Title |
Obtain audit opinion on financial statements to ensure records are maintained to the highest level of integrity |
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Objective |
4.1 Maintain efficiency in utilizing agency resources |
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Definition |
This measure indicates the Office of the Chief Financial Officer's (CFO) efforts to ensure the financial integrity of the NTSB, as well as, ensure external stakeholders that the agency takes its fiduciary responsibility seriously. An audit is conducted annual by Department of Transportation Inspector General (DOTIG) and authorized agents usually from April to November. The CFO must receive an audit opinion for the financial information before submission to external stakeholders. |
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Data Source |
Auditable financial records include, but not limited to, general ledger transactions, budget allocations, payroll records, Momentum, Department of Interior's National Business Center, and other financial documents as required. |
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Calculation |
A series of spreadsheets and/or reports are used in the collection of data and submitted to DOTIG. To maintain auditable financial information, the CFO uses the following: internal controls as required by OMB-Circular A-123 (Management and Accountability); monthly financial statements; daily review of financial information as early warning indicators should the financial information need to be corrected before submission. This measure will be considered achieved and designated GREEN when a clean or unqualified audit opinion has been received from DOTIG. |
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Limitations |
None |
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Title |
Increase integration of IT solutions into the NTSB's mission and administrative processes |
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Objective |
4.1 Maintain efficiency in utilizing agency resources |
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Definition |
This measure tracks the implementation of a number of IT projects that will improve the overall internal and external experience in accessing and using NTSB products and services to include: (1) Implementing tools to enhance the capability of NTSB staff operating in a mobile environment (e.g. replacement of existing blackberry devices with a smartphone; deploying up to 200 tablet devices and a secure container solution to support email, calendar and contact functions on mobile devices; pilot and implement a virtual desktop environment; and deploy of a new tool [Accellion] to support large, secure file transfer); (7) Enhancing the experience of FOIA requestors by providing a mechanism to check FOIA request status online; and migrating the public website to the cloud and re-platform the website to MS SharePoint 2010. |
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Data Source |
OCIO IT Projects |
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Calculation |
Manual count the number of implementations, enhancement and/or upgrades |
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Limitations |
The total number of implementations, enhancements and upgrades may be impacted by budget and personnel resources as well as specific customer driven requirements. |
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Title |
Obtain positive response to FISMA, FOIA and other oversight body reports |
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Objective |
4.1 Maintain efficiency in utilizing agency resources |
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Definition |
This measure tracks the completion and submission of requisite annual reports in the areas of IT Security and Freedom of Information Act (FOIA) compliance by the NTSB. These reports are required to be completed on an annual basis and provide insight into agency compliance with the Federal Information Security Management Act of 2002 and the Freedom of Information Act. The Department of Justice (DOJ) serves as the oversight authority for FOIA activities and after the NTSB's annual FOIA report is approved it is posted to the NTSB's public website. Specific data related to the NTSB's FOIA performance, and its relation to other FOIA programs across the Government can be found at http://www.foia.gov/index.html. The Office of Management and Budget (OMB) serves as the oversight authority for FISMA reporting. Annual FISMA reports are filed with OMB and once approved are distributed to appropriate Congressional committees. The goal of both reports is to demonstrate substantial compliance with Government best practices to leverage this data to better understand and mitigate risks with either the NTSB's IT Security or FOIA programs. |
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Data Source |
Annual reports submitted in accordance with reporting standards as defined by OMB for FISMA and DOJ for FOIA. |
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Calculation |
Submit annual reports |
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Limitations |
None. |
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Title |
Implement the NTSB Safety and Occupational Health Program |
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Objective |
4.1 Maintain efficiency in utilizing agency resources |
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Definition |
The measure reports the development and implementation of the Safety and Occupational Health Program (SOHP). The SOHP is defined as an active, written process designed to seek and identify those hazards or hazardous conditions present in the workplace that may potentially harm/injure employees, damage/destroy equipment, or otherwise disrupt/halt operations and mitigate the associated risks to an acceptable level to ensure the agency can complete its mission. The intent of the program is to assure, as possible, safe and healthful working conditions for all personnel by providing advice, information, training and education, and research. Full implementation of the SOHP is a three-phase, three-year process: Phase 1 – Assessment; Phase 2 – Development and Implementation; and Phase 3 – Performance. A fully viable SOHP includes the following: Policy, Risk Management, Assurance, Promotion and Allocation of Resources (Human, Fiscal, Equipment). FY 2013 planning includes: developing a written SOHP which includes incorporating all aspects of a safety management system, initiating review and approval process, and integrating suggested and approved changes. |
