Table of Contents
1. Introduction
The 1913 Act that created the Department of Labor (DOL)
stated that its purpose "... shall be to foster, promote and develop the
welfare of the wage earners of the United States, to improve their working
conditions, and to advance their opportunities for profitable employment."
While this statement is as true today as it was 88 years ago, our vision has
matured as the Department has addressed changing economies and a diversified
workforce. Today, the Department must ensure that the 21st century
workforce is prepared to face the 21st century economy with hope--by
equipping all workers with the skills to reach their aspirations.
As we respond to the challenges of the changing economy,
the Department's first responsibility will continue to be the protection of
workers by enforcing the Nation's labor laws:
- to ensure the safety of every workplace,
- to guarantee an honest day's pay for an honest day's work,
- to stop discrimination,
- to protect workers from coercion and intimidation, and
- to safeguard the pension of every American worker and retiree.
The Department will emphasize prevention and compliance
assistance--to protect workers before they are harmed physically or
economically. Consistent with the Department's commitment to enforcement, we
will work together with employers on better prevention strategies, avoiding
whenever possible the loss of life, health or economic well-being that fines
and penalties can never fully redress.
This FY 2002 Annual Performance Plan is built upon the
three strategic goals the Department established in 1997, goals which have
supported the Department's efforts to unify around core mission
responsibilities.
DOL Strategic Goals |
|
|
Goal
1. |
A Prepared
Workforce: |
|
Enhance
opportunities for America's workforce |
|
|
Goal
2. |
A Secure
Workforce: |
|
Promote the
economic security of workers and families |
|
|
Goal
3. |
Quality
Workplaces: |
|
Foster quality
workplaces that are safe, healthy, and fair |
|
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The Department will soon create a new Office of the
21st Century Workforce to bring focus to our initiatives to find
solutions for our workers and for the economy as a whole to the challenges that
lie ahead. The first responsibility of this new Office will be to hold a Summit
on the 21st Century Workforce, where the Department will call on
leaders from business, labor unions, government and elsewhere to address the
structural changes that are affecting our workforce and our economy. The
results of the Summit will shape the Department's vision for the future and the
role of DOL in ensuring that the new century will bring opportunity and hope
for all of America's workers. The Department will revise the FY 2002 Annual
Performance Plan during the fall to include the results of the Summit on the
21st Century Workforce and the objectives of the new executive team
in the planning process for FY 2002.
2. Overview of the DOL
Strategic Plan
The Department of Labor's Strategic Plan for FY 1999-2004
outlines the mission, vision, departmental structure, three strategic goals,
and attendant outcome and performance goals. The Plan facilitates increased
coordination, and fosters greater cohesion within the Department. Through these
strategic goals, DOL staff and the American public can see a direct link
between the Department's purpose, its activities, and its vision for the
future.
The Department began its formal strategic and performance
planning process in 1997. A Strategic and Performance Plan Workgroup was
established to develop the FY 1999 Performance Plan and revise the original FY
1997-2002 Strategic Plan to reflect the consolidation of strategic goals and to
make a number of other enhancements. To shepherd and synchronize implementation
activities and documents to comply with the Government Performance and Results
Act of 1993 (GPRA), DOL then created a departmental GPRA staff, housed in the
Office of Budget. Semi-annual Program Reviews with Agency executives were held
to evaluate mid- and end-of-year progress towards current annual performance
goals. In the summer of 1999, the DOL Strategic Plan was again revised,
primarily to reflect the programs and objectives of the Workforce Investment
Act (WIA), and this plan was finalized in September 2000, following the
negotiation of WIA performance goals with the States. The current DOL Strategic
Plan covering FY 1999-2004 provides a framework for the Department's FY 2002
Annual Performance Plan and a blueprint for the Department's major program
initiatives through FY 2004.
A summary of the major elements addressed in the Strategic
Plan are provided below. These elements provide the foundation for Departmental
activities in the years ahead and a context for the FY 2002 Annual Performance
Plan.
2.1 Mission
The Department of Labor fosters and promotes the welfare of
the job seekers, wage earners, and retirees of the United States by improving
their working conditions, advancing their opportunities for profitable
employment, protecting their retirement and health care benefits, helping
employers find workers, strengthening free collective bargaining, and tracking
changes in employment, prices, and other national economic measurements. In
carrying out this mission, the Department administers a variety of Federal
labor laws including those that guarantee workers' rights to safe and healthful
working conditions; a minimum hourly wage and overtime pay; freedom from
employment discrimination; unemployment insurance; and other income
support.
