U.S. Department of Labor
Employment and Training
Administration
2001
Annual Performance Plan
for Committee
on Appropriations
1. Introduction
2. Overview of ETA Strategic
Plan
3. FY 2001 Strategic Goals and
Budget
4. FY 2001 Performance Goals
and Indicators
5. Cross-Cutting Issues
6. Agency Strategic Management
Process
Appendix A, List of Acronyms
Appendix B, Summary of ETA FY
2001 Performance Goals
Appendix C, Summary of ETA FY
2001 Performance Goals by Program
1. Introduction
The FY 2001 Annual Performance Plan (APP)
for the Employment and Training Administration (ETA) is based on
goals and strategies developed as part of the agency's strategic
plan for the period FY 1999 - 2004. Fiscal 2001 is the second year
of full implementation of the landmark job training legislation,
the Workforce Investment Act of 1998 (WIA). Levels of performance
under the new legislation remain the subject of negotiations between
each state and the Secretary of Labor, as required by the Act. Only
a handful of states will be implementing the legislation in FY 99;
therefore, as more states implement WIA, both the strategic plan
and this performance plan will be revised to reflect the negotiated
levels of performance.
2. Overview of ETA Strategic
Plan
The draft Strategic Plan for the Employment
and Training Administration (ETA) covers the period 1999-2004, and
has been developed through an intensive and open consultation process
with our partners. ETA's mission is to contribute to the more
efficient and effective functioning of the U.S. labor market by
providing high quality job training, employment, labor market information,
and income maintenance primarily through state and local workforce
development systems.
2.1 The Changing Workforce and Workplace
In 1999, the starting point for this plan,
the Nation's labor market is performing at record levels. The number
of workers employed is at an all-time high, the unemployment rate
is at a 30-year low, and real wages are increasing after years of
stagnation. Since January 1993, the U.S. economy has generated 18
million new jobs. Welfare caseloads are down by 44
percent since August 1996.
BLS projections indicate that occupations
with the fastest employment growth for the 1996-2006 period are
technology-based occupations and health-related fields. During the
same period, demographic data reveal that the labor force is aging
with the highest increases in the age groups of 45 to 54 and 55
to 64. All these key external factors will impact on the agency's
ability to successfully achieve its goals over the planning period.
2.2 The Workforce Investment Act of
1998
The Workforce Investment Act of (WIA), enacted
in August 1998, is the cornerstone of ETA's 1999-2004 strategic
plan. The Act envisions a workforce system that is customer-focused,
business-led, and community-centered. Local One-Stop Career
Centers provide individuals with access to career support and businesses
with assistance in finding skilled workers. The key principles underlying
the legislation are: streamlining services, empowering individuals,
universal access, increased accountability, new roles for local
boards, state and local flexibility, and improved youth programs.
Local Workforce Investment Boards (WIBs),
appointed by Chief Local Elected Officials, oversee operation
of the One-Stop Career Center Systems. The WIB is chaired
by an individual from the business community, and business representatives
must comprise the majority. The WIB also includes local education,
labor organizations, economic development agencies, and all one-stop
partners, e.g., dislocated worker programs, youth programs, adult
education, vocational education, welfare-to-work, unemployment insurance,
etc.
Performance Accountability for results
is a hallmark of the new legislation. States are required to negotiate
expected levels of performance with the Secretary of Labor and submit
annual reports on state and local performance, including customer
satisfaction indicators for both participants and employers. As
of February 2000, the required negotiations have only occurred with
a handful of states implementing WIA in 1999. Remaining states will
come on board by July 1, 2000. Since GPRA outcome goals must link
to negotiated levels of performance, it is premature to set outcome
goals for many of the core indicators until negotiations with more
states have taken place.
Continuous Improvement is featured
prominently in the new Workforce legislation. The Act envisions
a high-performance workforce system that is continuously improving
and delivering high quality services to its customers -- employers,
workers and job seekers. ETA is promoting and supporting the widespread
use of the Malcolm Baldrige Criteria for Performance Excellence
as a tool for improving organizational effectiveness throughout
all levels of the new system, including the agency itself.
2.3 Management Strategies to Improve
Organizational Effectiveness
The Workforce Investment Act required that
ETA assess its capabilities and to reorganize itself to enable the
agency to carry out the duties and responsibilities of the Act in
an effective and efficient manner. Using the Baldrige Criteria as
a tool, ETA conducted a self-assessment, and developed a plan to
reorganize.
To improve its capabilities under the Leadership
Criteria, the agency created a Workforce Investment
Policy Council to exercise leadership on values and performance
expectations and to guide a focus on customers and stakeholders.
The Council leads the empowerment of workers, innovation,
learning and organizational directions. ETA has also established
seven other offices to improve leadership and organizational effectiveness:
Office of the Assistant Secretary -Deputy for Regional Innovation and Transformation;
Office of Youth Services; Office of Adult Services; Office of Apprenticeship
Training, Employers and Labor Services; Office of Workforce Security;
Office of Policy and Research; Office of Technology; and the Office
of Financial and Administrative Management.
ETA also collapsed its field structure of
10 Regional Offices down to six, and more closely integrated Job
Corps and Apprenticeship activities with the mainstream regional
office functions.
The agency has also developed strategies to
improve capabilities under the remaining six Baldrige Criteria:
Strategic Planning, Customer and Market Focus, Information
and Analysis, Human Resource Focus, Process Management, and Business
Results.
2.4 ETA Strategic Goals
The Department of Labor has developed three
strategic goals designed to align agency and system-wide resources
on addressing the needs of job-seekers, workers, families, and employers
in the changing workforce environment at the onset of the 21st century
economy.
- A Prepared Workforce: Enhance opportunities
for America's workforce
- A Secure Workforce: Promote the economic
security of workers and families
- Quality Workplaces: Foster quality workplaces
that are safe, healthy, and fair
Each of these cross-cutting strategic goals
has associated outcome goals. ETA programs are arrayed under these
three strategic goals and the respective outcome goals which track
the Department's outcome goals.
- Increase employment, earnings, and
retention
- Increase the number of youth, including
targeted youth, making a successful transition to a career
- Increase the effective usage of information
and analysis on the U.S. economy
- Integrate employer and labor management
representatives in WIA
- A Secure Workforce
- Increase compliance with worker protection
laws
- Improve the effectiveness of programs
to protect worker benefits
- Increase employment and earnings for
dislocated workers
- Quality Workplaces
- Reduce workplace injuries, illnesses,
and fatalities
- Increase compliance with equal opportunity
laws and regulations
- Support greater balance between work
and family
Associated with each of these goals are specific
programs designed to implement ETA priorities including: the President's
Welfare-to-Work (WtW) initiative which enables welfare recipients
and other low-income parents to move from welfare and other low-wage
jobs to stable, unsubsidized employment; expanding the network of
One-Stop Career Centers to provide access to universal employment
information for job seekers and employers; increasing employment
of out-of-school youth in Youth Opportunity Areas; providing employment
and retraining assistance for dislocated workers including those
who lost their jobs due to trade; and providing full-funding and
reform for UI to enhance the economic security of workers and their
families and minimize the tax and reporting burden on employers.
3. ETA Strategic Goals and FY 2001 Budget
This budget summary encompasses all ETA programs
and activities included in the following appropriation accounts:
Training and Employment Services; Community Service Employment for
Older Americans; State Unemployment Insurance and Employment Service
Operations; Federal Unemployment Benefits and Allowances; Welfare-to-Work
Jobs; and Program Administration. ETA's budget should not be viewed
as merely a series of separate appropriations, but as indispensable
components of America's Jobs Network. America's Jobs Network is
the nation's workforce development partnership of federal, state,
local and private entities which oversee and operate the programs
that assist current and future American workers to reach their skills
and earnings potential and America's employers to access skilled
workers.
The ETA FY 2001 budget totals $11 billion,
$879 million above the appropriated level in FY 2000. Discretionary
budget authority totals $10.1 billion, $820 million above FY 2000,
and mandatory programs total $888.6 million, $58.9 million above
FY 2000. Included in the totals for both years are estimates of
H-1B fees that are available for skill shortage grants ($49.9 million
in FY 2000 and $47.7 million in FY 2001).
The budget for the several appropriations
accounts is as follows: Training and Employment Services (TES) request
is $6.2 billion, $650.6 million and 11.8% above FY 2000; the Community
Services Employment for Older Americans (CSEOA) request is $440.2
million, the same as in FY 2000; the State Unemployment Insurance
and Employment Service Operations (SUIESO) request is $3.39 billion,
$154.7 million and 4.8% above FY 2000; the request for Federal Unemployment
Benefits and Allowances (FUBA - for the TAA/NAFTA-TAA programs)
is $453.6 million, $38.4 million and 9.2% above FY 2000, and reflects
$47 million under proposed legislation to reform and consolidate
the trade programs; and the request for the Program Administration
account is $161.1 million, $15.1 million and 10.3% and 40 FTE above
the FY 2000 appropriation. Included in this total is $1.8 million
and 21 FTE that will be financed from H-1B fees. Finally, the request
for ETA reflects $435 million for the Advances to the Unemployment
Trust Fund and Other Funds account, which is requested by ESA for
the Black Lung Disability Trust Fund, but the account is in ETA's
budget as occasionally the account is used to advance funds to the
FUBA account or trust fund accounts. No such advances are projected
for ETA in FY 2001.
Workforce Investment Act of 1998
This request is the second budget authorized
under the Workforce Investment Act (WIA) of 1998, passed by the
105th Congress (P.L. 105-220), which repeals the Job
Training Partnership Act (JTPA) as of July 1, 2000. WIA is based
on and incorporates the following principles: streamlining services;
empowering individuals; universal access; increased accountability;
strong roles for local boards and the private sector; State and
local flexibility; and improved youth programs. The WIA is intended
to consolidate, coordinate, and improve employment, training, literacy,
and vocational rehabilitation programs. All States will have completed
the transition from the Job Training Partnership Act programs to
the Workforce Investment programs by July 1, 2000, representing
the start of program year 2000. There will be several States choosing
to transition from JTPA to WIA programs in FY 1999 (program year
starting July 1, 1999). Although the WIA goal of consolidating and
integrating program services through a one-stop delivery system
will be done at the "street" level by local workforce investment
boards, WIA requires a restructuring of some ETA programs and their
performance goals. Since this restructuring is still underway, we
anticipate that some performance goals in Section 4 will be revised
to better reflect State and local plans as they implement WIA.
Major New Initiatives for the 21st
Century Workforce
The Department's budget for 2001 reflects
new initiatives for the 21st Century Workforce which
are also part of ETA's budget request. ETA's programs and initiatives
address the issues, problems and challenges of meeting the needs
of the 21st Century Workforce. ETA's programs are vital
components of the Secretary's three Strategic Goals of "A Prepared
Workforce", "A Secure Workforce", and "Quality Workplaces". The
FY 2001 budget includes initiatives that address the needs of adults
and youth, as well as dislocated workers and strengthening the one-stop
delivery system that is the cornerstone of the new workforce development
system envisioned by the Workforce Investment Act. The budget also
reflects the second year's investments for the President's Universal
Reemployment initiative that seeks to meet, by 2004, the following
goals: All dislocated workers who need and want services to become
reemployed will get those services; all unemployment insurance claimants
who need and want reemployment services will receive those services;
and all Americans will have access to the information and services
of one-stop career centers. New initiatives for FY 2001 are:
Fathers Work/Families Win
Incumbent Workers
Responsible Reintegration for Young Offenders
Safe Schools/Healthy Students
These initiatives are described under the
appropriate outcome goal below.
Strategic Goal 1: A Prepared
Workforce
The Prepared Workforce cross-cutting goal
seeks to enhance opportunities for America's workforce. Through
this goal, ETA is committed to creating a workforce development
system where those new to the workforce or those wishing to improve
their potential are given the assistance and information needed
to achieve success in today's ever-changing job market. Also included
are programs to assist employers seeking workers and to provide
economic information needed by all Americans to make sound employment
judgements. This cross-cutting goal has four outcome goals that
relate to ETA:
Outcome Goal 1.1: Increase employment,
earnings and retention
Outcome Goal 1.2: Increase the
number of youth, including targeted youth, making a successful transition
to a career path
Outcome Goal 1.3: Increase the
effective usage of information and analysis on the U.S. economy
Outcome Goal 1.4: Increase Employer
and Labor Involvement in WIA
Outcome Goal 1.1: Increase employment,
earnings and retention
ETA oversees and monitors its employment and
training programs in partnership with States and local communities
through America's Jobs Network - an evolving workforce development
system, which also includes the employer community and the private
sector. This system consists of programs that provide training and
employment assistance with an emphasis on those who are low-income
workers or disadvantaged.
- Welfare-to-Work: The FY
2001 budget does not include funds for the Welfare-to-Work program,
but a proposal will be made to extend the expenditure life of
already awarded funds to grantees to be expended for an additional
two years. Also, in November of 1999, the Administration received
desired legislative amendments to the WtW program. Title VIII
of H.R. 3424, enacted as part of the Consolidated Appropriations
Act for FY 2000, contains the "Welfare to Work and Child Support
Amendments of 1999" (1999 Amendments). These amendments will significantly
improve the program's ability to more effectively serve both welfare
recipients, custodial parents with incomes below the poverty line,
and non-custodial parents of low-income children, and will streamline
WtW reporting requirements.
- Adult Grants: The FY 2001
request is $950 million, the same as the FY 2000 appropriation.
The Workforce Investment Act provides new opportunities to provide
universal access to all adults, including a greater number of
low-income adults (including welfare recipients placed in jobs
through the WtW program) who need skills training and employment
services to enable them to get new and better jobs. Under the
WIA program, all adults are eligible to receive core services,
with intensive services and training targeted to those most in
need. These funds will enable approximately 380,000 adults to
receive core, intensive and training services helping to close
the skills and wage gaps for these workers.
Fathers Work/Families Win Initiative:
The budget includes $255,000,000 under WIA National Programs authority
to assist low-income working families, including non-custodial fathers,
to get the training and services needed to obtain better jobs and
higher wages. It is estimated that approximately 80,000 people (40,000
in the Fathers Work component and 40,000 in the Families Win Component
will be served).
- Native Americans: The
budget request includes $55 million, a net decrease of $3.6 million
from the FY 2000 appropriation. There is an increase of $1.2 million
to raise the base program to its minimum funding level under WIA
- $55 million. There is a decrease of $4.6 million, representing
one-time increase in FY 2000 to complete a facility in Hawaii
to serve American Samoans. It is estimated that about 22,000 Native
Americans will be served in FY 2001.
- Migrant and Seasonal Farmworkers
(MSFW): The budget for FY 2001 is $74.4 million, an increase
of $250 thousand over FY 2000. It is projected that 39,700 disadvantaged
adults will be provided assistance. Also included in the 2001
request is $5 million in Pilots, Demonstrations and Research funds
to continue the Migrant Child Labor initiative that was included
in the President's FY 1999 and 2000 requests (see Strategic Goal
3). The FY 2001 request also reflects $15 million for migrant
youth activities, as authorized by the Workforce Investment Act.
These funds are requested as part of the $250 million authorized
for Youth Opportunity Grants (see Outcome Goal 1.2 - Youth).
- Community Service Employment for
Older Americans Program (CSEOA): The budget request includes
$440.2 million, the same as FY 2000. These funds provide minimum
wage employment to low-income older workers, with the goal of
maximizing unsubsidized employment. It is projected that 92,000
older adults will be assisted in FY 2001. The budget assumes re-authorization
of the program.
The Employment
Service Grants to States budget activity now consists of two grants
to States programs - the ES Wagner-Peyser Formula grants and the ES
Reemployment Service grants.
