCFMS reports not sufficient - NCFMS system makes it look like MSHA has a lot of debt but they don't

• Spend a lot of time monitoring Verizon shortfalls - have an SLA but still no service; they always blame it on security but then we learn it is not a security issue

• Digital signatures; approval tracking system;; active directory; fewer passwords; timely replacement of equipment

Video

• Net Meetings needed more than VTC

• VTC not on contract - going with highest end system -Telepresence Enterprise Information Sharing


• For data consolidation, Arlington won't move Tier 2 to Beckley - plan to build in Crystal City; Beckley needs access to routers - have to have a means to monitor

Passwords

• Too many passwords - simplify or go to SSO Security

• Pointsec encryption using jump drive supports daily work

• Need a streamlined version of security

• Pointsec is a nightmare on the old equipment and implemented differently in each agency thus different access; MSHA stopped using jump drives

• Check infrastructure load so systems don't go down

• Network Lines dependable; if down it is usually a Verizon problem


Communication

• No clear communications plan for IT; never proactive ex. Power management, DNSSEC, testing, and RSA tokens - 85 just showed up


• NCFMS Help Desk , EPSand E2 travel don't talk to one another; ongoing outstanding tickets

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• Local team is responsive; have a ClearQuest system to escalate priority issues

• Of 99 offices, only 20 have IT staff; no access to DOL net routers for troubleshooting Training

• Staff need more relevant IT training - helps staff understand how to use the systems

• Webinars ex. SourceOne are okay but face-to-face better; management tracks the number of staff who call in and runs reports

• Need access to external training

FUTURE STATE


• Would like inclusion in the system input and requirements gathering process; requirements need to be mapped vs. just a narrative; need to document all applications

• The field and regional staff contribute to delays of fixes as their workarounds are so effective no one can tell they need help

• Protocols, guidance and accountability are needed for IT system implementations and support - users and technical staff

Infrastructure

Collaboration

• Need VTC to assist with data calls/meetings Equipment

• Need timely replacement of equipment Document/Records Management

• Need document management; archiving capability; guidance on DISA System Upgrades

• Digital signatures; approval tracking system; active directory

• Need to enhance billing process - online bill and pay system - epay system; in the interim add online notification of bill delivery as well - USPS vs. FedEx

• New capability to qualify and certify miners; new system to provide customer service to the mining industry and analysis


Passwords

• Need fewer passwords Security

• Need a NAC in Beckley to be able to increase security

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IT STAFF - NATIONAL OFFICE

CURRENT STATE


• ITC and OCIO have a credibility problem that has to be addressed by first demonstrating early successes and genuine interest to be inclusive for new systems development; one size does not fit all; IT Modernization must consider agency specific needs for security and privacy

Infrastructure

Access

• Remote connections to the network via Citrix/VPN is effective; bandwidth in offices is stable

• Can easily access OPA development environment via Citrix Equipment

• Cameras and recorders with voice recognition efficient

• Consumer Price Index and Unemployment Field staff need mobile data collection and communication device; probably too complicated data gathering for tablet to work

System Upgrades

• BLS LAN email is working well


Training

• Learning Link works fine

• MSHA end users need shortcuts on filling out citations (Inspector Portable Application for Laptops (IPAL)); all new inspectors get course on IPAL; Academy in Beckley has basic computer use courses

FUTURE STATE


• Gather end user requirements before designing new applications; need the right business analysts involved; need participants that understand IT and business; involve end users early in design phase; run systems in parallel before completely bringing one system down; thoroughly test systems; conduct user acceptance testing, pilots before full blown implementation

• Consider impact to MSIS, iPal, telecommunications, "mobile workforce" technology: PDAs, laptops, tablets

• Biggest barrier to IT modernization is funding

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• Governance - CIO placement within OASAM creates conflict of interest; invests one person with too much authority

• Generational difference in end user savvy; older users wait until they're in the office to connect; younger connect remotely

Infrastructure

Access

• Enable wireless; implement remote desktop for field staff

• More bandwidth to support remote sites Collaboration

• Desire SharePoint site

• Videoconferencing Equipment

• Implement capability to speak to computers/devices to type; voice activation

• Would like to conduct rolling hardware refreshes every year; would limit malfunctions and ensure productivity

• Laptop replacement Document/Records Management

• Reduce paper files and increase electronic files System Upgrades

• Implement Cloud computing; move all web services to the cloud

• Social media

• One system, user friendly

• Want to synch work and personal calendars Enterprise Information Sharing

Passwords

• Fingerprint ID access


Training

• Use visual "How to" documents to support rollout of new equipment

• Training must be intuitive and tied to role; instructors need to be comprehensible

IT STAFF - REGIONAL OFFICE

CURRENT STATE

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• Roll-out of OSHA Information System (OIS) is moving along smoothly due to rigorous testing and involvement of users in development phase

• Decision making hinders vision and progress - takes forever for decisions to be made by project managers ex. VMWare etc. vs. just throwing them all in as is

• Standardized performance standards

• Middlemen and changes in contractors create issues more often now than system bugs