2.2 Vision
We will promote the economic well-being of workers and
their families, help them share in the American dream through rising wages,
pensions, health benefits and expanded economic opportunities, and foster safe
and healthful workplaces that are free from discrimination.
2.3 DOL Strategic
Goals
Through these strategic goals, DOL staff and the American
public can see a direct link between the Department's mission and its
activities:
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.
Associated with each of these goals are specific programs
designed to implement the Department of Labor's core responsibilities. These
programs are highlighted under the appropriate Strategic Goal in Section 4, FY
2002 Performance Goals, Strategies and Cross-Cutting Programs.
2.4 DOL Organization
The Department of Labor is organized into major program
areas, each headed by an Assistant Secretary or Commissioner who administers
the various statutes and programs for which the Department is responsible.
These programs are carried out through a network of regional offices and a
series of field, district, and area offices, as well as, in some cases, through
local-level grantees and contractors. The agencies included in the Department's
FY 2002 Performance Plan are as follows:
Employment and Training
Administration (ETA) Pension and Welfare Benefits Administration (PWBA)
Pension Benefit Guaranty Corporation (PBGC) Employment Standards
Administration (ESA) Occupational Safety and Health Administration
(OSHA) Mine Safety and Health Administration (MSHA) Bureau of Labor
Statistics (BLS) Office of the Solicitor (SOL) Bureau of International
Labor Affairs (ILAB) Office of the Assistant Secretary for Administration
and Management (OASAM) Women's Bureau (WB) Office of the Chief
Financial Officer (OCFO) Veterans' Employment and Training Service
(VETS) Office of the Inspector General (OIG) Office of Disability
Employment Policy (ODEP)
3. Strategic Goals and The FY 2002
Budget--A 21st Century Department of Labor
3.1 Introduction
The President and the new administration are determined to
see that no worker is left behind in today's rapidly changing high-technology
environment. In carrying this theme forward, the Department of Labor is
committed to offering hope by giving all Americans the training and skills
needed to succeed now and into the future. The Department of Labor's Fiscal
Year (FY) 2002 budget request was developed with those outcomes in mind.
The FY 2002 budget reflects the amounts necessary for
continued efforts to meet the difficult challenges posed by a changing economy
and American workforce. This budget maintains the Department's commitment that
all workers have the opportunity to find and hold jobs under reasonable working
conditions, with good wages, reliable pensions, health benefits, and
opportunity to improve their skills in the 21st Century
Workplace.
In response to this commitment, the total request for the
Department in FY 2002 is $44.4 billion in budget authority and 17,483 full-time
equivalent (FTE). The request for discretionary programs is $11.3 billion in
budget authority, which is $564 million below the FY 2001 level.
In this Annual Performance Plan, the Department has for the
first time linked budget authority and outlays to both the strategic and
outcome goals. The budget resources are displayed in tables in the introduction
to each strategic and outcome goal discussion in Chapter 4 of the plan.
Appendix B displays an overview of the linkage between the budget activities
that support the Department's outcome goals, and Appendix C presents a
cross-walk of Congressional Committees to strategic goals. The method for
assigning full costs in terms of budget authority and outlays to outcome goals
mirrors that used by the Office of the Chief Financial Officer in the
allocation of costs to outcome goals in the Department's financial statement.
While the financial statement ascribes costs at the Agency level, this plan
uses the budget activity level as the unit of analysis for analyzing the
deployment of their resources. Agencies estimated the proportion of their
spending that contributed directly to the accomplishment of outcome goals for
each of the four years covered by this plan. These factors were applied to the
net budget authority and outlay figures contained in the President's Budget.
Indirect costs for program support activities were added to agency budget
authority and outlay figures based on usage estimates. As such, spending for
the Departmental Management Program Direction and Support activity, the Office
of the Assistant Secretary for Administration and Management and the Office of
the Chief Financial Officer are scored against the accomplishment of the major
outcome goals. Charges for centrally administered administrative services
billed through the Working Capital Fund are included in the agency budget
activity figures and are likewise scored against the outcome goals.