- Employment Service Formula Grants
to States (Allotments to States): The request for the
Employment Service is $761 million, the same as FY 2000. The public
labor exchange is the cornerstone for the one-stop delivery system
and its network of One-Stop Career Centers.
- Reemployment Service Grants to
States: The request includes $50 million for these administrative
grants to States to assist unemployment insurance claimants. This
is part of the President's Universal Reemployment initiative,
and it is estimated that about 222,000 UI claimants can be assisted
through these grants.
- ES National Activities:
The request is for $44.2 million, $22.2 million below FY 2000.
The major change is in the Alien Labor Certification program which
reflects a decrease of $20.3 million form FY 2000. Of this amount,
$9.6 million results from streamlining of the permanent program
and $10.7 million represents a transfer of the Occupational Employment
Statistics program to the Bureau of Labor Statistics. Also, the
budget includes a proposal for the collection of employer user
fees for the permanent program, the proceeds of which will be
used to offset program costs in the federal/State administration
of the program, and for increased Skill Shortages grants in the
dislocated worker program. Funding for the Work Opportunity Tax
Credit/WTW Tax Credit program is included in this activity and
is described in outcome goal 1.2.
Pilots, Demonstrations and Research;
Technical Assistance; Incentive Grants; and Evaluation - These
budget activities include funds in the support of the workforce
development system, including conducting pilot and demonstration
projects for innovative approaches to solving/addressing workforce
problems and issues; conducting research on a variety of workforce
issues impacting on both adults and youth. Additionally, the budget
includes funds for providing technical assistance to our workforce
system partners, and providing incentive grants to States which
demonstrate good performance. These activities supports all three
of the Secretary's goals, themes and priorities. The following discusses
PD&R, TAT, and Incentive Grants in terms of base program and
major initiatives for 2001.
- Base Pilots, Demonstrations, Research;
Evaluations; Technical Assistance; Incentive Grants:
The budget request is $62.1 million for these activities, a net
decrease of $31 million. largely reflecting elimination of one-time
funding for Congressional earmarks. It continues funding for the
Migrant Child Labor initiative ($5 million) and the Apprenticeship
Child Care Initiative ($4 million, see Strategic goal 3). There
is an increase of $10 million for Incentive Grants to reward States
with good performance in operating their WIA programs. There is
also an increase of $3 million for evaluations to evaluate program
effectiveness. Also included for Pilots, Demonstrations and Research,
is $47.7 million for skill shortage grants that are financed from
H-1B fees.
- Program Administration:
This appropriation account finances the salaries and operating
expenses for the entire agency. It consists of six budget activities
- Adult Services, Youth Services, Workforce Security, Apprenticeship,
Training, Employer and Labor Services, Welfare-to-Work, and Executive
Direction. Staff and other resources are budgeted for each of
these activities which support all of the Secretary's Strategic
Goals. For FY 2001, the request is $161.1 million and 1,411 FTE,
$15.1 million and 40 FTE above FY 2000. Included in the FTE level
are 21 FTE to be financed from employer user fees for the permanent
labor certification program The 40 FTE requested are needed to
administer new and on-going initiatives, including the following:
Dislocated Workers and Adult Services (7 FTE); TAA staffing (3
FTE); Youth Activities (7 FTE); Job Corps (4 FTE); UI and ES staffing
(8 FTE); Financial Management (5 FTE) Information Technology (2
FTE); Apprenticeship (2 FTE); Policy and Research (1 FTE); and
administration of the Work Incentive Grants for assisting people
with disabilities (1 FTE). The request for Apprenticeship includes
$1 million (including the 2 FTE) for administering the women apprenticeship
in non-traditional occupations (WANTO) that was previously financed
in the TES account. Of that amount, $800,000 will be transferred
to the Women's Bureau. The request also includes $4.55 million
for Information Technology to upgrade and design ETA systems;
staff development and training ($600 thousand), contract services
for financial management ($450 thousand), and records management
($200 thousand).
Outcome Goal 1.2: Increase the number
of youth, including targeted youth, making a successful transition
to a career path
A variety of interventions address basic and
intensive education, training, career preparation and job needs
of primarily disadvantaged and low-income youth. The goal of these
programs is: employment in jobs that will provide a long-term career
path; prevention of youth from dropping out of school or encouraging
those who already have dropped out to return and complete or advance
their education; or to provide job and work related skills that
will prepare youth for the rapidly changing labor market and help
youth make the transition from school-to-work.
- Youth Activities Grants:
The budget request is $1.02 billion for State formula grants for
youth activities authorized by the Workforce Investment Act. This
is an increase of $21.5 million above FY 2000. WIA links youth
programs more closely to local labor market needs and the community
as a whole, and provides a strong connection between academic
and occupational learning. It is estimated that approximately
612,300 youth will receive employment and training services and
summer employment opportunities in FY 2001, an increase of 12,900
over FY 2000. WIA requires that at least 30% of the funds be spent
on out-of-school youth.
- Youth Opportunity Grants: The
budget includes $375 million for Youth Opportunity Grants, an
increase of $125 million above 2000. These competitive matching
grants would be distributed to Empowerment Zones
and Enterprise Communities and similar high poverty areas to train
youth for jobs. This program is intended to provide early intervention
in the lives of young people who are at risk of becoming long-term
recipients of public assistance. This request includes $20 million
to continue the Rewarding Youth Achievement demonstration program.
This effort will reward academically achieving, economically disadvantaged
youth with extended summer employment opportunities and the opportunity
to earn an end of the summer bonus. Also included is $15 million
that would be used for migrant youth activities to provide employment
and training assistance to youth in families engaged in migrant
and seasonal farmwork. This program would be administered under
the regular Migrant and Seasonal Farmworker program. The increased
funds will enable ETA to award 12-15 new grants to communities,
and a total of about 85,000 youth will be assisted, 27,000 above
FY 2000.
- Job Corps: The request
includes $1.4 billion, $35.3 million above the FY 2000 level.
Job Corps will provide intensive skill training, academic and
social education, and support to an estimated 73,150 participants
at 122 centers. The increase includes $12.9 million for salary
increases for academic and vocational instructors, counselors,
residential advisors, and recreation leaders The request also
includes operating costs for two new centers and an increase for
inflation. It reflects a decrease of $13.5 million for one-time
construction costs.
- Responsible Reintegration for Young
Offenders: This $75,000,000 initiative under WIA National
Programs authority, builds on a FY 2000 Congressional youth offender
initiative. It will link the resources of the workforce development
system to the criminal justice system serving youth and young
adults (up to age 35) and test new approaches for reintegrating
those ex-offenders into the mainstream economy. Approximately
19,000 young offenders will be provided extensive services at
an average cost of $4,000.
Safe Schools/Healthy Students:
The request includes $40,000,000 under WIA National Programs authority
for this initiative that began in 1999 as a collaborative effort
among the Departments of Education, HHS and Justice to promote healthy
childhood development and prevent school violence. For FY 2001,
the Department of Labor is added as a partner in this initiative,
and will contribute $40,000,000 for competitive grants.
School-to-Work Opportunities:
A planned decrease of $55 million is reflected in the budget, as
federal funding commitments for the School-to-Work system are completed
in FY 2000. However, there will be on-going activities as States
and other grantees expend funds from their current grants to continue
building the school-to-work system. ETA will work with its partners
to ensure sustainability of the school-to-work system.
Outcome Goal 1.3: Increase the effective
usage of information and analysis on the U.S. economy
The one-stop delivery system, authorized under
the Workforce Investment Act, is designed to transform a fragmented
array of employment and training programs into an integrated information-job
service delivery system, a basic component of the evolving workforce
development system. One-Stop transformation means that individual
offices offer all the business lines or "core services" to their
customers. Although new WIA programs are important components of
the one-stop delivery system, the ETA budget contains resources
in several programs that are integral and vital to sustaining and
enhancing the one-stop delivery system.
One-Stop Delivery System
- One-Stop Implementation/ALMIS:
The One-Stop Career Centers budget request is for $154 million,
$34 million above the FY 2000 appropriation. It reflects a decrease
of $20 million for State Implementation grants, as the federal
commitment for this component of the One-Stop budget is complete.
For the America's Labor Market Information System (ALMIS) component,
the request is $154 million, $54 million above FY 2000. The information,
systems and services financed this budget are part of the President's
Universal Reemployment initiative that seeks, by 2004, to ensure
that every American has access to one-stop career center information
and services. The request will finance existing systems along
with enhancements, including: core labor market information programs'
Occupational Information Network (O*NET); Universal Access for
Customers (Toll-Free Number; Mobile One-Stop Vans; Neighborhood
Access Zones, Rural Learning Centers, One-Stop operating system);
America's Job and Talent Banks, Talking version of the AJB, Access
America, America's Career InfoNet, America's Learning Exchange;
Agricultural Network.
- Work Incentives Grants: The
budget includes $20 million for continuation of the Work Incentives
Grants program which provides competitive grants to improve access,
accommodation, benefits, services and employment opportunities,
through one-stop centers, to individuals with disabilities. This
program allows those individuals to return to work and provides
services to those who are working. This is part of the President's
Universal Reemployment initiative.
Strategic Goal 2: A Secure
Workforce
The Secure Workforce cross-cutting strategic
goal seeks to promote the economic security of workers and families.
ETA is committed to helping maintain workers' wages and employment
through retraining and employment. The programs in ETA that are
part of this Strategic Goal are: State Unemployment Insurance programs;
the Dislocated Worker program under the Workforce Investment Act;
and the Trade Adjustment Assistance/NAFTA-TAA program under the
Trade Act of 1974, as amended.
Outcome Goal 2.2: Improve the effectiveness
of programs which provide or protect worker benefits
- Unemployment Insurance Program:
The FY 2001 request for State unemployment insurance administration
totals $2,359,283,000, a net increase of $92,908,000 from FY 2000.
The request includes two major changes that are intended to meet
the changing needs of the States' administration of the UI program:
(1) The Department is requesting the combining of the two budget
activities that fund State administration of the UI program -
State Administration and Contingency; and (2) the base workload
level used to determine the States' base allocation will be raised
from an average weekly insured unemployment claims workload of
2 million to a level of 2.3 million. Appropriation bill language
is also proposed that would eliminate the separate appropriation
for contingency funds.
The combining of the contingency and State
Administration budget activities into just one budget activity,
State Administration, is a step forward in providing flexibility
to the States in administering their UI programs. Both activities
have been used in the past to do essentially the same thing, finance
the administrative costs of processing unemployment claims. Under
the new approach, a higher level of the total projected workload
will be financed at the beginning of the year, with a workload reserve
being maintained at the national level to finance individual States
when their workloads exceed base workloads. The budget reflects
a decrease in contingency workload reserve from $106,250,000 in
FY 2000 to $36,000,000 in FY 2001 that will be in the State Administration
budget activity. The higher base workload (2.3 million average weekly
insured unemployment) results in a net budget increase of $75,760,000.
This is due to the higher cost of base operations and the need to
finance fixed costs and maintaining a highly automated UI system
in each state. The request also includes an increase associated
with the workload growth in the number of subject employers ($17,148,000).
The budget continues to maintain integrity increases previously
approved by Congress ($35,000,000).
- UI Reform: The Administration is working
with the States, employers, and workers' representatives to reform
unemployment insurance programs to ensure that they continue to
meet the needs of a dynamic American economy. The Administration
is committed to working with stakeholders and Congress to develop
a comprehensive legislative proposal of system reforms, developed
with the overarching goal of budget neutrality and based on the
following principals: expanding coverage and eligibility for benefits,
streamlining filing, and reducing tax burden where possible, emphasizing
reemployment, combating fraud, waste and abuse, and improving
administrative services.
Outcome Goal 2.3: Increase employment
and earnings for dislocated workers
- Dislocated Worker: This
program, under the authority of WIA, provides formula grants to
States, as well as a national emergency grant account for retraining
and adjustment services to laid-off workers with a labor market
attachment to help them return to work, and for increasing marketable
skills leading to productive employment. The request is $1.77
billion, $181 million above the FY 2000 level. This increase is
included as the second year of the President's Universal Reemployment
initiative, a 5-year commitment to ensuring that every dislocated
worker that needs and wants help will get that assistance. It
is expected that 984,000 participants will receive services and
training under this program. The request contains $105 million
for Skills Shortages grants along with a proposal for employer
user fees on the permanent labor certification program. Upon enactment
of the fees, budget authority of $105 million will be reduced,
and these grants will be financed with the user fees.
- TAA and NAFTA-TAA: The
budget includes $406.6 million under current legislation and another
$47 million under proposed legislation for the Trade Adjustment
Assistance and NAFTA-TAA programs. Legislation will be pursued
once again to consolidate and reform these programs.
Strategic Goal 3: Quality
Workplaces
Outcome Goal 3.3: Support greater
balance between work and family
The Quality Workplaces strategic goal focuses
attention on fostering workplaces that are safe, healthy, and fair.
Although the vast majority of ETA's programs, activities and budget
are concerned with the first two cross-cutting strategic goals (A
Prepared Workforce and A Secure Workforce), there are two initiatives
that deal with Child Care and Child Labor that relate to this third
goal: the Apprenticeship Child Care initiative, and the Migrant
Child Labor initiative. The Apprenticeship Child Care initiative
continues at $5 million in FY 2001. This initiative replicates child
care provider apprenticeship programs in additional States. The
Migrant Child Labor initiative has $5 million in demonstration funds
in FY 2001, the same as in FY 2000. This demonstration project assists
youth of migrant families with employment alternatives to farm labor.
Such alternatives include work experience in non-farm labor employment.
The Child Care initiative will result in more apprentices who will
be trained and credentialed in the child care industry. When child
care providers are trained through apprenticeship programs, working
families will know that their children are being taken care of by
trained professionals. Many child care services will be available
in workplaces. The Child Labor initiative will take migrant youth,
ages 14-18, out of the fields and will provide safe and healthy
workplaces as alternatives to farm labor.
4. FY 2001 Performance Goals
and Indicators
4.1 Overview
This section provides an overview of the ETA
FY 2001 performance goals presented by the Department's cross-cutting
goals. It should be noted that for some of the performance goals,
baseline data is not currently available. ETA is committed to, and
continues to develop measurement systems to respond to legislative
changes and requirements, and for strategic and performance planning
purposes. This includes defining measures and establishing baselines
for the goals identified. Much of this information will be finalized
during PY 2000.
4.2 Strategy for Validation of Performance
Measures and Indicators
ETA will continue the implementation of a
data validation and quality initiative designed to improve the overall
validity, reliability and timeliness of its program data. A major
impetus behind this initiative has been the agency's GPRA strategic
and annual performance plan endeavors. ETA's efforts to articulate
quantitative GPRA outcomes have highlighted the importance of producing
reliable data. These data are not only the foundation of both baselines
and quantifiable performance targets, but the bases for informed
decision making and rational performance management.
As a result, ETA will focus on validating
the accuracy of its GPRA outcomes and those agency-wide measures
which support these GPRA goals. ETA is fully aware of GPRA's requirements
and understands the possible fiscal consequences of not achieving
its GPRA goals. Consequently, the agency will pursue a common, system-wide
approach in order to promote and test ETA's GPRA data quality and
accuracy. This coordinated strategy will encourage, to the extent
possible, individual program offices to tailor data validation within
a common framework in order to meet unique program requirements
and, ultimately, will provide more accurate information which ETA
can utilize to enhance its performance management decision making
in support of GPRA. This strategy should also be more resource efficient,
as it will eventually replace the separate validation methodologies
of the different ETA program offices.
ETA's data validation strategy involves two
separate, but complementary approaches. In order to ensure program
data accuracy and reliability, the agency will continue to vigorously
promote data quality throughout the workforce development system.