• Inspectors are the bloodline and we tie their hands with technology

Infrastructure

Access

• Access to EMS is fast

• NetScreen (Juniper App); RSA token; BiQuery; hard firewall active and anti-virus software - all work well for telework

• EBSA expressed huge connectivity problems - very slow connection speeds in office (maybe a factor of being located in building with poor infrastructure); RSA tokens do not work; some networks do not support VPN access

• Air cards do not always work - not 3 G

• Bandwidth is greater issue with data consolidation planned; has been working on this for 3 years

• IT Workforce capability assessment went out via blog and MSHA IT staff are blocked from accessing external blogs

• Citrix works well, but capacity issues during high use periods slow connection down; concern that issues will arise during COOP event

• Other agencies can't access the DOL Support Portal for updating EP/COOP information. Have to send via CD instead. Have to deal with multiple networks

• Limited VPN bandwidth (120 seats)

• 40 offices on wireless using Cisco - issue is age - need to upgrade main ACS

• PointSec is a big issue - staff end up sending files to personal accounts to work

• Latency in the field needs to be addressed

• Satellite communications not on Verizon contract

• Inability to forward phone calls from office; limits use of Flexiplace

• Network lines dependable; if down it is usually a Verizon problem

• TEAMMATE, the auditor database, is primary mission tool; issues with speed on network (e.g., 30 minutes to download database; 10 second delays for keystroke entry; limits usability and efficiency)

• Bandwidth limitations

• No setup at COOP site to get files/data - only what DC has on their servers; no backup servers

• For data consolidation, Arlington won't move Tier 2 to Beckley - plan to build in Crystal City; Beckley needs access to routers - have to have a means to monitor

• Not able to deliver in a manner customers expect due to IT constraints

• No procedures or policies in place to allow for working remotely with own equipment

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Collaboration

• SOL attorneys do not have access to EBSA systems limiting collaborations

• Currently have a dedicated LAN with set restrictions on folders

• Don't have a culture of collaboration; no forum for collaboration or communication

• Lose information through data calls and conference calls

• Not aware of any tools that exist to support collaboration Email

• Email is OK; rely heavily on email for exchange of documents; hard to share large files; lack of storage capacity; MSHA moving to eSource

Equipment

• Field investigators will be equipped with new laptops starting end of March. Will enhance remote working capabilities

• Laptop is super loaded so can access the systems and databases she needs

• Has most necessities to do the job

• Laptops are more than 5 years old

• Have phone cards for pay phones - they are few and far between in the field Case Management

• Contested cases create a huge backlog across agencies -need systems to support vs. paper


• Too many data repositories that cannot communicate with one another for various reasons; L-drive capacity is limited

• No document management services (in one case 275,000 pages had to be scanned)

• Still have paper-based records management approach; very burdensome (e.g., received 9 boxes of docs for recent investigation); some DOL staff resistant to shift to electronic

• Lack of a data store, ability to capture information about a variety of functions in a one-stop shop; daily backups are done but don't have the tools to read the backup tapes

• Staff send docs to gmail accounts to get around file challenges

• Information pulled from enforcement districts and shipped to Arlington; documents scanned so they can transfer electronically

• Many reports requested by National Office or by FOIA could be generated directly from data already provided by regions

System Upgrades

• Anti-virus software works well

• Lack of up-to-date software - MS Office; have to save docs in 2003 vs. 07 - no automatic conversion

• Software licenses are mismanaged - funds spent maintaining unused licenses while necessary software is not available

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• Frequent network drive failure

• LaborNet is difficult to use, not user friendly, hard to find things

• All servers are out of warranty; no equipment under warranty due to age; 22 switches at end of life; need replacement but have been discontinued by manufacturer; need NAC to protect MSHA - V-line

• Network infrastructure is falling down - adding new technology on top of this failing infrastructure

• NCFMS functionality has problems, e.g., reports wrong denial codes. Requires longer, manual processes to generate accurate reports; E2 Travel is not user-friendly and changes are constantly being made without information to users; need to enhance billing - currently print 2 copies of bills and mail certified; need online system; need to reconcile system with Treasury; NCFMS reports not sufficient - NCFMS system makes it look like MSHA has a lot of debt but they don't

• Systems not user friendly - E2 and NCFMS; travel is huge issue for inspectors; People Time system works but cannot pull reports; inspectors enter time twice - also in project database

• Spend a lot of time monitoring Verizon shortfalls - have an SLA but still no service; they always blame it on security but then we learn it is not a security issue

Video

• VTC used for meetings with National Office; works well; saves travel costs

• Cannot use VTC because of insufficient bandwidth

• Don't need a fancy system - just laptop access

• NetMeeting needed more than VTC

• VTC not on contract - going with highest end system –Telepresence

• Teleconferencing is inadequate Enterprise Information Sharing



• MS2003 creating compatibility issues with external partners; limits document sharing

• Common administrative systems do not share data; results in duplicate, manual data entry which is time consuming; limits productivity

Passwords

• Single Sign-on needed - too many passwords Security

• Concern about security of cloud computing solutions; conduct risk assessment before moving to cloud