3.2 Budget
Highlights
21st Century Workforce
With an eye toward the 21st Century Workforce,
the Department's FY 2002 budget provides over $5 billion to support youth and
adult training activities. To succeed in the 21st century, we must
be prepared to adapt to changes in our economy--in how we work, where we work,
and how we balance our professional and family lives. The Department of Labor
cannot and must not simply react to changes. We must anticipate--thus
equipping every worker to have as fulfilling and financially-rewarding a career
as they aspire to have.
The Department will continue to use the Workforce
Investment Act as the primary vehicle to guide our investment in America's
Workforce--but new ideas are needed, along with fresh approaches and new
partnerships. Many jobs go unfilled because employers can't find workers with
the necessary skills and training. Another challenge will be to make sure that
an adequate workforce is available to meet the demands of a continually growing
economy. To face these challenges, the Department will create a new Office
of the 21st Century Workforce to bring focus and solutions to
the challenges that face America's workers. Later this Spring, the Department
will convene a group of leaders from business, labor unions, and government to
address the structural changes that are affecting the workforce and economy.
The Office of the 21st Century Workforce will assist those
Americans who have been left behind--particularly those who have been laid-off
from jobs due to technological changes or foreign competition.
Office of Disability Employment Policy
The Administration is also committed to assisting those
individuals who have been denied the opportunity and right to have a
productive, meaningful work life because of a disability. The new Office of
Disability Employment Policy will carry out the President's New Freedom
Initiative, providing technology and other tools to Americans with
disabilities, so that they can enter the economic mainstream. An additional
$20.3 million and 10 FTE have been added in FY 2002 for this purpose. The 2002
budget also continues to fund work incentive grants--$20 million annually--to
help make One-Stop Centers fully accessible to people with disabilities. It is
not only important to give people with disabilities training and assistive
technology-- but also the hope and the ability to become more active citizens
in their communities.
Worker Protection
Labor laws will be enforced--and workers will be
protected--to ensure the safety of every workplace, to guarantee an honest
day's pay for an honest day's work, to stop discrimination, to protect workers
from coercion and intimidation, and to protect every worker's pension. The laws
will be enforced using common sense--not just a reflexive, one-size-fits-all
approach. The Department's 2002 budget maintains labor law enforcement agencies
at FY 2001 levels and the Department will put more emphasis than ever before on
prevention and compliance assistance--not just after-the-fact enforcement. The
Department will continue to explore new ways to use technology and related
interventions to improve and expand the reach of its compliance assistance.
Redirected Resources
The Department's FY 2002 budget reallocates resources from
lower-priority activities to areas where there are demonstrated needs. The
Department's budget supports a sustained effort in core job training programs.
Where training resources are redirected, State and local governments and
communities will be able to continue to serve participants based upon the
availability of funding already in the system.
In the area of international labor activities, funding was
provided at FY 2000 levels and the Department remains committed to the
fundamentals of removing children from abusive and dangerous working
environments. The FY 2002 budget also continues both multi-lateral assistance
through the International Labor Organization (ILO) and bilateral assistance
with the Department's agencies to assist developing countries as they implement
and administer labor standards and social safety net programs. The budget also
continues the new Global HIV/AIDS Workplace initiative to provide
multi-cultural assistance through the ILO to support health education and HIV
prevention in the workplace.
Labor Statistics
An increase of $8.1 million and 40 FTE is requested for the
Bureau of Labor Statistics to fundamentally change the manner in which the
Consumer Price Index (CPI) is revised and updated. Historically, major
revisions of the CPI have been made every ten years. Beginning in FY 2002,
expenditure weights in the CPI will be updated every two years--the first step
toward revising and updating the CPI on a continuous basis to improve the
accuracy and timeliness of the index.
Information Technology
A total of $80 million--an increase of $43 million over FY
2001--is requested for the centralized Information Technology (IT) account to
fund the Department's IT investments within the following four crosscutting
areas: $40.5 million for Enterprise Architecture; $10.6 million for a Common
Office Automation Suite; $19.7 million for Security and Privacy; and $9.1
million for Common Administrative Systems.