These cornerstone activities began in 1998/1999 and included: (1)
developing common data definitions and common data formats; (2)
delivering a consistent message concerning these definitions to
the system; (3) identifying effective activities and key processes
within the system, e.g., handbooks; and (4) providing system-wide
staff training, where necessary.
In 2000, ETA will continue these important
efforts, and will significantly widen its focus to include the implementation
of WIA. ETA also promotes the adoption of an approach in which grantees
are responsible for validation activities, and DOL has procured
contractor services to assist and independently verify the effectiveness
of efforts. This is similar to the method now employed for validation
of UI data. These testing activities will include: (1) generating
independent reports; (2) sampling and reviewing records; and, (3)
reviewing procedures and controls to see whether they can be relied
upon to generate reliable and accurate data.
The efforts undertaken through these funded
activities will result in improved confidence of data validity;
expanded, updated, and more cost-efficient performance measurement
system; extensive collaboration with partners and stakeholders;
and increased managerial and technical consultative services to
grantees and training contractors in using such information to improve
program service outcomes for system customers. Improved data quality
-- reliability and validity -- will further enable ETA and its delivery
system partners to make more informed decisions for improving program
outcomes.
This strategy of (1) Promoting Quality and
(2) Testing Accuracy will provide ETA a consistent, step-by-step
method to build upon the efforts of established ETA performance
initiatives and also raise the level of the agency's GPRA performance
management decision making. Ultimately, these strategies will cause
ETA to focus on the new workforce development system and the importance
of building a data validation component in the front-end design
of performance management information systems, to the extent possible.
There are a number of program-specific integrity
activities occurring in addition to the ETA's overall validation
strategy. They include:
Welfare-to-Work
• As a result of the WtW Amendments of 1999,
ETA now has responsibility for both financial and participant data
reporting for formula and competitive grants. ETA will validate
actual performance through desk reviews and on-site program monitoring
reviews. On-site program monitoring reviews will include interviews
with grantee management and staff, interviews with program participants,
review and analysis of participant files and other documentation,
review and analysis of written policies and procedures, and visits
or telephone calls with employers. Samples of reported information
will be regularly selected and traced to source documentation for
validity verification.
Indian and Native Americans
• ETA will validate actual performance through
desk reviews and on-site program reviews. On-site program reviews
will include interviews with grantee management and staff, interviews
with program participants, review and analysis of participant files
and other documentation, and visits or telephone calls with employers.
Samples of reported information will be selected and traced to source
documentation.
Migrants and Seasonal Farm Workers
• ETA will validate actual performance through
desk reviews and on-site program reviews. On-site program reviews
will include interviews with grantee management and staff, interviews
with program participants, review and analysis of participant files
and other documentation, and visits or telephone calls with employers.
Samples of reported information will be selected and traced to source
documentation.
Senior Community Service Employment
Program
• ETA will monitor management information
systems and grantees, and use internal grantee monitoring units
and independent audits to assure verification and validation of
performance goals,
Apprenticeship, Training and Employer
Labor Services
• ETA will enhance the Apprenticeship Information
and Management System (AIMS). Enhancements include converting the
system to a window environment to make it more user friendly and
programming data entry quality checks for more accurate data retrieval.
This activity is scheduled for completion by the end of Winter 2000.
Procedures that promote data accuracy, testing and internal monitoring
will also be reviewed and implemented nationwide.
Job Corps
• ETA will use third-party data verification
for validation of reported placement rates. A random sample of placements
(75% of those reported) will be verified using an independent placement
verifier to ensure data accuracy and integrity. A centralized data
system with numerous management information reports and system edit
checks is used to minimize error in data reporting. Each Job Corps
contractor reporting participant achievements is required to maintain
systems to validate their data. Further, ETA will partner with the
Office of Inspector General (OIG) to conduct a data validation audit
at twenty Job Corps Centers.
Dislocated Workers
• ETA will employ various methods of validating
performance measures and indicators. There are established oversight
and monitoring procedures, as well as reporting systems that will
be enhanced; there are required audits that states must procure;
there are evaluations which will be completed using Research and
Evaluation resources; and there are OIG special audits and reviews
which identify problems. ETA's budget request for FY 2001 includes
resources to address enhanced technical assistance, system enhancement,
development of performance measures, bench marking, post-program
follow-up and other activities.
Unemployment Insurance
• ETA will validate data for workload calculations
and most performance measurements through the UI data validation
program, and will also work independently of regular validation
programs to improve selected reporting and data gathering efforts
on which key GPRA measures are based.
4.3 FY 2001 Performance Goals and
Indicators by Strategic Goal
The following section of this APP provides
specific performance goals of the ETA as related to each Departmental
cross-cutting strategic goal. For each program or funding stream,
information is organized as follows:
• Departmental Strategic Goal
- the overarching DOL strategic goal to be addressed
• Departmental Outcome Goal
- the strategy goal to achieve DOL strategic goal
• Program - the program or
funding stream with which the performance goal relates
• ETA FY 2001 Performance Goal
- the specific target relative to the outcome goal which will be
accomplished in FY 2001
• Indicator - the measure
that will be used to assess progress toward the goal
• Source of Data - the measurement
system(s) that will be used to collect performance indicator data
• Baseline - the year and
level against which progress will be made
• Comment - issues related
to goal accomplishment, measurement systems, and strategies that
provide a context or description of the performance goal
• Means and Strategies -
specific efforts and initiatives that the ETA will continue or employ
to achieve the outcome and performance goals; means and strategies
listed comprehensively for each Departmental outcome goals after
all individual program goals
4.4 ETA Performance Goals
Responsible for an effective, results-oriented
workforce development system that is valued by its customers and
investors, the Employment and Training Administration is directly
involved in creating means and strategies to achieve the Department's
three Strategic Goals. This section provides specific information
on ETA's means and strategies to address those three goals, organized
by individual outcome goals that are specific to the Agency.
Shared accountability is one of the guiding
principles of the Workforce Investment Act. Under this principle,
statewide goals for the performance indicators stipulated in the
Act are to be developed through a process of negotiation between
the states and the Department of Labor. The national performance
goals for the WIA performance indicators will represent an amalgamation
of the goals negotiated with the states. At the initial preparation
of this plan in September 1999, only a handful of states are implementing
WIA in 1999, and some goals were not negotiated due to inadequate
baseline information . Full implementation will occur on July 1,
2000. Thus, the performance goals indicated for the WIA indicators
are place holders and will be revised based on approval of the state
plans for the vast majority of states that are not early implementers.
In addition to those goals directly impacted by the implementation
of WIA, other goals, including Job Corps, Welfare-to-Work and Labor
Exchange goals are new, with baselines not yet established.
Also new in the area of performance goals
is customer satisfaction measurement of job seeker and employer
customers of the workforce investment system. ETA is working with
state and local partners to establish common systems and baseline
information for use throughout the workforce system in PY 2001.
For measurement purposes, three standard questions will be used
for both customer segments that address satisfaction with services,
level of expectations met by the services, and the degree to which
services compared with the ideal service offering.
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Adult Programs |
FY 2001
Performance Goal: |
Of those registered under the
WIA adult program, 76% will be employed in the third quarter
after program exit, with increased average earnings of $3,600. |
Indicator: |
Employment retention after
six months; average earnings change after six months |
Data Source: |
State WIA reports, (UI wage
records will be primary source) |
Baseline: |
There is no prior experience
with this WIA indicator which is based on the use of UI wage
records. An approximation of the goal was derived by analysis
of the JTPA program experience of eight states using WIA indicator
specifications which yielded a range of from 72% to 84% for
employment and from $2602 to $5488 for earnings gain. |
Comment: |
The goal for this indicator
is preliminary and based upon the limited experiences of 8 States.
The goal may be revised based upon the Department reaching agreement
with all States on WIA adjusted levels of performance for Program
Year 2000. Employment retention includes exiters employed upon
registration and in the first quarter after exit. Earnings gain
is based upon a comparison of earnings in the second and third
quarters after exit with earnings in the second and third quarters
prior to registration. |
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Wagner-Peyser Act Funding Stream |
FY 2001
Performance Goal: |
By 2001, increase by 1 percentage
point the share of applicants who receive labor exchange services
that enter employment, resulting in more than 3.2 million Employment
Service applicants entering employment. |
Indicator: |
Percent change in the
Entered Employment Rate of applicants who receive reportable
labor exchange services that enter employment, and the total
number of applicants entering employment |
Data Source: |
State Reports and UI
Wage Records |
Baseline: |
Baseline will be FY 2000
data. 30.4% of applicants
who received labor exchange services entered employment in
FY 1999, with 3.2 million entering employment. |
Comment: |
The denominator of the
Entered Employment Rate will be those applicants who Received
Some Reportable Service as reported on the ETA 9002. In the
current labor market, fewer applicants are requiring labor exchange
services, but the Employment Service is successfully assisting
a larger proportion of those it does serve in finding employment
|
Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Wagner-Peyser Act Funding Stream |
FY 2001
Performance Goal: |
76% of job seekers registered
by the Wagner-Peyser Act funding stream will have unsubsidized
jobs six months after initial entry into employment (Six Month
Retention Rate). |
Indicator: |
Percent of individuals registered
who Received Some Reportable Service, remaining in unsubsidized
jobs six months after entry into employment |
Data Source: |
Sample of job seekers registered
by the Wagner-Peyser Act funding stream who have entered unsubsidized
employment and who Received Some Reportable Service as reported
on the ETA 9002 |
Baseline: |
New Goal. FY 2001 will
become the baseline. |
Comment: |
This goal is related to the
implementation of WIA in PY 2000 and the new WIA performance
accountability system since local ES offices are mandatory partners
in One-Stop Career Centers established by WIA. The goal may
be revised based upon implementation of WIA in PY 2000. An instrument
to obtain the necessary data for this measure must be developed.
|
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Wagner-Peyser Act Funding Stream |
FY 2001
Performance Goal: |
Increase by 10 percent, the
total number of job openings listed with the public employment
service, including both those listed with State Employment Security
Agencies (SESAs) and those listed directly with America's Job
Bank (AJB) via the Internet |
Indicator: |
Number of job openings listed
with SESAs plus the number of job openings listed directly with
AJB |
Data Source: |
State Reports |
Baseline: |
Baseline will be FY 2000 data.
8.5 million total number of job openings were listed with the
public employment service in 1999 (PY 1998). 7.3 million job
openings were listed with the SESAs, while 1.2 million job openings
were listed directly with AJB. |
Comment: |
An increasing proportion of
job openings now are being listed on AJB. This
goal is subject to fluctuations in the business cycle. If
the business cycle turns downward, the goal may be adjusted
accordingly. |
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Work Incentive Grants |
FY 2001
Performance Goal: |
Increase by 5% the number of
people with disabilities served and increase by 2 percentage
points the rate of unsubsidized employment (entered employment
rate) in the local Workforce Investment Area. |
Indicator: |
Number of people with
disabilities registered under Title I of WIA program; percent
of people with disabilities in unsubsidized employment under
Title I of WIA |
Data Source: |
A grant program reporting
system to be established. |
Baseline: |
Baseline to be established
in FY 2000 using WIA data. |
Comment: |
The WIG program is directed
to systemic change for people with disabilities obtaining services
under the WIA. Therefore, the goals are derived from the extent
to which One-Stop Centers in Workforce Investment areas serve
and place in unsubsidized employment people with disabilities.
The employment goal for FY 2001, the initial year of program
operations, is focused on the entered employment indicator,
but, will change to employment retention in the second year
of the program. |
Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Customer Satisfaction
|
Program |
WIA Adult, Dislocated Worker
and Youth |
FY 2001
Performance Goal: |
66% of participants will be
satisfied with services received from workforce investment activities. |
Indicator: |
Participant customer satisfaction. |
Data Source: |
WIA state reports |
Baseline: |
The goal was based upon limited
grantee experience gathering participant customer satisfaction
information, including pilot projects. |
Comment: |
The indicator is an index of
participant customer satisfaction based upon three questions
that will be asked of a sample of WIA program exiters. The index
is based upon the American Customer Satisfaction Index.
|
Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Customer Satisfaction
|
Program |
WIA Adult, Dislocated Worker
and Youth |
FY 2001
Performance Goal: |
61% of employers will be satisfied
with services received from workforce investment activities. |
Indicator: |
Employer customer satisfaction. |
Data Source: |
WIA state reports. |
Baseline: |
The goal was based upon limited
grantee experience gathering participant customer satisfaction
information including pilot projects. |
Comment: |
The indicator is an index of
employer customer satisfaction based upon three questions that
will be asked of a sample of employers using WIA program exiters.
The index is based upon the American Customer Satisfaction Index.
|
Means & Strategies
- Assess current workforce development systems
in relation to the changing workforce development environment
and the need for lifelong learning by:
Checking abilities to provide universal
services to all through combinations of the Internet and One-Stop
Centers
- Identifying new ways to provide services
to all workers, including low-income customers
- Creating plans to educate and maintain
capacity of staff to ensure that they can meet the demands
- Streamline systems by identifying non-legislative
barriers to integrated one-stop service delivery by:
- Engaging partners and selected States to
look at streamlining from Federal and state perspectives to identify
common barriers, reporting on models of streamlined workforce
systems that work
- Promote the information and services in
the America's Jobs Network by:
- Outreaching to low income groups in schools
and neighborhoods through community-based organizations, enlisting
their assistance in assessment and referral of individuals to
the "best available training and employment opportunities"
- Marketing the "Lifetime Learning Tax Credit"
enacted in 1997 to assist adults who need to upgrade their skills
and change careers
DOL will build on the launch of the Workforce
Excellence Network to provide training, tools and assistance to
Workforce Investment Areas and One-Stop partner programs on the
Malcolm Baldrige criteria for performance excellence, quality and
continuous improvement techniques, and customer satisfaction. DOL
will provide recognition to workforce entities that achieve identified
levels of performance excellence.
Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Welfare-to-Work |
FY 2001
Performance Goal:
|
Of those Welfare-to-Work (WtW)
participants placed in unsubsidized employment, 66% will remain
in the workforce for six months (2 consecutive quarters following
placement) with 6% average earnings increase by the second consecutive
quarter following placement. |
Indicator: |
Employment retention after
six months; average earnings change after six months |
Data Source: |
WtW Quarterly Financial Status
Report (FSR) |
Baseline: |
WtW FSR unsubsidized employment retention data as of 9/30/99
(10%)
FY 1999 TANF high performance
bonus retention data (80%)
PY 1997 and PY 1998 JTPA
Title IIA welfare follow-up (14 weeks after termination) employment
rate data (64%)
FY 1999 TANF high performance
bonus earnings gain data (23%)
PY 1997 and PY 1998 JTPA
Title IIA welfare average weekly earnings at follow-up (14
weeks after termination) entered employment rate data ($303/week) |
Comment: |
Baseline WtW data from
the WtW FSR for Retention and Earnings Gains to be available
September 2000 |
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Fathers Work/Families Win Program |
FY 2001
Performance Goal: |
During the initial year of
funding, at least 100 grants will be awarded and 40,000 non-custodial
fathers and 40,000 working poor parents enrolled in the Fathers
Work/Families Win initiative. |
Indicator: |
Grants awarded and Persons
Enrolled. |
Data Source: |
Grantee reporting. |
Baseline: |
There is no baseline since
this is a new initiative for which funding is being requested
in the FY 2001 budget. |
Comment: |
The initial year of program
operation will be PY 2001. This output goal is for the first
year of operation, when the initiative will be implemented.