• Antiquated software for communications impacts security

• Pointsec is a big issue on the old equipment and implemented differently in each agency, thus different access; MSHA stopped using jump drives

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• Security prevents access to websites needed to do jobs


Communication

• Communication with DC around IT needs improvement; feels like DC listens and considers Regional Office requirements

• Was on a teleconference for a Data Governance meeting led by Marlene Houser but never heard anything - no minutes, agenda provided just before meeting; goal was to create one data model/data integration

• No clear communications plan for IT; never proactive ex. Power Management, DNSSEC, testing, and RSA tokens - 85 just showed up

• No way to communicate effectively with other Departments

• Network staff attitude is we sent an email telling you - if you don't read it too bad. No great push to communicate IT initiatives; example - upgraded to a new server and left Biquery reporting tool on the 2003 server but didn't tell anyone

• Didn't listen to E2 feedback Help Desk/Technical Support

• Lost support staff forcing existing staff to troubleshoot problems they are not qualified to handle; poor and lack know-how; contractor turnover in IT area

• Local team is responsive

• Have a ClearQuest system to escalate priority issues

• Of 99 offices, only 20 have IT staff; no access to DOL net routers for troubleshooting

• Use email tickets to track issues but it is not a formal system

• Network stops at Network; Network staff do not work well with other IT related or technical staff - they are very independent

• In-house Help Desk is responsive Training

• All courses are not recorded in the Learning Link system; thus inspectors have to print the certificate, scan it and email it to their supervisor

• Learning Link is not up-to-date; IT training is 4-5 years old

• Online training on E2 sorely needed

• Staff need more relevant IT training - helps staff understand how to use the systems; Webinars ex. SourceOne are okay but face-to-face better; management tracks the number of staff who call in and runs reports

• Sustainment training is poor - hard to do with geographic dispersion; hard to meet expectations when people are not up to speed

• Need access to external training

• For MSHA staff - Issue for login from home with token to access networks; evaluating training needs of Journeymen; staff do not know how to use 3D Studio Macs effectively

• Use Electora for distance Learning

• Colleagues are the ones who assist with tech issues and glitches

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• Problem with hiring and keeping full-time employees; spend too much time ramping people up instead of focusing on new course development

FUTURE STATE


• Would like inclusion in the system input and requirements gathering process; requirements need to be mapped vs. just a narrative; need to document all applications

• Need a modernized environment that is easily updated in a seamless process

• Ability to integrate internally and with other Departments

• The field and regional staff contribute to delays of fixes as their workarounds are so effective no one can tell they need help

• Protocols, guidance and accountability are needed for IT system implementations and support - users and technical staff

• Resource commitment up front; need to better define requirements up front; buy-in on front end/communications; focus on user requirements; test new applications before full rollout; develop role-based training; strong Department wide strategic communication strategy; provide notifications to complete compliance training on Learning Link; need quick wins early in implementation; department meetings are useful to inform and educate

• Need to ensure rollouts don't cripple business processes

• Understand implications of integrating old and new data/systems

• Need to consider early adopters as well as those resistant to change

• Phased implementation needs to be communicated - both to IT and end user; do pilots to ease growing pains and better fit with culture

• Apply sufficient resources to training; train-the-trainer and then train the users Infrastructure

Access

• More flexibility for telework

• Procedures/policies in place to allow for working remotely with own equipment

• Ability to have greater access to Web such as Yahoo forums, Facebook, and You Tube Collaboration

• Need better use of SharePoint for data management and collaboration

• More VTC/webinar use/capability to reduce travel needs Equipment

• Blackberries for all staff in field; need GPS

• Voice recognition software to support document development Case Management

• Need ready access to Dun and Bradstreet report and other credit report agencies for case management purposes

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• DOL searchable enforcement database - select options have improved Document/Records Management

• Need document management solution

• Make all files, exhibits electronically available; high speed scanning of entire docket and file; archival capability to access retired information; guidance on DISA

• Centralized data repository - for DOL level stats and performance metrics System Upgrades

• Would like to see virtualized servers so that one server can serve different capabilities

• Stand-up a CMDB from existing database

• Need to enhance billing process - online bill and pay system - epay system; in the interim add online notification of bill delivery as well - USPS vs. FedEx

• New system to provide customer service to the mining industry and analysis

• Full access to information on servers

• Automation and e-signature capability Video

• VTC to assist with data calls/meetings Enterprise Information Sharing

Passwords

• Single Sign-On; use of CAC Security

• Enhanced VPN capabilities; ability to log into a secure area without having to issue hardware at home

• Web sign on from a personal computer (with appropriate security)

• Need a NAC in Beckley to be able to increase security


Communication

• Communicate changes prior, during and after IT implementations

• Must communicate what upfront commitment is and what long term implications are, when changes visible to users, timelines, priorities and rationale


• Standardize IT support processes

• CRM module would help to identify bottlenecks, productivity levels, assess how to best assist customers

• Encourage the Network team to collaborate and perceive us as customers

Training

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• New capability to qualify and certify miners

