The indicator measures the timeliness of actions taken to address Hotline compaints. It is computed by dividing the number of DOC-related complaints that are evaluated and referred within 30 days by the total number of DOC-related complaints received. Hotline complaints are submissions to the OIG Hotline that present allegations of fraud, waste, abuse, or mismanagement affecting DOC programs, operations, or personnel. They can be received via online web submissions, phone calls, emails, faxes, or in person visits. Appropriate action includes investigations, requests for assistance or proactive monitoring, audits, referrals to DOC operating units, and referrals to external entities. This data is maintained in OIG's Case Management System.

This indicator measures the number of the Department's acquisition workforce members receiving targeted training on innovative and underutilized procurement and program management techniques through the acquisition innovation lab (The Lab).

This indicator reflects the result of the Financial Statement Audit. The goal is to receive an “unmodified” audit opinion. There are several types of audit opinions: (1) unmodified, in which the Auditor concludes that the Financial Statements give a true and fair view in accordance with the financial reporting framework used for the preparation and presentation of the Financial Statements [SCORE = 1]; (2) modified, in which the Auditor encounters a situation that does not comply with generally accepted accounting principles, however, the rest of the financial statements are fairly presented [SCORE = -1]; and (3) disclaimer, which is issued when the Auditor cannot form, and refuses to present, an opinion on the financial statements [SCORE = 0].

This performance indicator measures the number of EDA grants to communities and regions to help build the capacity to support the manufacturing-related activities and needs of businesses.

The number of policy papers related to minority businesses.

Sound acquisition practices help guard against inefficiency and waste and improve the ability to obtain quality supplies and services that are on time and within budget. There are many ways to achieve savings through more effective acquisition practices, including: ending contracts that do not meet program needs; negotiating more favorably priced contracts; developing more strategic acquisition approaches; and reengineering ineffective business processes. This element will measure the Department’s progress in reducing spending through more effective acquisition practices.

Ongoing near real-time awareness and assessment of information security risks to support risk management decisions

This indicator measures the number of the Department's acquisition workforce members receiving targeted training on innovative and underutilized procurement and program management techniques through the acquisition innovation lab (The Lab).

This indicator describes a major service that ES provides to its customer base via the HR Tower -- that being the timely processing of Personnel Action Requests (PARs) which are used to accommodate all categories of pay and non-pay related personnel changes for in-scope bureau employees. Examples include (but are not limited to) interim appointments, return-toduty, change-in-duty station, cash awards, relocation incentive, locality pay, and many others. The sources for these data are: Treasury HR system (HRConnect); NFC Payment system (PAYE and subsystems); ES ServiceNow system; and the ES Tableau Data.