Outcome goals will be proposed in subsequent years with consideration
being given to employment retention and earnings gains. |
Means & Strategies
- •Provide technical assistance to competitive
and formula grantees to facilitate the implementation of the WtW
Amendments of 1999, which simplified the WtW eligibility requirements
and increased the number of welfare recipients, low-income custodial
parents, and noncustodial parents eligible for services under
WtW
- •Expand and improve the integration of
WtW and welfare reform efforts with the nation's Workforce Investment
system, established by the Workforce Investment Act (WIA) of 1998,
and effective in all States on July 1, 2000
- •Provide financial support for continued
services, improved effectiveness of service delivery, focus on
grantee performance, and improved capacity to meet performance
goals by:
- •Conducting fiscal and programmatic monitoring
of all grantees on a periodic basis, and providing targeted assistance
to aid grantees in improving performance and achieving performance
goals
- •Increasing the utilization of resources
available to help welfare recipients get unsubsidized jobs by
continuing to work with other agencies to remove regulatory barriers
and increase collaborative efforts among complementary Federal,
state and local programs
- •Rewarding high-performing State formula
grantees by awarding performance bonuses
- •Producing targeted technical assistance
products and activities to expand the knowledge base to meet the
specific needs of programs in urban and rural areas, those serving
non-custodial parents, as well as individuals with disabilities
and other barriers to employment
- •Increase job opportunities for welfare
recipients by:
- •Disseminating information about and enlisting
the support of employers to hire WtW participants into unsubsidized
jobs through cooperative ventures with the Welfare-to-Work Partnership
and other private sector organizations
- •DOL will visit and provide operational
and technical assistance to Fathers Work/Families Win grantees
to ensure that programs become fully operational in the shortest
time period and to avoid potentially harmful issues in program
start-up.
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Indian and Native Americans |
FY 2001
Performance Goal: |
54% of the Native Americans
who exit the Indian and Native American (INA) Program will get
unsubsidized jobs (Entered Employment Rate) |
Indicator: |
Percent of Native Americans
in unsubsidized employment upon exit from the INA Program |
Data Source: |
Grantee Records |
Baseline: |
Baseline is JTPA, 53.8% entered
employment rate. |
Comment: |
|
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Native Americans |
FY 2001
Performance Goal: |
84% of the Native Americans
who exit the Indian and Native American Program (INA) will have
positive outcomes (Positive Termination Rate) |
Indicator: |
Percent of Native Americans
with positive outcomes upon exit from the INA Program |
Data Source: |
Grantee Records |
Baseline: |
Baseline (JTPA Positive Termination
Rate of 84%) is based on analysis of current data. |
Comment: |
"Positive outcomes" is a general
term used to indicate the successful completion of planned WIA
section 166 program activities, whether it involves obtaining
unsubsidized employment, completing a work experience assignment,
or attaining a training or education certificate or diploma. |
Means & Strategies
- Improve the abilities of Indian and Native
American (INA) Program grantees to serve clients, meet goals,
strengthen accountability, and focus on performance by:
Working through the Tribal Colleges Initiative
to institute comprehensive and intense training for staff
The INA Program Federal Representatives performing
proactive assessments and, in coordination with grantee staff, identifying
specialized training and technical assistance needs, assisting in
arranging peer-to-peer on-site or other technical assistance Continuing to provide technical assistance
and training on a mass basis to all grantee staff through the multi-regional
and national Indian and Native American employment and training
conferences, concentrating on those areas which are new or which
have been identified as generally deficient nationwide
Developing and implementing in new performance
measures and standards under WIA to provide grantees with a "menu"
of choices from which to select performance measures and standards
(including negotiated standards) which accurately reflect the nature
and accomplishments of individual grantee programs
- Continuing to work with other Federal agencies
to assist Native American communities to perfect economic development
strategies that address unemployment and poverty on a community-wide
basis.
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Migrant and Seasonal Farm Workers |
FY 2001
Performance Goal: |
62% of the Migrant and Seasonal
Farm Workers (MSFWs) who exit the MSFW Program will get unsubsidized
jobs (Entered Employment Rate) |
Indicator: |
Percent of Migrant and Seasonal
Farm Workers in unsubsidized employment upon exit from the MSFW
Program |
Data Source: |
Grantee Records (through SPIR
or SPIR-like data) |
Baseline: |
Baseline is established by
using actual average performance for the most recent 4-year
period; with continuous improvement in actual performance expected
through PY 2002. |
Comment:
|
Minimally acceptable performance
is set at 80% of planned goal. |
Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Migrant and Seasonal Farm Workers |
FY 2001
Performance Goal: |
70% of Migrant and Seasonal
Farm Workers (MSFWs) will have jobs six months after initial
entry into unsubsidized employment (Six Month Retention Rate) |
Indicator: |
Percent of individuals employed
in unsubsidized jobs six months after initial entry into employment |
Data Source: |
Grantee Records (through SPIR
or SPIR-like data) and/or UI Wage Data as it becomes available |
Baseline: |
Baseline for FY 2001 is based
on PY 1997 actual 13-week retention rate (79%). The goal of
70% was set in consideration of the new six month retention
rate requirement. |
Comment:
|
Minimally acceptable performance
is 80% of planned goal. |
Means & Strategies
- Improve the array of services available
to the Migrant and Seasonal Farm Worker (MSFW) community, and
the abilities of grantees to serve clients, meet goals, and manage
grants by:
- Developing and strengthening MSFW Program
linkages with other National programs, states and providers of
other workforce investment and related services
- • Providing training and technical assistance
on a variety of topics, including the transition from the JTPA
to WIA and related skill building
Consulting with program grantee partners
on a regular basis, both directly and through the MSFW Employment
and Training Advisory Committee for the purpose of discussing
issues relevant to program administration, management and operation,
as well as to continuing to work on agreed upon menu of program
initiatives
Supporting the development of a grants
management tool that will allow grantees and program office staff
to electronically review, correct, analyze, and transmit financial
and programmatic grantee data
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Senior Community Service Employment
Program (Title V of the Older Americans Act) |
FY 2001
Performance Goal: |
Maintain at 26% the share of
Senior Community Service Employment Program (SCSEP) enrollees
who get unsubsidized jobs |
Indicator: |
Ratio of number of SCSEP enrollees
placed compared to the number of authorized positions. |
Data Source: |
SCSEP Reporting system. |
Baseline: |
Baseline is based on FY 1997
SCSEP enrollee unsubsidized employment rate of 20%. |
Comment:
|
The primary objective
of the SCSEP is to provide part-time community service opportunities
for low-income persons age 55 or older. The unsubsidized placement
goal is an important program goal which represents both a regulatory
requirement and a grant condition. Data conform to a program
year and not a fiscal year. |
Means & Strategies
- Foster individual economic self-sufficiency
and increase the number of persons who enjoy the benefits of the
Senior Community Service Employment Program (SCSEP) by working
for re-authorization of the SCSEP Title of the Older American
Act, maintaining the community service purpose while charging
the Secretary to encourage projects to place participants in unsubsidized
employment
- Improve services to Older Worker customers
and improve opportunities for unsubsidized placements by developing
and strengthening linkages, including:
- Implementing a "Speakers Bureau" comprised
of Federal staff and SCSEP service providers to focus on the needs
of older workers and the aging baby boom generation
- Encouraging the SCSEP stakeholders system
to become actively engaged in state and local workforce investment
boards, and one-stop planning and operations
- Creating relationships with the private
sector by providing funding under 502(e) of the Older Americans
Act or successor legislation
- Expanding community service and access
to the SCSEP to more low income older workers through increased
funding levels to grantees
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Apprenticeship Services |
FY 2001
Performance Goal: |
Increase by 4% the number of
newly registered apprentices over the end of the FY 1999 baseline |
Indicator: |
Percent increase of registered
apprentices over the end of the FY 1999 baseline |
Data Source: |
Apprenticeship Information
Management System (AIMS) |
Baseline: |
In FY 1999, there were 109,251
newly registered apprentices. |
Comment: |
|
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
Program |
Apprenticeship Services |
FY 2001
Performance Goal: |
Increase by 6% the number of
newly registered female apprentices over the end of the FY 1999
baseline |
Indicator: |
Percent increase of newly registered
female apprentices over the end of the FY 1999 baseline. |
Data Source: |
Apprenticeship Information
Management System (AIMS) |
Baseline: |
In FY 1999, there were 7,551
newly registered female apprentices. |
Comment: |
|
Departmental
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome
Goal |
Increase Employment,
Earnings, and Retention |
Program |
Apprenticeship Services |
FY 2001
Performance Goal: |
Ensure that the level
of minority participation in the Registered Apprenticeship System
does not drop below its current rate of 27%, which is above
the civilian labor force representation |
Indicator: |
Percent rate of minority
participation in the Registered Apprenticeship System |
Data Source: |
Apprenticeship Information
Management System (AIMS) |
Baseline: |
Baseline data will be
available October 30, 1999 if accuracy is validated
through independent validation |
Comment: |
|
Means & Strategies
- Improve the National Registered Apprenticeship
System through standardized maintenance and administration of
this system through a continued consultative relationship with
the National Association of State and Territorial Apprenticeship
Directors and the State Apprenticeship Councils, and through implementation
of recommendations from the Apprenticeship Forums.
- Increase the number of programs and expand
registered apprenticeship by:
- Promoting, and providing consultation and
technical assistance to local, state, multi-state employers, employers'
associations and/or unions, and the military to secure adoption
and maintenance of registered apprenticeship programs in national
level industries, e.g., shipbuilding, telecommunication, and the
Federal/State/local governments
Promoting active participation in local and
state Workforce Investment Boards
- Promoting registered apprenticeship to
workforce investment and other partners --e.g., the Women's Bureau,
the Department of Justice, the Federal Highway Administration
and community-based organizations
- Increase and expand registered apprenticeship
for women and minorities by:
- Providing general technical assistance,
as well as education on the Human Resource Focus Category of the
Baldrige Principles on Quality Improvements to reinforce to program
sponsors the business rationale for supporting workforce diversity
- Conducting compliance reviews to insure
equality in registered apprenticeships
- Targeting industries that are below the
national average for minority involvement, and assisting them
in achieving parity with the civilian labor force
Supporting the exploration of multiple funding
sources for:
- - pilots, demonstration projects and evaluations
(PD&E) that target the removal of barriers to enable women
to participate in registered apprenticeship
- - efforts to replicate practices discovered
through PD&E
- Improve the planning and management of
the Registered Apprenticeship System by:
- Arranging for stakeholder input
- Assisting the reconstituted Federal Committee
on Registered Apprenticeship in the accomplishment of its mission
Improving the capacity to gather and analyze
accurate, consistent, timely and high-quality information in support
of registered apprenticeship programs
- Improving retention and assuring appropriate
gains in starting wages and scheduled rate increases by increasing
the number of quality assessments
Department Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number of youth,
including targeted youth, making a successful transition to
a career path |
Program |
Youth Activities Formula Grants
Program |
FY 2001
Performance Goal: |
Of the 14-18 year-old youth
registered under the WIA youth program, 50% will be either employed,
in advanced training, post-secondary education, military service
or apprenticeships in the third quarter after program exit. |
Indicator: |
Percent of youth in either
employment, advanced training, post-secondary education, military
service, or apprenticeship six month after exit from program. |
Data Source: |
State WIA reports; UI wage
records |
Baseline: |
There is no prior experience
with this indicator and no basis for approximating a baseline
from current JTPA reports. |
Comment: |
Quantified levels for performance
measures under the Workforce Investment Act (WIA) will be developed
through cooperative negotiation between DOL, its partners and
stakeholders. A small number of States have begun early implementation
of WIA for PY 1999, however, data has not previously been collected
on this measure which would assist in the development of a baseline.
The Department believes this measure will serve as a valid measurement
of program performance. The results achieved by the early implementing
States will form the basis for the establishment of a baseline
for this measure. As data becomes available from the remaining
States, a revised baseline level will be established or revised
as necessary. |
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number of
youth, including targeted youth, making a successful transition
to a career path |
Program |
Youth Activities Formula
Grants Program |
FY 2001
Performance Goal: |
Of the 19-21 year-old
youth registered under the WIA youth program, 70% will be employed
in the third quarter after program exit. |
Indicator: |
Percent of youth employed
six months after program exit. |
Data Source: |
State WIA reports, (UI
wage )records will be primary source |
Baseline: |
There is no prior experience
with this WIA indicator which is based on the use of UI wage
records. An approximation of the goal was derived by analysis
of the JTPA program experience of eight states using WIA indicator
specifications which yielded a range of from 69% to 81% for
employment. |
Comment: |
Quantified levels for
performance measures under WIA will be developed through cooperative
negotiation between DOL, its partners, and stakeholders. A small
number of States have begun early implementation of WIA for
PY 1999, and this limited performance will form the basis of
baseline data and negotiation of goals for PY 2000 - the period
which all States will begin to operate under WIA. The above
goal serves as a proxy measure for the expected level of performance
based upon levels negotiated with a limited number of early
implementing States. The proxy measure will be revised and a
baseline level established as performance data is available
from the remaining States. Note: the goal excludes youth who
go on to post secondary education or advanced training. |
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Safe Schools/Healthy Students |
FY 2001
Performance Goal: |
In 25 communities, Youth Councils
will build local Safe Schools/Healthy Students partnerships
with business, community organizations, and schools to improve
opportunities for at-risk youth. |
Indicator: |
Number of partnerships created. |
Data Source: |
Project reports and documentation
from local grantees. |
Baseline: |
The Department of Labor's involvement
in this initiative is new. |
Comment: |
This is a system-building initiative.
Currently administered by the Departments of Justice, Education,
and HHS, DOL will join this multi-agency initiative. |
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Responsible Reintegration for
Young Offenders |
FY 2001
Performance Goal: |
65% of program graduates
will get jobs, re-enroll in high school, or be enrolled in post-secondary
education or training. |
Indicator: |
Percentages of program
graduates who obtain placement in employment or enrollment in
high school or postsecondary education or training. |
Data Source: |
Youthful Offender program
Management Information System. |
Baseline: |
This is a new initiative. |
Comment: |
Youthful offenders
are a particularly difficult population to serve. Also, most
employers do not readily hire individuals with criminal records.
The President's White House Council on Youth Violence is developing
a performance measure to be used by all departments participating
in the grant initiative. |
Means & Strategies
- ETA will continue to build the Youth Opportunity
Movement to improve the capacity of the workforce development
system to provide youth with skills, and offer a comprehensive
array of services to foster successful transition to the workforce
and continued education and training. In collaboration with local
youth providers, our partners, and stakeholders, four major themes
will be emphasized:
- Establishing strong local youth councils
that bring together local workforce training providers, schools,
community organizations, and others in an effort to strategically
align and leverage resources to create community youth assistance
strategies linked to local youth needs and labor market needs
to improve the efficiency and quality of youth services
Promoting the provision of a systematic offering
of comprehensive youth services based upon individual assessment
and tailored to the age and maturity level of each individual
- Encouraging and promoting youth connections
to the One-Stop Career Center System
- Investing in a performance accountability
system where data from performance measurement is built into a
process for continuously improving the provision of services and
activities and promotes customer satisfaction
DOL will visit and provide operational and
technical assistance to grantees for the Safe Schools, Healthy Students
and Responsible Reintegration for Young Offender programs to ensure
that they become fully operational in the shortest time period and
to avoid potentially harmful issues in program start-up.
Department
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome
Goal |
Increase the number of youth,
including targeted youth, making a successful transition to
a career path |
Program |
Youth Opportunity Grants |
FY 2001
Performance Goal: |
70% of Youth Opportunity Grant
participants placed in employment, the military, advanced training,
post-secondary education, or apprenticeships will be retained
at six-months. |
Indicator: |
Youth retained for six months
in employment, military, advanced training, post-secondary education,
or apprenticeships |
Data Source: |
Grantee reports. |
Baseline: |
Baseline will be established
first full year of the program. |
Comment: |
The Youth Opportunity initiative
is authorized under the new Workforce Investment Act. It is
aimed at increasing the long-term employment of youth living
in high-poverty communities. Following the establishment of
the baseline data in PY 2000, ETA will develop an outcome-oriented
measure focusing on employment of out-of-school youth in the
Youth Opportunity grant areas. |
Means & Strategies
- Provide intensive technical assistance
to youth opportunity grantees that address fiscal, project management,
staff, and core activity capacity
- Use participant data to evaluate progress
and focus technical assistance strategies
- Identify resources on effective practices
for dissemination and encourage peer-to-peer technical assistance
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Job Corps |
FY 2001
Performance Goal: |
85% of Job Corps graduates
will get jobs or be enrolled in education with entry average
hourly wages of $7.25; 70% will continue to be employed or enrolled
in education six months after their initial placement date.