• Quick win - VTC or skype type video on topics such as retirement

• 3D/simulation of equipment/mine activities to minimize need for travel

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Appendix E

Focus Group Summary by Region and National Office

FOCUS GROUP FEEDBACK – By Region and Category

Region What’s Not Working Would like to see…

Headquarters Collaboration

• Email capacity too small; difficulty sharing large files across agencies

• SharePoint not 508 compliant; lack of captions and accessibility for hard of hearing

• No formal collaboration policy

• Tools not available within DOL

Collaboration

• Access to centralized information

• SharePoint training

• DOL should establish a top-down collaboration policy with goals and appointed Chief Collaboration Officer (not a volunteer) and working groups

• Implement cloud computing to share documents

Knowledge Management (KM)

• No KM system; use shared drives, SharePoint, intranet, internet, in-person communication

• Portfolio management difficult due to so many sources of information

• Difficulty sharing large files

• Challenges with information protection and what can be shared

• Hard to determine who owns the information and has access to it

• SharePoint not good for KM

• No training on tools


• Need KM policies and KM system that is FISMA and NIST compliant

• Need DOL-wide system that links all agencies

• Implement Wikis

Training & Education

• Training is an afterthought, inconsistent, doesn’t exist, limited

• Different training requirements exist

• Sometime difficult to satisfy OMB and NIST training requirements

• Not aware of different training opportunities that exist

• Use office resources (other people) to get questions answered because of lack of training

• Learning Link inconvenient and difficult to get staff to complete required training; they don’t want to be in training all day and only want it as it pertains to their job

• By the time you get a version of MS Office at DOL, you already have it at home and know how to use it

• Training for new managers is lacking


• Develop MS Office quicktip cards (10-second video clips) that show you how to complete a specific task; might be more beneficial than sitting in all-day training

• Develop 30-second training applets

• Record and archive training sessions so that they can be viewed again once the course is over

• Hold the same training with multiple delivery methods – classroom and self-paced online

• If training and education is a priority, management needs to include it in budget

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Headquarters –

OASAM Center

Directors

General IT Modernization Issues

• Email does not work well; difficulties when receiving and sending large data files

• Frequent email archiving/shared drive - CDs

• Lack of redundancy (lack of historical)

• ITC rules/no communication until broken

• No ITC contact unless they need something

• Use SharePoint for collaborative reports but access is limited

• Timeliness of upgrades

• Application license tracking/who owns what; when staff leave the license purchased is lost

• IT rules prevent new product integration (cost to develop out of sync with product value) (ex - line of code in SQL)

• Information sharing

• Data encryption

• Utilization of wireless cards

• Huge gap between system ownership and program - very little say and information (sometimes assigned without consultation); no input to cost related to changes; required to certify, appropriate, audit (no control or authority); going on for years


• One person/one computer policy needs review

• Integrated task management

• Platform/servers that don't limit applications t

• Faster implementation of updates

• Testing policy needs review

• Increased capability to telework

• Expanded VTC capabilities (bandwidth/speed)

• Increased network capacity

• Instant messaging

• Webcam on desktop/laptop

• Proactive approach to identifying IT solutions

• Remote access/connectivity enhancements

• More uniform system (ex - ECN with Citrix)

• Up to date laptops/applications

• Wifi capability

• Equipment on approved list to be available for procurement

• Workflow - department wide focus and external stakeholder

• Phone system switch - voice enabled

• Helpdesk support; one takes ownership over single issue

• Global address list

• Cultural change - interaction, input, follow-thru/customer service oriented and user friendly ITC help

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Headquarters –

Business Staff


• Time needed to support many different tools

• No integration of systems

• Multiple passwords and requirements

• Not keeping up with technology, i.e., wireless, flash drives, etc.)

• Email capacity

• Interaction with regions (i.e., webcasting accessibility)

• No budget to support needs

• Outdated hardware and applications (slow and archaic)

• Security requirements are a barrier

• Blackberry functionality is limited

• MAC not compatible with Citrix

• New industry demos of new technology

• Telework is an afterthought

• Systems / case management is home grown; needs to be interoperable

• NCFMS, eProcurement implementation didn’t go well; systems didn’t work as described; need to eliminate lag time between training and launch of new system

• New employees not properly trained on all applications


• PDAs

• Encrypted email to send PII

• Ipad; is portable and has wireless

• Data management / data sharing capabilities (be able to share data via emails, files, etc.)