With the establishment of the centralized IT investment
fund, the Chief Information Officer (CIO) will ensure, through the IT Capital
Investment Management process, accountability for the management of the
Department's IT resources. The existence of the centralized IT fund has
increased the level of awareness throughout the Department of the important
role information technology plays to provide vital services to its customers.
The IT Capital Investment Management process and centralized IT investment fund
provides the management tools necessary to implement the requirements outlined
in the Clinger-Cohen Act, the Paperwork Reduction Act, the Government Paperwork
Elimination Act, the Computer Security Act, the Government Performance and
Results Act, and the President's policy on the management of information
resources and technology within the Department. These investments will continue
to enable the Department to implement sound IT investment strategies to
eliminate interoperability and incompatibility issues and to improve overall
mission-critical program effectiveness.
Federal Employees' Compensation Act--Administrative
Surcharge
The FY 2002 Budget proposes the establishment of an
administrative surcharge on the amount billed to other Federal agencies for
workers' compensation benefits. The Secretary of Labor will use this surcharge
to finance the Department's administrative expenses for the Federal Workers'
Compensation program including the cost related to management, operations, and
legal support. The program surcharge provides $80 million in offsetting
collections for budget authority for this program. Most importantly, the
surcharge will ensure that each Federal agency contributes an equitable share
of the administrative cost of managing the program and boost the incentive of
Federal agencies to improve the safety of their workplaces.
Program Accountability of Grants
The Department is requesting a total of $1.8 million in FY
2002 to accelerate efforts to modernize grants management and accountability
systems to improve overall administration of funds. The Employment and Training
Administration will require $1.5 million to improve grants monitoring and
technical assistance by providing a specialized unit of staff to oversee and
assist "at risk" grantees. Also, emphasis will be placed on developing
analytical tools and specified reports and linkages with the Department's
centralized accounting system. The Office of the Chief Financial Officer will
use the balance of these funds to oversee developmental efforts and to ensure
overall compliance with the Federal Financial Management Improvement Act.
3.3 Summary
The Department of Labor is prepared for the 21st
Century. Not only will it meet its first responsibility to protect workers by
enforcing the Nation's labor laws, but it will increase its focus on
common-sense approaches to prevention and compliance assistance. The Department
will seek out new solutions to the challenges that face American workers,
assist those who have been left behind, and provide hope to all who yearn for a
better life.
4. FY 2002 Performance Goals,
Strategies and Cross-Cutting Programs
This FY 2002 Annual Performance Plan establishes
performance goals that will lead to the accomplishment of DOL's strategic
goals. It also describes the means and strategies DOL will use to reach its
goals. Consistent with guidance from the Office of Management and Budget (OMB)
and the General Accounting Office (GAO), DOL has consolidated or aggregated
many of its activities into logical clusters focused around the accomplishment
of its strategic goals. For example, the third strategic goal, Quality
Workplaces, integrates the outcomes of OSHA's and MSHA's performance goals to
reduce workplace injuries and illnesses. In other cases, only one agency within
the Department may contribute to a specific outcome goal.
Under the Workforce Investment Act, the performance
indicators stipulated in the Act have been and continue to be developed through
a process of negotiation between the States and the Department of Labor. The
new Workforce Investment System has led to a retooling of the Employment and
Training Administration's (ETA) performance goals. ETA has consulted with
stakeholders concerning performance and accountability issues and worked in
partnership to develop revised performance goals for Program Year 2002. The
national performance goals for the WIA performance indicators represent an
amalgamation of the goals negotiated with the States.
This section presents DOL's FY 2002 performance goals under
each strategic and outcome goal. Following the listing of performance goals is
a summary of the means and strategies that will be used by DOL to achieve the
outcome and performance goals. Related cross-cutting programs and issues follow
the strategies. Appendix A displays individual matrices for each performance
goal that include the following information:
Indicator--The measures that will be used to assess progress
towards performance goal accomplishment.
Source of data--The
measurement system(s) that will be used to collect performance Indicator
data.
Baseline--The baseline year
and baseline level against which progress will be evaluated.
Comment--Issues related to
goal accomplishment, measurement systems, and strategies that provide a context
or description of the performance goal or indicator.