(Placement and Retention) |
Indicator: |
Percentages of Job Corps
graduates who obtain initial placement and who continue to be
placed for the following six months. |
Data Source: |
Job Corps Management
Information System. |
Baseline: |
75% of Job Corps trainees
got jobs or pursued education and, for those with jobs, the
average wage was $5.98 per hour (FY 1995). |
Comment: |
Job Corps targets severely
disadvantaged youth with a variety of barriers to self-sufficiency,
including deficiencies in education and job skills. To provide
enhanced quality placement services required by the WIA, in
FY 2001 Job Corps will focus resources on program improvements
informed by employer feedback to increase job
retention for graduates. The six
month job retention goal was derived by projecting from existing
thirteen week job placement data collection. |
Means & Strategies
Enhance placement services including longer
follow-up for Job Corps graduates, fully implement school-to-work
principles, and increase employer involvement in the development
of occupational training programs by:
- Placing continued emphasis on performance
in the competitive procurement process
- Completing the modernization of classrooms
to ensure that students receive vocational training better suited
to meet employers' needs and labor market demands for new occupations
- Incorporating findings from reports to-date
from the long-term evaluation study of Job Corps and other external
bodies, such as the Office of Inspector General and General Accounting
Office to enhance program design
- Increasing students' use of technology
in training and information access for jobs or further education
- Creating partnerships with employers to
customize training and provide work-based learning sites
Developing Industry Councils on Job Corps
Centers and involving the use of labor market information to determine
training needs
- • Developing Business and Community Liaisons
to establish relationships and networks with employers, one-stops,
local investment boards and the industry council
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Indian and Native American
Youth Programs |
FY 2001
Performance Goal: |
60% of Indian and Native American
(INA) youth participating in the supplemental youth services
program will attain at least two goals under established program
outcomes relating to basic skills, work readiness, skill attainment,
entered employment and skill training (Skill Attainment) |
Indicator: |
Percent of INA youth participants
that attained at least two goals under established program activities.
|
Data Source: |
Youth Supplemental Service
Records |
Baseline: |
No prior program data available.
Baseline based on analysis of available information. |
Comment: |
Baseline will be reviewed at
the completion of Program Year 2000. |
Department Strategic
Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Indian and Native American
Youth Programs |
FY 2001
Performance Goal: |
65% of Indian and Native American
(INA) youth exiting the INA supplemental youth services program,
after starting GED training, will attain a secondary school
diploma or its recognized equivalent (GED) (Diploma or Equivalent
Attainment) |
Indicator: |
Percent of INA youth that attained
a secondary school diploma or its recognized equivalent (GED)
after exiting the Program |
Data Source: |
Grantee Records |
Baseline: |
No prior program data available.
Baseline is based on analysis of available information. |
Comment: |
|
Means & Strategies
- Improve services to Indian and Native American
youth and enable service providers to achieve performance measures
and standards by:
- Encouraging, developing, and strengthening
grantees' linkages with other employment and training program
providers, other providers of youth services in the respective
communities, other Federal and state programs, and other providers
of workforce investment and related services
- Developing and instituting comprehensive
and intensive training for staff determined to be in need of such
training through partnership with the Tribal Colleges Initiative
- Continuing to provide technical assistance
and training on a mass basis to all grantee staff through the
multi-regional and national Indian and Native American employment
and training conferences, concentrating on JTPA-to-WIA transition
issues and other areas which have been identified as deficient
nationwide
- Consulting with INA partners, both directly
and through the Native American Employment and Training Council,
to discuss issues relevant to program administration, management
and operation, performance measures and standards development,
and the issuance of the WIA Final Rule
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number of
youth, including targeted youth, making a successful transition
to a career path |
Program |
Migrant and Seasonal
Farm Workers Youth Program |
FY 2001
Performance Goal: |
70% of Migrant and Seasonal
Farm Worker (MSFW) youth exiting the MSFW Youth Program will
attain basic skills and, as appropriate, work readiness or occupational
skills (Attainment of Basic Skills), retained in secondary education
or attain a secondary school diploma or its equivalency. |
Indicator: |
Percent of MSFW youth that
attained basic skills and, as appropriate, work readiness or
occupational skills after exiting the program |
Data Source: |
Grantee Records |
Baseline: |
No prior program data
available. Baseline is based on analysis of available information. |
Comment: |
This goal targets youth
14-21 years of age with a focus on out-of-school youth. Minimally
acceptable performance will be set at 80% of plan. |
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Migrant and Seasonal
Farm Workers Youth Program |
FY 2001
Performance Goal: |
70% of Migrant and Seasonal
Farm Worker (MSFW) youth exiting the MSFW Youth Program, after
receiving intensive or training services, will be placed or
retained in post secondary education or advanced training, be
placed or retained in qualified apprenticeships, enter military
service, or be placed in a job (Placement and Retention) |
Indicator: |
Percent of MSFW youth
that were placed or retained in post secondary education or
advanced training, were placed or retained in qualified apprenticeships,
entered military service, or were placed in a job after exiting
the program |
Data Source: |
Grantee Records (through
SPIR or SPIR-like data) |
Baseline: |
No prior program data
available. Baseline is based on analysis of available information. |
Comment: |
This goal targets youth
14-21 years of age wtih a focus on in-school youth. Minimally
acceptable performance is set of 80% of planned goal. |
Means & Strategies
- Improve the array of services available
to the Migrant and Seasonal Farm Worker, as well as the abilities
of grantees to serve client groups, meet goals, manage grants
by:
- Developing and strengthening MSFW Program
grantee linkages with other National programs, states and providers
of other workforce investment and related services
- Providing training and technical assistance
on a variety of topics, including an initial focus on the JTPA
to WIA transition and related skill building
- Consulting with MSFW grantees on a regular
basis, both directly and through the MSFW Employment and Training
Advisory Committee, to discuss issues relevant to program administration,
management and operation, and the ongoing work on a menu of program
initiatives
- Supporting the development of a grants
management tool that will allow MSFW grantees and program office
staff to review, correct, analyze, and transmit - on-line - financial
and programmatic data
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase the number
of youth, including targeted youth, making a successful transition
to a career path |
Program |
Apprenticeship Training
Programs |
FY 2001
Performance Goal: |
Increase cumulatively
by 4% the number of school-to-registered apprenticeship educational
activities as a path to high skills, high wages, long-term employment
and careers over the end of the FY 2000 baseline |
Indicator: |
Percent increase in the
number of school-to-registered apprenticeship educational activities
as a path to high skills, high wages, long term employment and
careers over the end of the FY 2000 baseline |
Data Source: |
Apprenticeship Information
and Management System (AIMS) |
Baseline: |
Baseline to be established
by the end of Fiscal Year 2000. Data will be available if accuracy
is validated through independent validation |
Comment: |
|
Means & Strategies
- Increase participation in school-to-registered
apprenticeship promotional activities by:
- Developing awareness and education of the
benefits of school-to-registered apprenticeship to educational
system intermediaries, sponsors, school-age students and parents
- Developing relationships with educational
system intermediaries and current, potential or inactive sponsors
- Providing consultation and technical assistance
and/or participating in promotional activities
- Promoting school-to-registered apprenticeship
to workforce investment and other partners --e.g., the Women's
Bureau, the Department of Justice and community-based organizations
- Expand school-to-registered participation
by:
- Encouraging active participation on both
the WIA youth boards and the Job Corps Youth Advisory Council
Supporting pilots, demonstration projects
and evaluations (PD&E) for out-of-school youth who are in Empowerment
Zones or Enterprise Communities
Supporting the exploration of multiple funding
sources for efforts to replicate practices discovered through PD&E,
targeting market penetration and alignment with workforce investment
and other partners
- Improve the planning and management of
the Registered Apprenticeship System by:
- Arranging for stakeholder service input
Assisting the reconstituted Federal Committee
on Registered Apprenticeship in the accomplishment of its mission
- Improving the capacity to gather and analyze
accurate, consistent, timely and high-quality information in support
of school-to-registered apprenticeship programs
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Integrate employer
and labor management representatives in WIA |
Program |
Employer / Labor Management |
FY 2001
Performance Goal: |
In at least 10 communities,
build employer and labor networks from among WIA partner programs
resulting in more skilled workers in good jobs. |
Indicator: |
Employer and labor networks |
Data Source: |
Pending |
Baseline: |
New activity. Baseline
will be established in FY 2000. |
Comment: |
The purpose of the networks
is to bring together employer and labor constituencies from
among the WIA partner programs so that employers and labor will
more broadly understand and better utilize the workforce investment
system. |
Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Integrate employer and labor
management representatives in WIA |
Program |
Wagner-Peyser Act Funding Stream |
FY 2001
Performance Goal: |
Increase the number of new
employers that register with America's Job Bank from 60,000
to 69,000 |
Indicator: |
Employers registering to list
jobs with America's Job Bank |
Data Source: |
America's Job Bank Service
Center |
Baseline: |
Baseline will be FY 2000 (PY
1999) data. 51,000
employers entered such a relationship in FY 1999.
(Through January 9, 2000,
a total of 122,900 employers have
entered such a relationship
since the service became available.) |
Comment: |
An employer registers by completing
the protocol for regularly placing job orders on America's Job
Bank |
Means & Strategies
- Establish systematic collaboration in the
workforce investment system for subsidized and unsubsidized employment
and training activities by:
- Developing educational and technical guides
on the workforce investment system and its benefits to employer
and labor management groups
- Creating an outreach and marketing plan
to develop networks that increase employer and labor management
active participation, e.g., in policy making, peer-to-peer promotion,
forums to exchange information
- Facilitating the development of mechanisms
to strengthen mutual business and labor interests that sustain
cooperative, interactive long-term collaborative relationships
- Building and sustaining networks that encourage
linkages with employers, labor, union organizations, community-based
organizations and state and local governments by hosting national
and regional conferences, sharing of best practices, and application
of continuous quality improvement strategies
- Supporting the exploration of multiple
funding sources to identify and address issues related to training
requirements, techniques, methods, and practices to assist employers
and labor in participating in the development of concepts, standards,
procedures, designs, models, methods and in the evaluation of
the overall efficiency, effectiveness and continuous quality improvements
of these endeavors
- Establishing an administrative and management
system for Employer and Labor Services
Department Strategic
Goal |
A Secure Workforce: Promote
the Economic Security of Workers and Families |
DOL Outcome
Goal |
Improve the effectiveness
of programs which provide or protect worker benefits |
Program |
Unemployment Compensation |
FY 2001
Performance Goal:
2.2A |
Unemployed workers
receive fair UI benefit determinations and timely benefit payments:
1. Increase to 26 the number
of States meeting or exceeding the UI PERFORMS minimum criterion
for benefit adjudication quality
2. Increase to 48 the number
of States meeting or exceeding the Secretary's Standard (minimum
performance criterion) for intrastate payments timeliness. |
Indicator: |
1. Benefit adjudication
quality The #
of States meeting or exceeding the minimum criterion that
75% of the State's nonmonetary eligibility determinations
receive an adequate score ( >80 points using the standard
review instrument)
2. Payment timeliness
The # of States meeting or
exceeding the Secretary's Standard that 87% of intrastate
1st payments be made within 14 days of the first
compensable week-ending date for States with a waiting week
and 21 days for non-waiting week States. |
Data Source: |
Benefit adjudication
quality: ETA 9056; Payment timeliness: ETA 9050 |
Baseline: |
Fiscal Year 1999
1. Benefit adjudication
quality
20 States met the minimum
criterion; nationally, 71% of all nonmonetary adjudications
scored >80 points using the standard review instrument
2. Payment timeliness
46 States met the minimum
criterion; nationally, 90% of intrastate 1st payments
were made within 14/21 days |
Comment: |
The ETA 9050
report is not now validated but the Department plans to
validate it and most other key reports as part of the UI Data
Validation system. The ETA 9056 report is validated
in two ways. The data entry software has edits for several elements.
More importantly, two expert reviewers must agree on every rated
element to ensure validity of the quality review of each determination. |
Department Strategic
Goal |
A Secure Workforce: Promote
the Economic Security of Workers and Families |
DOL Outcome
Goal |
Improve the effectiveness
of programs which provide or protect worker benefits |
Program |
Unemployment Compensation |
FY 2001
Performance Goal:
2.2B |
Employers increase compliance
with State unemployment insurance (UI) laws by the provision
of rapid and accurate service on UI tax matters. 1.
Increase to 50 the number of States meeting or exceeding the
UI PERFORMS criterion for New Employer status determination
timeliness
2. Increase to 36 the number
of States passing the acceptance sample for status determinations
accuracy |
Indicator: |
1. Employer status
determination timeliness The
# of States meeting or exceeding the minimum criterion that
60% of New Employer status be made within 90 days of the end
of the quarter in which liability begins.
2. Employer status determinations
accuracy
The # of States passing, with
no more than 6 failed cases, the annual review of a 60-case
acceptance sample using a standard multi-part instrument to
determine accuracy. |
Data Source: |
Employer status determination
speed: ETA 581 Employer
status determinations accuracy: Acceptance Sample reports |
Baseline: |
Fiscal Year 1999
1. 47 States met the criterion
for status determination timeliness: nationally, 79% of New
Employer status determinations were made within 60 days.
2. 23 States passed Employer
status determinations accuracy acceptance sample (1998 data,
latest available). |
Comment: |
At present, the status
determination data on the ETA 581 report are not validated.
The UI Data Validation program will validate the entire report.
To help ensure validity of acceptance sample results,
Regional Office staff annually review a sample of completed
cases for adherence to handbook guidelines and coding; every
fourth year this is done by a Federal multi-regional team.
|
Department
Strategic Goal |
A Secure Workforce: Promote
the Economic Security of Workers and Families |
DOL Outcome
Goal |
Improve the effectiveness
of programs which provide or protect worker benefits |
Program |
Unemployment Compensation |
FY 2001
Performance Goal:
2.2C |
Protect the integrity
of employer unemployment tax contributions and reimbursements.
1. Increase the speed of
deposit of contributions into State Clearing Accounts. Data
gathered using revised measure will be analyzed and minimum
criterion set for FY2002.
2. Increase to 39 the number
of States meeting or exceeding the minimum criterion for timely
transfer of funds to the State's account in the Unemployment
Trust Fund |
Indicator: |
1. Timeliness
of Deposit to Clearing Accounts
- The # of States meeting
or exceeding a minimum % of $ in contributions deposited
into Clearing Account within 3 days of receipt. Minimum
criterion to be set.