• Dynamic search capabilities

• Reporting database (tracking metrics)

Headquarters –

IT Staff


• OCIO has conflict of interest – must act on behalf of Department’s IT interests while also being one of nine competing suppliers of infrastructure

• Same resources that run operational systems are asked to develop new ones, but they lack capacity

• Modernization failures due to lack of core planning, no cost/benefit analysis, lack of engagement with key stakeholders early enough

• No penalties for poor performance by services providers, e.g., no tracking of SLA breaches

• Lack of robust HSOD-12 compliant single sign-on; too many application-specific sign-ons / passwords


• IT staff input reflected in the final solution

• Streamline resources and footprint

• Address collaboration at the manager level. SharePoint alone is not the answer; needs broader look at common needs, opportunities for centralization, insistence on SLAs

• Blanket Purchase Agreements for hardware and software procurement

• Oursourcing, comparable to current OPA outsourcing of National Contact Center and planned outsourcing of HR payroll services

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• We lack a body in which we can have a role in decision making

• EA catalog needs huge improvement and shortening of refresh cycles


Atlanta Collaboration

• Not able to share information on same investigations across agencies

• Security issues (encryption, firewalls, passwords)

• Different bandwidths

• Ineffective search capabilities

• No guidance on archiving

Collaboration

• A DOL collaboration plan

• Hosted cloud systems to store and share data

• Infrastructure to allow secured environment for communications across agencies and with external partners

• Standardized formats for database information

• Ongoing dialogue between IT and business areas so issues and requirements are known upfront


• Systems not compatible with other agencies and partners

• Staff not informed of new IT releases, regulations, processes and procedures

• KM is treated as a low priority

• Cultural differences and procedures in regional offices do not support consistent work products or information sharing

• Insights and ideas are not solicited at the ground level

• Manuals are not updated

• Organization of data on shared drives and search capability are a challenge


• Need a searchable knowledge database of regional policies and procedures


• Training may or may not coincide with IT rollouts; no training after rollouts or for new hires

• Agencies must pay training after rollouts, which is discouraged due to budget cuts

• Outdated incompatible hardware issues complicate training and accessibility; speed is an issue

• Learning Link does not work well for remote users; sound and graphics often do not work; course verification requires a paper process

• Section 508 compliant equipment not always compatible with agency systems and applications so training has to be individualized


• Update Learning Link for compatibility, bandwidth and Citrix access

• No post-course evaluations; some staff do not favor post-training surveys

• Training should be user focused and accommodate different learning styles/formats

• Greater accessibility for on-demand training

• Build training around use of common applications such as Outlook, case management, People, E2

• Need Help Desk support and training specific to end users and their needs

• Cross-agency shared training may be useful; however, centralized training is not desired

Remote Access / Telework Remote Access / Telework

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• Laptop does not mirror desktop

• Delays or inability to access shared drives and archived data

• Connectivity not reliable

• Token access issues

• 2-step process

• Cannot access from home computer

• Lack of Blackberries/smart phones in the field; still have calling cards; must use personal cell phones to conduct business

• Help Desk and customer service reps should be able to access desktops remotely for specific tasks

• Increased access to video teleconferencing, particularly desktop-based capability (e.g., Skype)

• Have a CITRIX server for each region to reduce remote access issues

• More regional IT support

• Updated MS Office to be more compatible with external partners and other federal agencies

• Single sign-on and consistent password policies needed

• Mobile devices and dependable, reliable hardware (laptops, printers, scanners, etc.)

• Feedback from the field needs to be solicited prior to a system rollout

General IT Modernization Topics

• Too many logins required for multiple systems (e.g., E2)

• Compliance programs not effectively integrated across agencies; lack communication between systems

• Issues with email capacity and time involved in archiving emails

• Lack of Blackberries/ smart phones; still have calling cards and must use personal cell phones to conduct business

• Frustration with current business processes that require dual adherence to paper requirements as well as electronic requirements

• Current grants system does not allow flexibility to do program and financial analysis


• Help Desk support and training specific to end users and their needs

• Single sign on with one password or an access card

• Overarching case management system for cross-agency sharing of investigation / violation data

• Capability to do trend/comparative analyses to support grants management would be beneficial

• GEMS would benefit from ability to allow for easier documentation of case information (i.e., load emails directly into system)

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San Francisco Collaboration

• Case management systems do not “talk” to other systems; lack robust search / reporting capabilities

• Broad agreement that national office do not “listen” and collaboration is a one-way process of national offices requesting reports from regions

Collaboration

• Case management systems inter-operability with other systems


• No standardized process for knowledge transfer from employees leaving the agency

• LaborNet not efficient medium for knowledge sharing – not user friendly; content not relevant to field employees

• Storage capacity is too small on email and shared drives


• Knowledge management systems and

processes that capture intellectual capital

from departing employees

• Explore ways to enable employees adding

their professional skills to directory listing

so colleagues can identify resources

• Improved document management


• Training is perceived to be an afterthought within DOL; little emphasis placed on providing adequate IT training to staff; regional employees are left on their own to learn how to use IT tools

• Many IT training needs unmet (e.g., how to use an air card, how to set up a video teleconference, etc.)


• Help Desk should be able to work remotely into users’ desktop for specific tasks or transactions

• A series of “How To” videos for using equipment (e.g., Blackberries) and performing transactions (e.g., NCFMS, E2, etc.)

• Staff need tutorials on basic laptop use and maintenance, including working on- and off-line, defragmenting, backups, etc.

