APPENDIX 0. DEPARTMENT OF LABOR, OFFICE OF INSPECTOR GENERAL, REPORT OF AUDIT OF OFCCP, SEPTEMBER 30, 1985 (EXECUTIVE SUMMARY> EXECUTIVE SUMMARY OFCCP could achieve a greater impact, using fewer dollars, by correcting internal structural and operating weaknesses, by improving its enforcement procedures, and by evaluating the results of agency activities. We noted that many of the defects created or magnified by the 1978 consolidation continue to exist today. In 1978, responsibility for contract compliance was removed from the eleven major Federal departments and centralized in OFCCP. The new centralized structure preserved most of the eleven departmental program hierarchies. This caused structural imbalances which continue to exist today, causing inefficient operations as identified in this report. In addition, certain other factors have contributed to some of the problems we identified and these are noted throughout the report. FINDINGS, CONCLUSIONS AND RECOMMENDATIONS OFCCP enforces statutes and Executive Orders prohibiting employment discrimination by Federal contractors on the basis of race, sex, religion, national origin, handicapped or veterans status. Our survey work revealed that OFCCP has had limited effectiveness in carrying out its mandated mission and functions because: I. I. its organization and structure limit productivity and II. enforcement procedures prevent complete, timely and III. the agency does not attempt to regularly measure or ORGANIZATION AND STRUCTURE (See pages 7 to 28) Maximizing program resources is one of the goals and objectives OFCCP has established during the last several fiscal years. Our survey, however, found that OFCCP has organized and structured itself with: A. EXCESS OVERHEAD A majority of its budget is used to support overhead staff (managers, supervisors, technical advisors and clerks) rather than enforcement caseworkers. B. C. LARGE NUMBERS OF STAFF AT HIGH GRADES INEFFICIENT FIELD STRUCTURE In small regions costly regional -1 |