2. Timeliness of transfer
of funds: State Clearing Account to Unemployment Trust Fund
(UTF)
The # of States meeting or
exceeding the minimum criterion that deposits be in the Clearing
Account < 2.0 days before transfer to UTF.
|
Data Source: |
Timeliness of deposit:
Special survey and report (State data gathering methods under
development) Timeliness
of transfer of funds: ETA 8414. States' reporting is
being reviewed. |
Baseline: |
Fiscal Year 1999
1. Timeliness of Deposit:
Data not available
2. Timeliness of transfer
of funds: 29 States met minimum criterion; nationally,
2.3 days of funds were on hand before transfer to the UTF |
Comment: |
The data from which these
measures are taken are not validated. Both are under review
by ETA to ensure consistency of methodology and/or reporting. |
Department
Strategic Goal |
A Secure Workforce: Promote
the Economic Security of Workers and Families |
DOL Outcome
Goal |
Improve the effectiveness
of programs which provide or protect worker benefits |
Program |
Unemployment Compensation |
FY 2001
Performance Goal:
2.2D |
Promote the Federal-State
UI system's economic stabilization capacity by:
Maintaining at/increasing
from 39% the share of the involuntarily unemployed who receive
benefits (recipiency rate);
Increasing to 13 the number
of States with a maximum weekly benefit amount 2/3rds of the
State's average covered (wage replacement);
Maintaining at/increasing
from 34 the number of States with reserves one year's benefits
at the rate experienced during the last three recessions (solvency);
and
Maintaining at/increasing
from 61% the median State % of benefits paid which are effectively
charged back to employers (experience rating) |
Indicator: |
1. Recipiency Rate
- The ratio of the U.S. average
weeks of UI benefits claimed to average weeks of total unemployment
measured by the Current Population Survey.
2. Wage Replacement
- The # of States whose maximum
weekly benefit amount is > 2/3rds the State's
Average Weekly Covered Wage
3. Reserve Adequacy/Solvency
- The # of States with an
Average High-Cost Multiple (AHCM) > 1.0 (i.e.,
reserves of at least one year's payments at the average
yearly rate of benefits paid in the 3 previous recession
years).
4. Fairness of Taxes Paid
The median State Experience-rating
index (ERI), the % of benefits paid in the State which are
effectively charged back to employers causing the unemployment. |
Data Source: |
Recipiency Rate:
UI weeks claimed data, ETA 5159; total unemployed in the U.S.,
Current Population Survey (Bureau of Labor Statistics)
Wage Replacement:
State UI laws
AHCM: all balance,
benefit payment, wage & tax collection data are reported
on the ETA 2112 or the ES 202 report
Experience-rating index:
ETA 204 Report. |
Baseline: |
Fiscal Year 1999
1. Recipiency Rate
UI benefits were claimed for
38.7% of weeks of total unemployment
2. Wage Replacement
- 10 States had Maximum Benefit
Amount of > 2/3 Average Covered Wage
3. Solvency
- 34 States had AHCM's at
least 1.0. The national average AHCM was 0.94. (Preliminary
estimates.)
4. Experience-rating index
Median ERI value of States
reporting, 61%. (FY1998, latest data) |
Comment: |
The ETA 5159
data on weeks claimed are validated through UI's Workload Validation
system. Data on the ETA 204 report are not validated.
Data on the ETA
2112 report are considered highly valid and are regularly
checked as part of general ledger balancing. The ES 202
data are based on data submitted by contributory employers
as part of their quarterly contribution reports. States subject
the underlying data to various computer edits and use BLS
designed programs to prepare the data tapes submitted to BLS. |
Department
Strategic Goal |
A Secure Workforce: Promote
the Economic Security of Workers and Families |
DOL Outcome
Goal |
Improve the effectiveness
of programs which provide or protect worker benefits |
Program |
Unemployment Compensation |
FY 2001
Performance Goal:
2.2E |
Facilitate the reemployment
of UI claimants: 1.
Increase the Entered Employment Rate (EER) of UI Claimants:
collection authority for the EER measure will be obtained
and data collection will begin.
2. Reduce the benefit
exhaustion rate of UI Claimants from 32% |
Indicator: |
1. Percentage
of UI Claimants reemployed
- Entered Employment Rate-UI
will use common measure being developed for all WIA activities
2. Benefit exhaustion
rate of UI Claimants
U.S. total # of claimants
receiving final payments as % of # of claimants receiving
first payments 6 months earlier |
Data Source: |
Entered Employment
Rate: Under development as a WIA core measure. It will
be computed from UI wage records. Benefit
Exhaustion Rate: ETA 5159 |
Baseline: |
Fiscal Year 1999
1. Percentage of UI Claimants
reemployed
Entered Employment rate: Data
Not Available
2. Benefit exhaustion
rate of UI claimants:
Nationally, 32% of claimants
exhausted benefits in FY 1999 |
Comment: |
At present, the entered
employment rate is under development. The ETA 5159
data on payments are not validated yet. The business cycle dominates
both entered employment and UI benefit exhaustion
rates. Using unadjusted rates to identify improvement due
to UI program efforts must assume that economic conditions remain
stable. |
Means & Strategies
The unemployment insurance (UI) system has
identified five major performance goals. Three involve state operational
performance in paying benefits, adjudicating disputed claims, and
administering tax operations, relative to established minimum performance
criteria. A fourth goal relates to the system's macro performance
and the fifth goal to re-employment of UI claimants. Consistent
with the UI program's Federal-State partnership design, each strategy
to achieving goals listed below includes working in partnership
with States.
Strategies to improve operational performance
are centered largely on the development and implementation of UI
PERFORMS (UI's performance management system), and on the maintenance
and continuous development of automated systems. The Department's
underlying strategic approach is to focus initial efforts on raising
the performance of States whose performance is below minimum performance
criteria issued in 1999, while continuing to develop and implement
processes and systems which support continuous improvement above
such minimum performance levels and promote performance excellence.
Hence, performance is primarily judged by the number of states meeting
minimum criteria, instead of the collective performance of the system
as a whole.
- Develop and implement improvements to UI
PERFORMS to enhance performance planning, facilitate performance
achievement, and assess the effectiveness of program improvement
efforts through capacity building, technical assistance, best
practices, and other key initiatives. Initially focus on raising
performance of States below performance criteria, while continuing
to develop and implement processes and systems which support continuous
improvement at all levels. In collaboration with State partners:
- •Through the State Quality Service Plan
process, work with States failing to meet performance criteria
to develop corrective action plans to raise performance above
these minimum levels.
- •Work with States to develop and implement
performance improvement plans to raise performance above current
levels.
Continue to develop and refine performance measures
including the expansion of UI's benefit accuracy measurement system
to include the measurement of denied claim accuracy, the review and
revision of benefit payment control measures, and the development
and refinement of cash management measures.
Maintain, enhance and expand Internet-based
performance information repositories.
Provide technical assistance to States in
identifying the underlying causes of performance deficiencies and
formulating and implementing corrective actions.
Facilitate and promote the identification
and sharing of effective practices.
Facilitate and promote the continuous development
of Federal and state staff technical expertise.
Develop expanded technical assistance and
incentive strategies to better complement performance excellence
and sustain continuous improvement.
- Explore new approaches, including increased
use of technology, to increase flexibility and/or reduce burden
in processing workload or in complying with requirements:
Provide technical assistance and resources to
States to expand service delivery options available to claimants e.g.,
the implementation of remote claims-taking.
Improve the efficiency of Federal UI programs
through the development of systems and processes for the electronic
handling of wage and separation requests and responses.
Increase the number of tax and benefit program
measures validated while minimizing the workload burden of validation
by designing and implementing a more highly automated validation
system which eliminates duplicative processes or steps.
Achievement of the fourth goal, the system's
macroeconomic performance, depends on influencing structural elements
largely under the control of State legislatures. The Department's
underlying strategic approach is to advocate, facilitate and promote
State program design which achieves a balance between worker benefits
and employer burden based on common sense, sound research and reason.
While incentives may be used to influence state action, the use
of sanctions in this area is not permitted by Federal law.
- Engage in continuing discussions with States,
employers and claimants to improve communication, identify issues
and needs, and promote input regarding structural elements of
the UI programs largely under the control of State legislatures.
The Department will attempt to advocate, facilitate and promote
State program design which achieves a balance between worker benefits
and employers' needs based on common sense, sound research and
reason. Incentives may be used to influence State action; Federal
law does not permit the use of sanctions in this area.
Host and/or participate in national and regional
conferences, meetings and stakeholder forums.
Maintain, enhance and expand Internet-based
information repositories.
Strengthen and enhance the UI research and
evaluation program and the distribution of research and evaluation
findings to ensure the timely availability of information to guide
Federal and State policy and program development.
- Develop Federal or model state legislation
that will ensure the availability of benefits in the event of
a recession, encourage states to make the program more accessible
to unemployed workers, and provide the administrative resources
necessary to operate and improve state administrative operations
and service delivery. In cooperation with state partners and stakeholders:
Refine options, formulate and seek administrative
funds which closely align administrative resources and benefit workloads
until enactment of financing reform.
Develop reform options, and work to secure
legislative enactment.
- Support state initiatives to examine, ensure
and/or enhance the macroeconomic effectiveness of their UI programs.
Identify and promote program provisions, policies
and practices which enhance the macroeconomic adequacy and effectiveness
of the UI program.
Provide technical assistance to states in
the analysis, formulation, presentation and justification of proposals.
Facilitate and promote the continuous development
of state economic and actuarial analysis expertise.
The underlying approach to the Department's
strategies to facilitate the re-employment of UI claimants is to
focus on linking UI claimants to the re-employment services available
through the workforce development system.
- Support and work cooperatively with state
and other Federal partners' efforts to build a strong, effective
workforce system and facilitate UI claimants' reemployment by
linking them with the reemployment services available through
that system. In collaboration with state and other stakeholders:
Develop a vision of the UI program within the
workforce development system to guide and support state system- building
efforts.
Provide leadership in the evaluation and improvement
of profiling as a means of linking UI claimants with re-employment
assistance early in their spell of unemployment.
Provide leadership in the enhancement of eligibility
review programs as a means of linking or re-linking UI claimants
with re-employment assistance during their spell of unemployment.
Provide support to efforts which explore linking
multiple electronic components of the workforce development system
(i.e., Talent Bank, the Job Bank, O'NET and UI benefit application)
to provide customers with seamless electronic access, entry and
movement within the system.
Participate in workforce development system-wide
performance excellence and continuous improvement efforts.
Department Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase employment and earnings
for dislocated workers |
Program |
Dislocated Worker Funding Stream |
FY 2001
Performance Goal: |
Of those registered under the
WIA dislocated worker program, 76% will be employed in the first
quarter after program exit, and 81% will be employed in the
third quarter after program exit with 100% of pre-dislocation
earnings |
Indicator: |
Dislocated worker employment,
employment retention, and earnings replacement |
Data Source: |
State WIA reports, (UI wage
records will be the primary source) |
Baseline: |
There is no prior experience
with this WIA indicator which is based on the use of UI wage
records. An approximation of the goal was derived by analysis
of the JTPA program experience of three states using WIA indicator
specifications which yielded a range of from 72% to 80% for
employment in the first quarter after program exit, from 82%
to 91% for employment in the third quarter after program exit,
and a range of from 85% to 97% pre-dislocation earnings in the
third quarter after program exit. |
Comment:
|
Quantifiable levels for performance
measures under WIA will be developed through a cooperative negotiation
between DOL, its partners, and stakeholders. A small number
of states have begun early implementation of WIA for PY 99,
and this limited performance will form the basis of baseline
data and negotiation of goals for PY 2000 -2001, the period
in which all states will operate under WIA |
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase employment and
earnings for dislocated workers |
Program |
Trade Adjustment Assistance |
FY 2001
Performance Goal: |
Upon exit from the Trade Adjustment
Assistance (TAA) or NAFTA Transitional Adjustment Assistance
(NAFTA-TAA) programs, 73% will be employed in the third quarter
after exit with 82% of the total pre-dislocation earnings |
Indicator: |
Employment retention after
six months; post-program earnings change after six months. |
Data Source: |
TAPR (Trade Adjustment Participant
Report) |
Baseline: |
Incomplete as of this date. |
Comment:
|
During FY 2001, TAA/NAFTA-TAA
will be using a new performance measures data system that is
directly comparable to the system being developed for the dislocated
worker program under WIA. FY 2001 will be the first year of
operation for the new system. This may require revision of the
goals stated above. |
Department Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
DOL Outcome Goal |
Increase employment and earnings
for dislocated workers |
Program |
Incumbent worker. |
FY 2001
Performance Goal: |
During the initial year
of funding, an estimated 30 grants serving an estimated 20,000
participants will be awarded for the incumbent workers initiative
|
Indicator: |
Grants awarded and participants
served |
Data Source: |
Grantee records |
Baseline: |
There is no baseline
since this is a new initiative for which funding is being requested
in the FY 2001 budget. |
Comment:
|
This goal is for the
first year of operation, when the initiative will be implemented.
Indicators under consideration for FY 2002 include maintaining
or increasing earnings, promoting retention at the employer
of record, and upgrading skills. |
Means & Strategies
Under the President's Universal Reemployment
Initiative, every dislocated worker will receive training and reemployment
services, if desired and needed. Elements of the strategy include:
- Provide access to training and reemployment
services to more dislocated workers through increased formula-funded
grants to states and discretionary emergency grants
- Expand and enhance the coverage of trade
adjustment assistance by supporting the enactment of TAA reform
legislation which provides for certification of workers
displaced by shifts of production to offshore locations,
increases the funds available for worker retraining, and reduces
the time provided for the issuance of TAA certifications
- Educate dislocated workers on services
available and access points by continuing support of the national
toll-free telephone system
- Assist communities in developing comprehensive
economic adjustment strategies to deal with dislocations with
community-wide impact by continuing to work with other Federal
agencies to support such strategies
- Help prevent dislocations upgrade workers
skills by investing in technical assistance and demonstrations
that include:
- Skill Shortages Initiative--identifying
industries struggling to fill jobs, identify workers needing training,
and provide training and job placement services
- "High-road partnerships" - promoting public-private
ventures to effectively develop human resources and provide high-skill
workers to responsive employers
- • Innovative incumbent
worker training strategies, using limited amounts of public funds
to promote training of low-skill, at-risk, and other employed
individuals to enhance their economic security
- Improve capability of dislocated worker
service deliverers by sharing lessons learned with the workforce
investment system and others through conferences, ETA's web site,
and other means of dissemination
- Improve local areas' abilities to understand
business and labor market trends; and gather and share information
on methods to forecast local job growth and decline (community
strategic planning, localized labor market audits) to help communities
to prevent dislocations, more effectively target their training
resources, and support business growth and worker welfare
- Improve early intervention techniques to
speed the delivery of readjustment services and shorten the period
of unemployment due to mass layoffs by funding technical assistance
projects on Rapid Response assistance - providing information
through training forums, such as the Rapid Response Academy, where
best practices can be shared among practitioners, policy makers,
partners and others
- Improve services to dislocated workers
who are likely to exhaust Unemployment Insurance benefits under
the Worker Profiling and Reemployment Services component of the
workforce system by providing Wagner-Peyser Act and WIA Title
I reemployment services (e.g. job search workshops, counseling,
referrals to suitable openings) and other needed
assistance
- Ensure that dislocated workers are able
to access the assistance available from One-Stop partners to achieve
rapid reemployment at good wages as a result of the WIA
DOL will visit and provide operational
and technical assistance to Incumbent Worker grantees to ensure
that they become fully operational in the shortest time period and
to avoid potentially harmful issues in program start-up.
Department
Strategic Goal |
A Prepared Workforce:
Enhance Opportunities for America's Workforce |
DOL Outcome Goal |
Increase employment and
earnings for dislocated workers |
Program |
Apprenticeship Services |
FY 2001
Performance Goal: |
The number of states with registered
child care apprenticeship programs will increase to 49 and the
number of new child care apprentices will increase by 20% over
FY 2000. |
Indicator: |
The number of States with registered
child care apprenticeship programs |
Data Source: |
Apprenticeship Information
Management System (AIMS) |
Baseline: |
Baseline to be established
September 2000 using PY 1999 data from preliminary performance
measures of early implementing States. Data will be available
if accuracy is validated through independent validation. |
Comment:
|
|
Means & Strategies
- Increase the availability and use of child
care by:
- Facilitating the development of states'
consortia of representatives from the child care industry and
government entities
- Providing consultative and technical assistance
in the development, maintenance and expansion of statewide systems
for child care, including the exchange of the most current information
- Maintaining, improving and sustaining collaborative
relationships, including cross-cutting linkages
- Improve the planning and management
of the Registered Apprenticeship System by:
- Arranging for stakeholder service input
- Assisting the reconstituted Federal Committee
on Registered Apprenticeship in the accomplishment of its mission
- Improving the capacity to gather and analyze
accurate, consistent, timely and high-quality information in support
of child care registered apprenticeship programs
5.