• Perform a training needs analysis by role, agency, and location, then design and implement a diverse suite of training delivery modules to meet needs of diverse user groups

• Need training on systems prior to implementation

• Wikis can capture lessons learned from across DOL; wikis could support technology user groups (e.g., Blackberry users, teleworkers) and share application knowledge

• Use Blackboard for learning system, as it has multiple e-learning capabilities, virtual classroom environments, coursework and collaboration

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• Input should be solicited from regions and districts, management and staff to ensure system requirements are adequately gathered prior to system implementation

Remote Access / Telework

• Remote access challenging without air cards

• Remote access is slow and there are capacity issues

• Citrix and Learning Link are perceived as unreliable and consistently drop connections

• Ability to access and download software is limited; process is time consuming and overcomplicated

• Some staff do not have DOL laptops and some cannot use personal computers to access email or systems remotely

• Bandwidth issues impact speed of applications, systems, databases; connections from regional offices to HQ is particularly slow


• Help Desk and customer service reps should be able to access desktops remotely for specific tasks

• Increased access to video teleconferencing, particularly desktop-based capability (e.g., Skype)

• Have a Citrix server for each region to reduce remote access issues

• More regional IT support would be beneficial

• MS Office suite needs to be updated to be more compatible with external partners and other federal agencies

• Single sign-on and consistent password policies needed

• Need mobile devices and dependable, reliable hardware (laptops, printers, scanners, etc.)

• Feedback from the field needs to be solicited prior to a system rollout

San Francisco –

Business Staff


• Remote access challenging without air cards

• Citrix and Learning Link perceived as unreliable; consistently drop connections


• Increased Help Desk staff to support larger number of Flexiplace workers and additional systems

• Increased access to VTC, particularly desktop capability like Skype

• Staff training needed prior to systems implementation; many IT needs are unmet (e.g., air cards, VTC, etc.)

• Gather region and district managers’ input on system requirements prior to implementation

• Improved document management

• Single sign-on and consistent password policies

• More mobile devices

• Dependable hardware (e.g., laptops, printers, scanners, etc.)

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San Francisco –

IT Staff


• Remote access not working well due to slow connection and capacity issues

• Storage capacity too small on email and shared drives

• Some staff do not have laptops and cannot use personal computers to access email or systems remotely

• Bandwidth issues impact speed of applications, systems, databases, especially connections from regional offices to HQ particularly slow


• Have a Citrix server for each region – would resolve access connection issues

• More regional IT support

• Update MS Office suite to reduce compatibility issues with external partners and other federal agencies

• Communication is key for successful implementation of IT Modernization

• Feedback from field to be solicited prior to system rollout or implementation

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Dallas Collaboration

• System inoperability between DOL agencies

• Cross-agency duplication of video teleconferencing (VTC) equipment

Collaboration

• Access to other agency databases

• Management of overall procurement process

• Greater/more reliable access to video and web conferencing

• Better search capabilities on LaborNet and document repositories

• Use of social media for networking and collective problem solving

• Overcome political, cultural and generational differences to realize value of information sharing


• Considerable disparity in management of programs from region to region

• Siloed organization structures and cultural aversion to sharing information are key barriers of a DOL-wide knowledge management approach

• Policy of limiting storage capacity to 100MB/user is shortsighted because DOL requires retention of data for at least six months


• More effective search capabilities on LaborNet and document repositories

• Need for sharing best practices across regions to achieve more consistency in mission execution and outcomes and efficiency by not having to “reinvent the wheel” every time

• Improved document management capabilities to enable more efficient and effective collaborative development of presentations, reports and other work products

• Common hardware and software DOL-wide to facilitate cross-agency data sharing

• Mobile applications to help personnel on travel or in the field to obtain information


• No system link in Learning Link between employee development needs and training classes

• No system that captures participants’ assessments of the courses they attended

• Training classes are rarely tailored to meet needs of agency staff that need it the most


• Better understanding of collaboration tools through training and LaborNet communication

• Trainers available post training as on-the-job coaches for a period of months, and for follow-up training for employees using the new software for some time

• A comprehensive annual training calendar/schedule for all agencies

• Cross-agency regional staff should pool training needs and schedule courses locally

• Training whenever new software is introduced

• Regular LaborNet announcements of upcoming training courses

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• Unreliable remote access due to multiple systems including CITRIX, iPass, Cisco, VPN, wireless cards, TD system, Pointsec, etc. Time spent troubleshooting and developing “work arounds”

• Pointsec is a growing problem; locks employees out if they log on incorrectly 5 times; must physically ship or deliver laptop to IT Help staff to unlock it

• Challenges working remotely due to unstable conditions or lack of tools; CITRIX times out regularly and connection speed is slow

• Wireless cards on laptops are disabled and impossible for field workers to use other networks


• Staff need to be able to complete work remotely: laptops with wireless, portable printers and scanners, Blackberries, video teleconferencing

• Most staff need training on Adobe Acrobat Pro

• Equipping regions with video teleconferencing capabilities should be a priority

• DOL needs to change its culture and leaders’ perceptions of telework and teleworkers; some managers become upset when staff request to work from home

• Telework benefits include cost savings in office space and utilities, staff transportation, increased productivity, COOP readiness, competitive recruiting packages