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Data Source |
Occupational Safety and Health Act, Public Law 91-596, or 84 STAT. 1590, December 29, 1970; Executive Order 12196, February 26, 1980; 29 CFR Part 1960, Elements for Federal employee Occupational Safety and Health Programs |
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Calculation |
Develop and implement program |
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Limitations |
Development programs may be impacted by budget and personnel resources constraints. |
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Title |
Develop and Implement a Strategic Hiring Plan |
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Objective |
4.2 Align and improve human capital planning and diversity |
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Definition |
The Strategic Hiring Plan (SHP) is a sub-element of the Strategic Human Capital Plan and a companion to the Strategic Training and Development Plan. The intent of the SHP is to describe the agency's process to strategically plan recruitment and hiring for mission-critical occupations, implementing that process, and evaluating the effectiveness of the approach. Implementation or deployment of the SHP includes developing the recruitment strategy, streamlining the hiring process, and improving the onboarding of new hires into the NTSB workforce. |
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Data Source |
Strategic Human Capital Plan and HR activities to include recruitment and hiring. |
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Calculation |
Develop and implement Plan in alignment with Strategic Plan and Strategic Human Capital Plan |
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Limitations |
Initial focus is on mission-critical positions as defined in the Strategic Human Capital Plan due to availability of resources. |
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Title |
Increase the percentage of employee participation in formal and informal development programs |
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Objective |
4.2 Align and improve human capital planning and diversity |
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Definition |
This measure reports employee participation in formal and informal development programs at the agency. These types of programs provide learning opportunities within frameworks designed to build competencies that are important for career and personal success. The main goal of these types of programs is provide employees with an opportunity to gain additional knowledge, skills and tools to help them achieve their career goals. Formal and informal development programs may include the following: temporary assignments through details and rotations, employee development programs (i.e. leadership development program, professional development program, Upward Mobility, Summer Intern Program; mentoring) and any other program designed to facilitate professional and personal growth. |
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Data Source |
NTSB formal/informal development programs |
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Calculation |
Implement strategies and actions to increase future participation in formal and informal development programs. |
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Limitations |
Development programs may be impacted by budget and personnel resources constraints. |
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Title |
Implement diversity and inclusion organizational development activities |
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Objective |
4.2 Align and improve human capital planning and diversity |
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Definition |
Diversity refers to differences in race, ethnicity, sex, religion, sexual orientation, gender identity, culture, cognitive and physical ability, age, and nationality. Inclusion can be defined as cultivating a culture that connects each employee to the organization; encourages collaboration, flexibility and fairness; and leverages diversity throughout the organization so that all individuals are enabled to participate and contribute to their full potential. The Diversity and Inclusion (D&I) Strategic Plan is comprised of three strategic goals: Workforce Diversity; Workplace Inclusion; and Sustainability. We will recruit from a diverse, qualified group of potential applicants; cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and to further retention; and, develop structures and strategies to equip leaders with the ability to manage diversity. This measure identifies strategies and actions to implement organizational developmental activities which align with the D&I strategic plan goals. Organizational developmental activities include but not limited to staff participation in career development and career enhancement programs; D&I brown bags, workshops, training and/or any other D&I learning activities including activities and events initiated or sponsored by Senior leaders, Office Directors, and supervisors/managers. |
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Data Source |
Diversity and Inclusion Strategic Plan; Diversity Assessment Survey data; Diversity Action Plan; Human Resources race, national origin data on career development programs; EEODI activities; agency career management programs |
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Calculation |
Count the number of diversity and inclusion organizational development activities implemented during the year. |
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Limitations |
Budgetary constraints may affect external recruitment activities as well as funding in support of classes and/or other developmental opportunities. |
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