Cross-Cutting Issues
As mentioned, FY 2001 is the second year of
implementation for the Workforce Investment Act of 1998. This landmark
job training legislation is built on the principles of partnership
and shared accountability. ETA continues to work in close cooperation
with its state and local partners in monitoring and overseeing the
workforce development system and its federal partners in promoting
unified planning at the state and local levels. The Act enhances
the effectiveness of the One-Stop delivery system to address employers'
growing difficulty in locating, attracting, and retaining qualified
workers for high-skilled jobs; as well as workers' and job seekers'
needs for training and re-employment services.
In FY 2001, ETA will continue implementation
of WIA emphasizing universal access to services available to the
nation's job-seekers, workers, and employers through the One-Stop
Career Centers. Program and service integration in the workforce
development system will continue to develop as partnerships are
forged and strengthened among ETA, other federal programs and state
and local organizations. The effectiveness of the workforce development
system will continuously improve through capacity building, pilots
and demonstrations, research, and technical assistance. The increase
in investment for Pilots, Demonstrations, Research, Evaluation and
Technical Assistance will support this enhancement in the integration
and effectiveness of the One-Stop delivery system.
In additional to its cross-cutting efforts
targeted on the state and local levels of the workforce development
system, ETA continues to invest in engaging private-sector employers
both as customers and partners in the system. ETA's Workforce Excellence
strategy continues to focus on promoting and supporting continuous
improvement, high-performance and customer satisfaction throughout
the One-Stop delivery system, with one major goal being to enhance
the credibility of the system in the eyes of the business community.
The Office of Apprenticeship Training, Employer and Labor Services
continues on its mission to engage more employers to become involved
with the One-Stop system, particularly those businesses offering
high-paying job opportunities. America's Jobs Network is expanding
its efforts to market the quality of job training and re-employment
services to the employer community, and America's Job Bank continues
as the job listing service of choice for a large segment of U.S.
businesses.
These cross-cutting efforts focused on the
system and the business community will positively impact on the
agency's ability to achieve the performance goals listed under Outcome
Goal 1.1: Increase Employment, Earnings and Retention. The focus
on continuous system-wide performance improvement continues to enhance
the capacity of the workforce development system to deliver high
quality and effective services to its customers - job seekers, workers
and employers. These process improvements will be reflected in improvements
in performance against the outcome goals set forth in this performance
plan. The continued and growing focus on the business community
will not only improve management of the system by engaging leading
private sector officials as Local Workforce Investment Board directors
and members, but also address the demand side of the Labor Market
equation. Placements in high-paying, growth occupations can only
be made if the businesses with those potential job opportunities
value the quality of services provided by the workforce system,
and choose to access those services.
In FY 2001, ETA will continue to forge closer
ties with our major federal partners, including the Departments
of Education, Health and Human Services, Housing and Urban Development,
the Department of Commerce (including the National Institute for
Standards and Technology), the Department of Agriculture, the Department
of Transportation and others. For example, the School-to-Work initiative
continues to be jointly operated by ETA and the Department of Education.
Welfare-to-Work continues its partnerships with other Federal entities
such as the Departments of Health and Human Services, Transportation,
Justice, Housing and Urban Development, and Commerce to address
the multiple needs and barriers to employment faced by welfare recipients
and noncustodial parents, and to provide opportunities for stable
unsubsidized employment and economic self-sufficiency for these
populations. DOL will join the Departments of Education, HHS and
Justice in the Safe Schools/Healthy Students Initiative to promote
healthy childhood development and to prevent school violence. Closer
program integration at the local One-Stop delivery level will enhance
the capability of the system to meet and exceed its outcome goals
by leveraging investment and creating a synergy that will result
in improved performance.
ETA CROSS-CUTTING
ACTIVITIES
Within DOL and Other Federal Agencies
The matrix below offers a broad overview of
the connections within DOL and with other Federal Agencies to achieve
program success:
Department |
Goal 1:
A Prepared Workforce |
Goal 2:
A Secure Workforce |
Goal 3:
Quality Workplaces |
Departmental Management
Goals |
Linkages with Other Federal Agencies
|
Commerce |
|
X
|
|
|
GAO |
X
|
|
|
|
Treasury |
|
X
|
|
X
|
Interior |
X
|
|
|
|
Justice |
X
|
|
|
|
Transportation |
X
|
|
|
|
Education |
X
|
|
|
|
Health & Human Services |
X
|
|
X
|
|
Agriculture |
X
|
|
|
|
Housing & Urban Development |
X
|
X
|
X
|
|
Small Business Administration |
|
X
|
X
|
|
Social Security Administration |
|
X
|
|
|
Linkages within the Department of Labor
|
ETA
|
X
|
|
|
|
WB |
X
|
|
X
|
|
Employment Standards Administration |
X
|
|
|
|
Ofc. Of Fed. Contract Compliance |
X
|
|
|
|
OIG |
X
|
|
|
X
|
6. Agency Strategic Management
Process
ETA's continuing goal is to use information
resources to assist us to achieve both program and management strategic
goals. The electronic tools will enable our employees and partners
to lower costs, improve work processes and more effectively use
their talents. It will also increase the availability, timeliness
and usefulness of performance information critical to measuring
progress in achieving our goals.
6.1 The Baldrige Criteria for Performance
Excellence
The Baldrige Criteria is the framework for
the Malcolm Baldrige National Quality Award - and more importantly,
is a tool used by thousands of U.S. organizations for improvement
of business results, and for responding to our ever-changing marketplaces
and demands.
The Criteria are particularly relevant to
the ETA, given its new commitment to partnering for a results oriented,
customer-focused workforce investment system through the one-stop
career center system. Whether in a mode of strategic planning, designing
of the new workforce investment system, implementing service strategies,
or managing performance for outcomes such as customer satisfaction
or earnings gains, the seven criteria provide the opportunity of
alignment to the agency.
Accordingly, ETA is using the 1999 Malcolm
Baldrige Criteria for Performance Excellence as the framework for
designing its overarching strategies to accomplish its goals. The
seven Baldrige Criteria are:
• Leadership
• Strategic Planning
• Customer and Market Focus
• Information and Analysis
• Human Resource Focus
• Process Management
• Business Results
Below are key strategies being employed by
the ETA to create alignment and improve organizational effectiveness,
organized by Baldrige Criteria:
Leadership
The Leadership Category examines how the organization's
senior leaders address values and performance expectations, as well
as a focus on customers and other stakeholders, empowerment, innovation,
learning and organizational directions. Also examined is how the
organization addresses its responsibilities to the public and supports
its key communities.
Strategy One:
ETA is in the process of reorganizing its
executive level management, enhancing the capability of the agency's
senior level management to guide and review the agency's performance.
Strategy Two:
ETA has created the Workforce Investment Policy
Council to provide a leadership round-table for policy creation,
strategic planning, and addressing cross-cutting issues that lead
to outcomes.
Strategy Three:
As part of its strategy to comply with the
Clinger-Cohen Act, ETA has created an Investment Review Board (IRB)
of senior executives to coordinate its Information Technology (IT)
investments using continuous improvement cycles.
Strategic Planning
The Strategic Planning Category examines the
organization's strategy development process, including how the organization
develops strategic objectives, action plans, and related human resource
plans. Also examined are how plans are deployed and how performance
is tracked.
Strategy One:
ETA is using the Baldrige Criteria as the
framework of its strategic planning process to more effectively
develop and execute its strategic planning process and align resources
to accomplish goals.
Strategy Two:
As part of its reorganization, coordination
of agency strategic planning in ETA will be a shared responsibility
of two offices--the offices responsible for policy and legislation
and for budget and management to ensure that these related processes
are effectively aligned and deployed.
Customer & Market
Focus
The Customer and Market Focus Category examines
how the organization determines requirements, expectations, and
preferences of customers and markets. Also examined is how the organization
builds relationship with customers and determines their satisfaction.
Strategy One:
America's Jobs Network is the Agency's
premier strategy for marketing its services to customers. A major
goal underlying the creation of the Network is
to make every American job seeker, worker, and employer aware that
the new Workforce Investment System is here, open for business,
and easily accessible in person, by phone, or through the Internet.
Strategy Two:
The Business Coalition for Workforce Development
is DOL's preeminent cross-cutting strategy focused on engaging the
business community as a partner in workforce investment. The organization
is a joint effort led by the U.S. Chamber of Commerce, the Business
Roundtable, the National Alliance of Business, the National Association
of Manufacturers, and the National Association of Workforce Boards,
and twenty-eight other business trade groups.
Strategy Three:
ETA has added measures of customer satisfaction
to its GPRA strategic plan to enable the agency and the workforce
investment system to improve its level of knowledge on the requirements,
expectations, and preference of customers and markets.
Strategy Four:
ETA has developed and will be executing a
customer satisfaction strategy as part of its WIA Implementation.
States will report on the level of customer satisfaction for individuals
and employers who receive services through the One-Stop delivery
system.
Strategy Five:
ETA will form working teams to identify strategies
to improve internally the way it does business to give more timely
and higher quality services to its own employees and partners.
Strategy Six:
As with this strategic planning process, the
ETA is committed to continued consultation processes, gathering
input and feedback from stakeholders and its customers on issues
of planning, design and implementation.
Information & Analysis
The Information and Analysis Category examines
the organization's performance measurement system and how the organization
analyzes performance data and information.
Strategy One:
ETA will utilize the World Wide Web and related
technology to make performance information and data available to
all of its employees, partners, and stakeholders to facilitate accurate
and timely analysis of performance information and comparison of
service providers.
Strategy Two:
ETA will ensure performance accountability
in the new Workforce Investment System through negotiated levels
of performance with states. Core measures of performance for adult
and youth programs in the areas of program outcomes and customer
satisfaction have been identified - and baseline data for use in
managing performance are under development.
Strategy Three:
The One-Stop Career Centers are designed to
be comprehensive information brokers to employer and job-seeker
customers of the system. ETA will continue its support of technological
approaches through the ALMIS, O*NET, Web Site and internal intranet
systems to make available labor market information, performance
data on training institutions, and menus of the employment, training,
and education services - for job-seekers, and labor exchange and
customized training services - for employers.
Strategy Four:
ETA will invest in business analytical tools
for itself and its partners to quickly and easily detect unexpected
or abnormal conditions, enabling early detection of problems/issues
and, hopefully, reduce time and effort for corrective actions.
Human Resource Focus
The Human Resource Focus Category examines
how the organization enables employees to develop and utilize their
full potential, aligned with the organization's objectives. Also
examined are the organization's efforts to build and maintain a
work environment and an employee support climate conducive to performance
excellence, full participation, and personal and organizational
growth.
Strategy One:
ETA has created the Performance Enhancement
Resource Center (PERC) as an Internet Web Site designed to enable
staff to reach their full potential through easy access to information,
communication, training, and support for continuous learning.
Strategy Two:
ETA will work in partnership with management
and union representatives to create an employee development system
that stresses training and lifelong learning, along with linking
performance to compensation.
Strategy Three:
ETA is committed to serving as a provider
and intermediary of capacity building and learning opportunities
that develop the human resources of the front-line and administrative
staff of the Workforce Investment System through technical assistance,
products and tools, and workshops and conferences.
Process Management
The Process Management Category examines the
key aspects of the organization's process management, including
customer-focused design, product and service delivery, support,
and supplier and partnering processes involving all work units.
Strategy One:
ETA will focus on improving its business processes
and utilization of information technology to enable its employees
and partners to provide more timely and quality services to customers
through the implementation of a customer-driven development process.
Strategy Two:
ETA is advancing its commitment to quality
through development of a new leadership entity to guide continuous
improvement initiatives under DOL for a stronger, unified approach
that supports, develops, and recognizes the state and local agencies
that provide services to America's employees and employers. The
Agency will launch this new continuous improvement strategy on September
6, 1999 to all ETA-sponsored workforce development service providers.
Business Results
The Business Results Category examines the
organization's performance and improvement in key business areas
-- customer satisfaction, product and service performance, financial
and marketplace performance, human resource results, supplier and
partner results, and operational performance. Also examined are
performance levels relative to competitors.
Strategy One:
ETA will focus on business results through
performance outcomes and satisfaction of system customers as the
lead agency in the workforce development system's performance accountability
system, using core measures, baselines for performance, and negotiated
standards. Among the results to be examined are levels of satisfaction
with services, employment rates, retention in employment, wages
earned, gains in earnings, wages replaced, costs for service delivery,
timeliness of payments, and reduced benefits exhaustion rates.
Strategy Two:
Through its system-wide continuous improvement
strategy, organizations providing services to America's employers
and employees will be given the opportunity to seek third-party
certification of quality practices, processes, and outcomes as a
quality organization.
Strategy Three:
The resulting continuous improvement entity
will provide benchmarks for use in comparing the workforce development
system to agencies within and outside of the system.
6.2 Information Technology Management
Strategy
ETA's continuing goal is to use information
resources to assist us to achieve both program and management strategic
goals. The electronic tools will enable our employees and partners
to lower costs, improve work processes and more effectively use
their talents. It will also increase the availability, timeliness
and usefulness of performance information critical to measuring
progress in achieving our goals.
FY 2001
Performance Goal: |
Continue development of the
enhancement phase of the agency-wide information and management
system. |
Indicator: |
System design completed. |
Data Source: |
Program and financial reports
submitted by grantees/contractors; internal data generated by
automated tracking and process systems. |
Baseline: |
Current data and functionality. |
Comment: |
The enhanced system will provide
greater access to information and streamline the overall grants/contracts
processing, program reporting, and financial tracking systems
supported by ETA and its grantees/contractors. Performance and
financial management reports for new legislation will be incorporated
into the enhancement phase. Federal users and grantee/contractor
partners will continue to be provided the opportunity to participate
in the design of modules that apply to them. |
FY 2001
Performance Goal: |
Enhance or replace, as necessary,
information systems --- Apprenticeship Information Management
System |
Indicator: |
New Apprenticeship Information
Management System (AIMS). |
Data Source: |
Program reports submitted by
Apprenticeship Training Representatives and program partners,
grantees/contractors. |
Baseline: |
Current data and functionality. |
Comment: |
The new system will provide
greater, more comprehensive and more timely access to information. |
6.3 Financial Management Strategy
ETA's continuing goal will be to maintain
effective financial management practices within the agency for budgeting,
accounting and financial reporting that support program delivery,
resource management and the safeguarding of assets under our control.
The success of our efforts will be measured primarily by the opinions
of our auditors, and internal reviews completed by the agency.
FY 2001
Performance Goal: |
Either financial systems and
procedures meet the "substantial compliance" standard as prescribed
in the FFMIA or corrective actions are scheduled to promptly
correct material weaknesses identified. |
Indicator: |
Audit of the Department's financial
statements contains no material weaknesses related to activities
conducted by ETA, or non-compliance with FFMIA. |
Data Source: |
OIG Audit of ETA within the
department's financial statements |
Baseline: |
Managerial Cost Accounting
Standard |
Comment: |
ETA's activities are discussed
below. |
Means & Strategies
ETA's major activities include:
- Continuing the integration and improvement
of accounting and financial management systems to provide more
timely and useful information to end users.