Dallas –

Business Staff


• Remote access while on travel difficult due to network-based access issues and time spent on “work arounds”

• ECN approved technology list is perceived to be poorly managed; out-of-date technologies on this list; discrepancies between list and technology procurement contracts


• Increased access to VTC, particularly desktop capability like Skype

• Improved document management capabilities

• More responsive Help Desk – days and weeks pass without ticket resolutions

• DOL-wide common hardware and software to facilitate cross-agency data sharing

• A dashboard that keeps staff updated on IT Modernization activities

Dallas – IT Staff General IT Modernization Topics

• Policy of limiting number of vendors to 13 limits agencies’ ability to competitively shop for resources

• ETA: Policy of limiting storage capacity to 100MB/user is shortsighted – does not take into account Dept. policies that require retention of data for at least six months

• Most enterprise software applications are antiquated and result in difficulties sharing data and collaborating with external entities due to compatibility problems


• Standard software procurement processes, e.g., blanket purchase agreements, to allow agencies to leverage Department-wide economies of scale

• Equipping regions with VTC capabilities should be a priority

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Chicago Collaboration

• Infrastructure/bandwidth issues limit usage of VTC

• Citrix does not support sharing of large files

• Incompatible technology between agencies

• Lack of training on SharePoint, VTC and web

• conferencing tools

Collaboration

• Expand access to data repositories of other agencies

• Expand use of webinars

• Ease restrictions on social networking tools like Facebook to increase collaboration


• No formal requirements for KM and information sharing

• Lack of organized file structure, difficult to find most up-to-date version of files

• Remote users have access challenges

• Collaboration with other agencies or external agencies difficult due to technology differences

• Use of webinars useful and inexpensive way to share information, but limited due to lack of webinar hosting skills


• Need dependable internet connectivity, access, Blackberries


• Lack basic training on collaboration tools like SharePoint, video and web conferencing


• Role-based training, tailored to users’ experience and skill levels

• Training on MS Office (Access and PowerPoint)

• A new hire training package and program need to be developed

• Training needs to coincide closely with IT implementation date

• “How To” guides, FAQs manuals and wiki pages should be developed to address recurring and common technical issues

• Solicit input from the field on training needs and provide feedback mechanism for agencies on training completed

• Advertise training opportunities and resources on LaborNet


• Access issues with air cards, dialing in, Pointsec encryption, VPN drop offs, timing out, systems incompatibility, remote call forwarding

• Wireless enabled laptops may only work from an office; accessing systems from hotels with air cards generally not


• Need leadership to champion FlexiPlace to be implemented effectively; many regional, district and field staff managers do not believe in telework and do not know how to support or manage telework staff

• To sustain a team environment remotely requires clear team norms and policies,

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possible

• New Sprint air cards perceived less effective than prior Verizon air cards

• Investigators cannot receive upgrades from home so they have to ship their laptops to a Help Desk or drive hours to a regional office to have new software upgrades installed

frequent technology upgrades and video teleconferencing


Philadelphia Collaboration

• Cannot access databases and documents across DOL and other federal / state government partners

Collaboration

• Obtain input from cross-agency IT staff to redesign blueprint

• Eliminate duplicate systems and increase inter-operability

• Share IT Help Desk support across agencies

• Learn from other agencies on implementation of collaborative environments


• Ineffective business processes complicate data creation and storage


• A comprehensive, integrated DOL central repository for information and documents, searchable by account, contact, transaction, case, associated staff, etc.

• Offset resources for investing in KM with value of time now consumed by email duplication, futile document searches, storage server purchases, lost knowledge and other inefficiencies

• Systems compatibility and interoperability

• Agencies require a vision for knowledge management, with leadership and change management to support KM life cycle

• Develop relevant metrics to track KM system utilization and to guide intervention to increase utilization


• Mixed feedback on Learning Link courses – inconsistent course updates, level of engagement, etc.

• Lack of awareness of available courses


• Training should be agency-specific, role

based and focus on use case scenarios rather

than solely on generic tool functionality

• Classes should be tailored to end user

knowledge and skill levels rather than

offered in a one-size-fits-all format

• Training must coincide with rollouts;

refresher training must occur frequently

enough to maintain knowledge and skills

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integrity

• Need recurring MS Office application

training

• Enable access to external IT training via

tuition reimbursement vouchers or other

means

• Hands-on, classroom-based training,

provided by qualified trainers with

background in adult education and

understanding of the tool and business

functions for which it was developed


• Strong desire for reliable, robust remote access for field-based staff

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• Greater system interoperability to enable information sharing

• Robust remote access for field-based staff

• A more effective means of document management

• User friendly (“intuitive”) application designs

• Single sign on to resolve problems relating to maintaining multiple passwords

• Expanded testing of new applications before rolling out to the field to eliminate problems before they disrupt mission and business activities

• Timely and roles-based training for effective implementation of new IT systems

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Appendix F

Survey Findings

In March 2011 as part of the IT Modernization Program, DOL launched a two week Department-

wide staff survey to assess staff perceptions of current IT services. Through completion of 55

multiple-choice and open-ended survey questions, 5,895 DOL employees from twenty-six

Agencies and Boards provided their experiences, opinions, and ideas on technology supports

and challenges, as well as their personal degree of support for IT change

and preferred communication methods. Figure 1.1 shows percentage of

staff participation by Agency. Data from the

Survey Report is organized by technology,

process, and people; it highlights DOL strengths

and the opportunity areas that could be

incorporated in IT Modernization.

