FISCAL YEAR 2000 ANNUAL PROGRAM PERFORMANCE REPORT - FLRA Strategic Plan Goal 3
To maintain FLRA's internal systems and processes to support a continually improving, highly effective and efficient organization with the flexibility to meet program needs.
Summary: In order to accomplish FLRA Strategic Planning Goal 3, FLRA established four performance goals in its FY 2000 Annual Performance Plan. The FLRA exceeded one of these performance goals, fully met two goals, and substantially met one goal.
The four performance goals focused on: 1) achieving Year 2000 (Y2K) compliance for the entire agency information infrastructure and office facilities on or before January 1, 2000; 2) maintaining an updated information infrastructure; 3) developing and testing an FLRA web site search capability for FLRA decisions; and 4) maintaining and further refining an integrated agency-wide case management system.
Significant progress was made in support of the FLRA commitment to maintain sound internal systems and processes, primarily through information technology improvements. Specifically, FLRA successfully and effectively transitioned all of its computers, computer networks and facilities into the new millennium without encountering any Y2K software-related operational problems. FLRA continued replacing its workstations according to an agency-wide life cycle management plan while implementing other improvements such as installing upgraded electronic mail servers and purchasing faster switching hardware. FLRA also implemented a search capability on its web site and significantly increased the number of decisions available to the public in an improved electronic format. In addition, FLRA designed and implemented significant database systems, which permitted for the first time the collection of information concerning its agency-wide alternative disputes resolution activities.
FLRA relies heavily on its technology to perform a number of critical functions. These include: 1) producing case decisions and other work products; 2) providing electronic research capabilities to agency staff and the Federal labor relations community through the FLRA web site; 3) providing electronic communications to agency staff, including remote access to agency information; 4) monitoring, measuring and reporting on the status of workload; 5) projecting workload trends through the use of computer models; and 6) measuring performance. The FLRA commitment and investment in technology will continue to be reflected in performance goals for FY 2001 and FY 2002.
The following describes the specific results related to each of the four FY 2000 performance goals.
|Performance Goal: Ensure that all FLRA hardware, software, systems, peripherals, and office facilities are Year 2000 compliant on or before January 1, 2000.||Actual Performance: Met the Goal -- as described below in Performance Analysis.|
Performance Analysis: This goal was fully met. The plan to achieve this goal was developed and implemented by the IRM Division staff, in close coordination with program offices and the Budget and Finance Division, and assistance and advice from the FLRA Technology Committees.
Every aspect of the FLRA Year 2000 (Y2K) Remediation Plan was completed on time. This included assessment of workstation, server and embedded chip Y2K vulnerabilities; upgrade and testing of servers, workstations, and telephone and voice mail systems; development and implementation of new automated case tracking systems; review of extensive programming code in all case management systems; and liaison with building managers in locations where FLRA occupies space to obtain Y2K certifications for all facilities. In addition, FLRA completed an independent verification and validation of changed programming code and an agency-wide Day One test of all automated information resources to ensure compliance.
By completing the FLRA Y2K remediation plan on schedule, the agency was able to use the FLRA information infrastructure without interruption. The tests conducted on January 1, 2000, all resulted in documented verification of uninterruptible services. There were no significant follow-on problems throughout the month of January 2000 or thereafter. The project's timely completion had a very positive impact on the FLRA's ability to fulfill all aspects of its mission because FLRA staff had full access to its information infrastructure throughout the period. The additional resources required, including an FY 1999 supplemental appropriation, were clearly worth the resulting continuity of operations agency-wide. While there is no hard data to verify it, the impact of having the FLRA web site available to the public without interruption was also clearly a positive benefit to the Federal labor relations community and the public.
|Performance Goal: Upgrade agency infrastructure, including hardware and software, in accordance with agency life cycle management plan.||Actual Performance: Substantially Met the Goal -- as described below in Performance Analysis.|
Performance Analysis: This goal was substantially met. The plan to achieve this goal was developed and implemented by the IRM Division staff, with assistance and advice from program offices and the agency Technology Committees.
In order to accomplish this goal, 25% of the agency's workstations were to be replaced, Regional Office servers were to be replaced, other servers upgraded and higher-speed switches purchased. As a result of the infrastructure upgrades, the agency's information technology was able to meet its operational needs with a high level of performance from all agency servers. All of these tasks were completed, however, only 18% of the agency's workstations were replaced, while 7% remained at the end of the fiscal year due to lack of funds. These purchases will be funded and equipment will be replaced in FY 2001.
|Performance Goal: Develop and test FLRA web site capability to search FLRA decisions.||Actual Performance: Exceeded the Goal -- as described below in Performance Analysis.|
Performance Analysis: This goal was exceeded. The plan to achieve this goal was developed and implemented by the IRM Division staff, with assistance and advice from program offices and the agency Technol