Upgrading the quality of financial management
through increased investments in training of financial management
professionals, and more effective recruitment strategies.
Increasing investments in technology to improve
efficiency and effectiveness of employees, including more timely
processing and feedback on results of efforts.
Providing for the orderly closeout of JTPA
and effective implementation of WIA programs.
6.4 Human Resources Management
Strategy
The ETA strategy for accomplishing its missions
lays out a demanding and, in some program areas, vastly different
role for ETA. To meet its performance goals, ETA must grow and change
along a number of mutually reinforcing dimensions including workforce
recruiting and human resource development, work organization and
practices, and managing performance. Our human resource strategies
must deliver a diverse workforce that is skilled in core competencies
essential to new and changing demands.
FY 2001
Performance Goal: |
Increase by 15 percent over
FY 2000 the overall percentage of employees participating in
competency-based training. |
Indicator: |
Percentage of ETA employees
completing training in core competencies identified for their
job. |
Data Source: |
ETA management information |
Baseline: |
To be determined in FY 1998. |
Comment: |
To ensure that ETA employees
continue to successfully perform their jobs, we have identified
and verified core competencies for key job categories, developed
performance assessment instruments based on these competencies,
and are beginning the process of establishing baseline measure
for individual competency achievement. We are committed to investing
training resources to further this project. It will help guide
future training investments and the planning of employee development.
Information systems are being
developed to track numbers of employees taking and completing
training. In addition, we are continuing to gather feedback
from training participants on the quality and usefulness of
current training/seminar offerings to help guide continuous
improvement of design and instruction. |
FY 2001
Performance Goal: |
Reduce charge-back compensation
costs for ETA employees by 3%. |
Indicator: |
Amount of charge-back compensation
costs. |
Data Source: |
Office of Workers' Compensation
Program Charge Back System |
Baseline: |
To be determined in FY 1999. |
Comment: |
Jointly with DOL's Safety and
Health Center and the Office of Workers' Compensation Programs
(OWCP), ETA will aggressively pursue strategies that have proven
successful for returning employees to work. |
Means & Strategies
- • ETA will review Charge-Back reports listing
those receiving compensation and, based on impartial criteria,
issue notices for physical examinations to those individuals who
appear to be suitable candidates for a return to work.
- • For those whose physical examinations
indicate that return to work would not be injurious to their health,
suitable positions will be offered.
- • ETA will pursue administrative processes
for termination of benefits for those who refuse to accept offers
of reemployment.
- • ETA will continue to utilize the Quality
Partnership and Employee Involvement Quality Improvement groups
to foster increased communication of current ETA initiatives and
to provide a forum for discussion of office issues.
- • ETA will work to assess team leader and
front line staff against recently developed competency models
and develop training as needed. ETA will also work on training
managers to write Individual Development Plans for staff that
focus on building skills.
6.5 Management Concerns
Building a Strategic Planning
and Management System: Considerable effort has been
spent on the formulation of strategies to guide agency work and
investments, and to begin the implementation of these plans. Emphasis
must now be placed on ways to operationalize these strategies and
to continuously strive for further improvement. During FY 2000 we
will continue to invest in efforts --
- to refine our current performance measures
to accurately reflect real outcomes for our programs.
- to initiate development of performance
reporting systems that will provide valid and timely information
and feature the use of state-of-the art technology.
- to strengthen and integrate our emerging
continuous improvement initiatives to build
agency capability of positively impacting on the quality of services
delivered to customers.
- to integrate and align agency resources
- technological, financial, and human to improve outcomes for
our customers. Agency organizations and budget structures must
be reexamined and investments in financial management systems
and technology must be maintained.
Appendix A-- List of Acronyms
ACIN America's Career InfoNet
ABP Alternative Base Period
AFOP Association of Farmworker Opportunity
Programs
AHCM Average High Cost Multiple
AgNET Agriculture Labor Network
AJB America's Job Bank
AIMS Apprenticeship Information Management
System
ALeX America's Learning Exchange
ALMIS America's Labor Market Information
System
APP Annual Performance Plan
ATB America's Talent Bank
ATELS Office of Apprenticeship Training,
Employer and Labor Services
AWBA Average Weekly Benefit Amount
BAT Bureau of Apprenticeship and Training
BLS Bureau of Labor Statistics
CBO Community-based Organization
CSEPA Community Service Employment for Older
Americans
CRS Consumer Reports System
CY Calender Year
DOJ U.S. Department of Justice
DOL U.S. Department of Labor
DOT U.S. Department of Transportation
EB Extended Benefits
ED U.S. Department of Education
EER Entered Employment Rate
ESA Employment Standards Administration
ES Employment Service
ESSI Employment Security Systems Institute
ETA Employment and Training Administration
EZ/EC Empowerment Zone/Enterprise Community
FFMIA Federal Financial Management Improvement
Act
FTE Full-time Equivalent
FY Fiscal Year
GAO General Accounting Office
GED General Equivalency Diploma
GOTR Grant Officer's Technical Representative
GPRA Government Performance and Results Act
HHS U.S. Department of Health and Human Services
HUD U.S. Department of Housing and Urban
Development
ICESA Interstate Conference of Employment
Security Agencies
JTPA Job Training Partnership Act
LAA Learning Anytime, Anywhere
LMI Labor Market Information
LWIB Local Workforce Investment Board
MSFW Migrant and Seasonal Farmworkers
NAFTA North American Free Trade Agreement
NASTAD National Association of Statical Territorial
Apprenticeship Directors
NORCT National Office Reorganization Consultation
Team
OAS Office of Adult Services
OFAS Office of Financial and Administrative
Services
OIG Office of the Inspector General
OMB Office of Management and Budget
O*NET Occupational Information Network
OT Office of Technology
OWS Office of Workforce Security
OYO Office of Youth Opportunities
P&D Pilots and Demonstrations
P&F Schedule Program and Financing Schedule
PEPNet. . . . . Promising and Effective Practices
Network
PL Public Law
PY Program Year
R&E Research and Evaluation
SCSEP Senior Community Service Employment
Program
SDA Service Delivery Area
SESA State Employment Security Agency
SPIR Standardized Program Information Report
SSA Social Security Administration
STW School-to-Work
TAA Trade Adjustment Assistance
TAG Technical Assistance Guide
TANF Temporary Assistance for Needy Families
UI Unemployment Insurance
USES United States Employment Service
VETS Veteran's Employment and Training Service
WANTO Women in Apprenticeship and Nontraditional
Occupations
WBA Weekly Benefit Amount
WDS Workforce Development System
WIA Workforce Investment Act
WIPC Workforce Investment Policy Council
WOTC Work Opportunity Tax Credit
WP Wagner-Peyser
WtW Welfare-to-Work
Appendix
B
Summary of
ETA FY 2001 Performance Goals
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance
Goal |
Prepared
Workforce: Enhance opportunities
for America's
workforce |
1.1
Increase employment, earnings,
and retention |
Of those registered under
the WIA adult program, 76% will be employed in the third quarter
after program exit, with increased average earnings of $3,600.
Increase by 1 percentage point
the share of applicants who receive labor exchange services
that enter employment, resulting in more than 3.2 million
Employment Service applicants entering employment.
76% of job seekers registered
by the Wagner-Peyser Act funding stream will have unsubsidized
jobs six months after initial entry into employment (Six Month
Retention Rate).
Increase by 10 percent, the
total number of job openings listed with the public employment
service, including both those listed with State Employment
Security Agencies (SESAs) and those listed directly with America's
Job Bank (AJB) via the Internet
Increase by 5% the number
of people with disabilities served and increase by 2 percentage
points the rate of unsubsidized employment (entered employment
rate) in the local Workforce Investment Area.
During the initial year of
funding, at least 100 grants will be awarded and 40,000 non-custodial
fathers and 40,000 working poor parents enrolled in the Fathers
Work/Families Win initiative.
Of those Welfare-to-Work (WtW)
participants placed in unsubsidized employment, 66% will remain
in the workforce for six months with 6% average earnings increase
by the second consecutive quarter following placement.
66% of participants will be
satisfied with services received from workforce investment
activities.
61% of employers will be satisfied
with services received from workforce investment activities.
|
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
1.1 Increase employment,
earnings,
and retention |
54% of the Native Americans
who exit the Indian and Native American (INA) Program will get
unsubsidized jobs (Entered Employment Rate) 84%
of the Native Americans who exit the Indian and Native American
Program (INA) will have positive outcomes (Positive Termination
Rate)
62% of the Migrant and Seasonal
Farm Workers (MSFWs) who exit the MSFW Program will get unsubsidized
jobs (Entered Employment Rate)
70% of Migrant and Seasonal
Farm Workers (MSFWs) will have jobs six months after initial
entry into unsubsidized employment (Six Month Retention Rate)
Maintain at 26% the share
of Senior Community Service Employment Program (SCSEP) enrollees
who get unsubsidized jobs (Entered Employment Rate)
Increase by 4% the number
of newly registered apprentices over the end of the FY 1999
baseline
Increase by 6% the number
of newly registered female apprentices over the end of the
FY 1999 baseline
Ensure that the level of minority
participation in the Registered Apprenticeship System does
not drop below 27%, which is above the civilian labor force
representation |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
1.2 Increase the number of youth, including
targeted youth, making a successful transition to work
|
Of the 14-18 year-old youth
registered under the WIA youth program, 50% will be either employed,
in advanced training, post-secondary education, military service
or apprenticeships in the third quarter after program exit
Of the 19-21 year-old youth
registered under the WIA youth program, 70% will be employed
in the third quarter after program exit.
70% of Youth Opportunity Grant
participants placed in employment, the military, advanced
training, post-secondary education, or apprenticeships will
be retained at six-months.
85% of Job Corps graduates
will get jobs or be enrolled in education with entry average
hourly wages of $7.25; 70% will continue to be employed or
enrolled in education six months after their initial placement
date. (Placement and Retention)
In 25 communities, Youth Councils
will build local partnerships with business, community organizations,
and schools to improve opportunities for at-risk youth.
65% of Responsible Reintegration
for Young Offender program graduates will get jobs, re-enroll
in high school, or be enrolled in post-secondary education
or training. |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
1.2
Increase the number of youth, including targeted youth, making
a successful transition to work
|
60% of Indian and Native
American (INA) youth participating in the supplemental youth
services program will attain at least two goals under established
program outcomes relating to basic skills, work readiness, skill
attainment, entered employment and skill training (Skill Attainment)
65% of Indian and Native American
(INA) youth exiting the INA supplemental youth services program,
after starting GED training, will attain a secondary school
diploma or its recognized equivalent (GED) (Diploma or Equivalent
Attainment)
70% of Migrant and Seasonal
Farm Worker (MSFW) youth exiting the MSFW Youth Program, after
receiving intensive or training services, will be placed or
retained in post secondary education or advanced training,
be placed or retained in qualified apprenticeships, enter
military service, or be placed in a job (Placement and Retention).
Increase cumulatively by 4%
the number of school-to-registered apprenticeship educational
activities as a path to high skills, high wages, long-term
employment and careers over the end of the
FY 2001 baseline. |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
1.4
Integrate Employer and Labor Management Representatives in WIA
|
In at least 10 communities,
build employer and labor networks from among WIA partner programs
resulting in more skilled workers in good jobs.
Increase the number of new
employers that register with America's Job Bank from 60,000
to 69,000 |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
Secure
Workforce: Promote the economic
security of workers and families
|
2.2
Protect worker benefits
|
Unemployed workers
receive fair UI benefit eligibility determinations and timely
benefit payments:
- Increase to 26 the number
of States meeting or exceeding the minimum performance criterion
for benefit adjudication quality
- Increase to 48 States the
number of States meeting or exceeding the Secretary's Standard
(minimum performance criterion) for intrastate payment timeliness
Employers increase compliance
with State unemployment insurance (UI) laws by the provision
of rapid and accurate service on UI tax matters.
1. Increase to 50 the number
of States meeting or exceeding the UI PERFORMS criterion for
New Employer status determination timeliness
2. Increase to 36 the number
of States passing the acceptance sample for status determinations
accuracy
Protect the integrity of employer
unemployment tax contributions and reimbursements.
1. Increase the speed of
deposit of contributions into State Clearing Accounts. Data
gathered using revised measure will be analyzed and minimum
criterion set for FY2002.
2. Increase to 39 the number
of States meeting or exceeding the minimum criterion for timely
transfer of funds to the State's account in the Unemployment
Trust Fund |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
2.2
Protect worker benefits
|
Promote the Federal-State
UI system's economic stabilization capacity by:
- Maintaining at/increasing
from 39% the share of the involuntarily unemployed who receive
benefits (recipiency rate);
- Increasing to 13 the number
of States with a maximum weekly benefit amount 2/3rds of
the State's average covered (wage replacement);
- Maintaining at/increasing
from 34 the number of States with reserves one year's benefits
at the rate experienced during the last three recessions
(solvency); and
- Maintaining at/increasing
from 61% the median State % of benefits paid which are effectively
charged back to employers (experience rating)
Facilitate the reemployment
of UI claimants:
1. Increase the Entered
Employment Rate (EER) of UI Claimants: collection authority
for the EER measure will be obtained and data collection will
begin.
2. Reduce the benefit
exhaustion rate of UI Claimants from 32% |
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
|
2.3
Increase employment and earnings for dislocated workers
|
Of those registered
under the WIA dislocated worker program, 76% will be employed
in the first quarter after program exit, and 81% will be employed
in the third quarter after program exit with 100% of pre-dislocation
earnings Upon
exit from the Trade Adjustment Assistance (TAA) or NAFTA Transitional
Adjustment Assistance (NAFTA-TAA) programs, 73% will be employed
in the third quarter after exit with 82% of the total pre-dislocation
earnings
During the initial year of
funding, an estimated 30 grants serving and estimated 20,000
participants will be awarded for the incumbent workers initiative
|
Strategic Goal
|
Outcome Goal
|
FY 2001 Performance Goal
|
Quality
Workplaces: Foster quality
workplaces that are
safe, healthy, and fair |
3.3
Support greater balance between
work and family |
The number of states
with registered child care apprenticeship programs will increase
to 49 and the number of new child care apprentices will increase
by 20% over FY 2000. |
Appendix C
Summary of ETA FY 2001 Performance Goals by Program
Strategic Goal
|
Outcome Goal
|
ETA Program
|
Prepared Workforce:
Enhance opportunities
for America's
workforce
Secure
Workforce:
Promote
the economic
security of workers and
families
Quality Workplaces:
Foster quality
workplaces that are
safe, healthy, and
fair |
1.1 Increase employment,
earnings,
and retention
1.2
Increase the number of youth,
including targeted youth, making a successful transition to
a career path
1.3
Provide information
and analysis on the
U.S. economy
1.4
Integrate employer and labor
management representatives in WIA
2.2
Improve the effectiveness
of programs which provide or protect worker benefits
2.3
Increase employment and earnings
for dislocated workers
3.3
Support greater
balance between work
and family |
Adult Program Welfare-to-Work
Program
Fathers Work/ Families Win
Indian and Native American
Program
Migrant and Seasonal Farmworkers
Program
Senior Community Service Employment
Program
Apprenticeship training, Employer
and Labor Services Program
Youth Activities Formula
Grants Program
Youth
Opportunity Grants Program
Safe Schools/ Healthy Students
Responsible Reintegration
of Young Offenders
Job Corps
Indian and Native American
Youth Program
Migrant and Seasonal Farmworker
Youth Program
Apprenticeship Training Program
School-to-Work Opportunities
America's Labor Market Information
System
Apprenticeship Training, Employer
and Labor Services Program
Unemployment Compensation
Dislocated Worker
Assistance
Trade
Adjustment Assistance
Incumbent Worker
Apprenticeship Training
|