Survey Demographics

Survey respondents represented all regions, the

national office, varying staff levels and years of

service in DOL. 71% of respondents participated

from regional, district, area and field offices.

More than 50% of respondents have 1 -10 years

of experience with DOL; 21% have 11-20 years

with DOL. Figure 1.2 depicts DOL tenure of all

survey participants.

Figure1.3 illustrates respondents’ self-selected level

within DOL. The largest percentage of respondents,

33%, selected their staff level as Other and were

most frequently identified as field staff, ex.

Investigators, Data Collectors, Inspectors. Also of

Figure 1.1

Figure 1.2

Figure 1.3

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note is that less than .03% of respondents telework from home full time.

Technology

� Equipment: The majority of DOL issued equipment is between 3-4 years old as seen In

Figure 1.4; 44% of respondents indicate their equipment is reliable, whereas 25% indicate

it is not reliable. 62% of respondents reported they either agree or strongly agree that

computer equipment in their office meets their basic technology needs to conduct work.

� Remote Access: A significant percent of

respondents (61%) indicated improved

remote network access and telework tools

would increase their work performance.

Across all agencies, 38% of respondents reported they do have reliable remote access, and

29% of respondents reported they do not have reliable remote access to their agency

network. Moreover, 34% of respondents reported they do not have the devices needed to

work remotely, and 41.6% reported there

are not sufficient remote access devices

available for staff.

� Email Archive: Across all agencies 45.2%

of respondents have to archive

frequently; this is was of particular note

for senior leaders and managers. In 8

agencies, greater than 60% of

respondents identified frequent archiving

as an issue and OFCCP shows a big

difference between their staff and

leadership archiving needs.

Reported % of equipment by age for other DOL issued hardware. Figure 1.4

Staff level percent reporting frequent email archiving

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� Virtual Collaboration Tools: All respondents indicate the need for collaborative

equipment, particularly at the National Office. Managers report needing VTC equipment

for collaboration more than other staff levels, but more than 40% of OALJ, OCIO, SOL and

WB respondents report they currently need but do not have video-conferencing

equipment.

� Document Sharing: Document sharing is a key part of work for respondents, 86%

indicated they need to share documents electronically. Staff reported a need for

additional hardware tools to share

files, collaborate and increase

productivity; currently staff use email

folders, shared drives and hard drives

to store documents. Respondents only

slightly agree that documents are easy

to find on shared drives; IT and admin

staff find documents stored on shared

drives more easily than other levels.

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� System Interoperability: Staff across all levels and agencies wants increased compatibility

and interoperability; 62% of respondents indicate that DOL’s password requirements are

difficult to address.

Process

� Technical Support/Help Desk: In general, staff at all levels reported satisfaction with the

technical support, knowledge and timeliness of

help desk staff, including NCFMS and E2 travel.

However, there were some exceptions by agency

and variance by national and field office.

� Innovative Solutions: Staff addressed the need

for basic functionality and working equipment

and systems. Relevant innovative suggestions

included hand-held computers for field-level data

collection, You Tube training resources, surplus

equipment tracking and equipment designed

specifically to support MSHA inspectors.

People

� Training: Across levels within the Department, there is a need for both increased access to

and improved quality of technology training. Leaders and managers differ the most from

IT staff and admin staff in their perceptions of the effectiveness of new technology

training; 45% of admin staff and 42% of IT staff agree that training on new technology is

effective. Additionally, IT and admin staff know where to access web-based, on-demand

Percent of Respondents for each Question

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training resources more than other levels and believe it is tailored to their role. In

general, staff also believes there is a need for improved coordination of training rollouts

aligned with technology deployment.

� Communications: Staff prefer multiple methods of communication regarding IT

information and implementation, although inadequate and inconsistent IT communication

related to upgrades, rollouts, accreditation, and approvals is noted. GovLoop, blogs, wikis,

and webcasts were identified as preferred communication methods for multiple staff

levels; blogs and wikis were preferred by senior leaders, managers, supervisors, IT and

Admin staff. LaborNet and DOL.gov were perceived as useful information resources. Staff

reiterated the use of Podcasts as a desired

communication vehicle.

� Change Readiness: In general, staff (85%) are supportive of IT change to improve their

work performance, especially if it can enhance their capability to support mission and

business processes. IT staff report more satisfaction with the implementation of major

changes than other staff levels. Budget was listed as the primary obstacle to

implementing IT change and respondents iterated the need to include field staff in

requirements gathering, testing and deployment plans, and improve coordination and

communication regarding IT changes and resources.

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Percent of Respondents Indicating Each Category as a Primary Obstacle

Percent of Respondents by Answer Choice

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VIEWS BY LEVEL

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