4.1 DOL Strategic Goal 1--A
Prepared Workforce
Enhance opportunities for America's
Workforce
OUTCOME
GOALS:
- Increase employment, earnings, and assistance
- Increase the number of youth making a successful
transition to work
- Improve the effectiveness of information and analysis
on the U.S. economy
Total Funds for This Goal (in
Billions): |
Fiscal Years |
Budget |
Outlays |
FY 2002 |
$7.1 |
$6.7 |
FY 2001 |
$7.1 |
$7.8 |
FY 2000 |
$5.2 |
$6.4 |
FY 1999 |
$7.5 |
$5.8 |
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The Department of Labor's programs and agencies with the
primary operational responsibility for achieving this strategic goal include
the Employment and Training Administration's Workforce Investment Act (WIA) and
Wagner-Peyser Act programs, the Veterans' Employment and Training Service, the
Women's Bureau, the new Office of Disability Employment Policy, and the Bureau
of Labor Statistics. In addition, the Office of the Solicitor, the Office of
the Assistant Secretary for Administration and Management, and the Office of
Inspector General provide indirect support to this strategic goal.
The FY 2002 outcome and performance goals for this
strategic goal follow. Detailed information on every performance goal,
including indicator, data source, baseline and explanatory comments, can be
found in Appendix A.
Outcome Goal
1.1--Increase employment, earnings, and assistance
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Billions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$3.4
$3.4
$2.4
$4.3
|
Outlays
$3.2
$4.2
$3.5
$3.0
|
A. Increase the employment, retention, and earnings
of individuals registered under the WIA adult program. In Program Year
2002:
- 70% will be employed in the first quarter after program
exit;
- 80% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- The average earnings change will be $3,423 for those who are
employed in the first quarter after program exit and are still employed in the
third quarter after program exit.
B. Increase the retention and earnings of
Welfare-to-Work participants placed in unsubsidized employment. In Fiscal Year
2002:
- 67% will remain in the workforce for two consecutive quarters
following the placement quarter; and
- The average earnings increase by the second consecutive
quarter following the placement quarter will be 7%.
C. Improve the outcomes for job seekers and employers
who receive public labor exchange services. In Program Year 2002:
- 55% *of job seekers registered with the public labor exchange
will enter employment with a new employer by the end of the second quarter
following registration;
- 70%* of job seekers will continue to be employed two quarters
after initial entry into employment with a new employer; and
- The number of job openings listed with the public labor
exchange (with both State Employment Security Agencies and America's Job Bank)
will increase by 5% over the total for PY 2001.
D. Increase the capacity and quality of One-Stop
system services for people with disabilities who are registered in the
workforce investment area(s) receiving Work Incentive Grants. In Fiscal Year
2002:
- The number of people with disabilities registered in these
areas will increase by 5%; and
- The number of people with disabilities who are registered in
these areas and are employed in the quarter after exit will increase by
2%.
E. Increase customer satisfaction with services
received from workforce investment activities in connection with the One-Stop
delivery system. In Program Year 2002:
- Customer satisfaction of participants with WIA services will
result in a score of 70 on the American Customer Satisfaction Index; and
- Customer satisfaction of employers with One-Stop services will
result in a score of 68 on the American Customer Satisfaction Index.
F. Increase by 5% the number of women in the labor
force reached directly by the Women's Bureau who have greater knowledge that
can assist them in improving their pay and benefits, worklife needs, and career
advancement.
G. Increase the employment and retention rate of
veteran job seekers registering for public labor exchange services.
- 55%* of veteran job seekers will be employed in the first or
second quarter following registration.
- 70%* of veteran job seekers will continue to be employed two
quarters after initial entry into employment with a new employer.
H. At least 51% of veterans enrolled in Homeless
Veteran Reintegration Project grants enter employment.
I. Implement 12 demonstration programs, through
grants, designed to develop and test strategies and techniques that need to be
implemented in order for One-Stop Centers and WIA youth programs to effectively
serve persons with significant disabilities.
* DOL is undergoing a transition to a new labor
exchange performance measurement system. These performance goals are estimates
and will be revised when baseline data become available. |
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Means and Strategies
Operating Agencies: ETA, VETS, WB
Sustained Efforts in FY 2002:
- With State and other partners, DOL will review WIA implementation
experiences to identify key issues, options, and solutions, as they pertain to
the following strategies:
- Enhance the resource base of services available for adults in the
evolving workforce development system by: 1) assuring better program
integration with major partners by educating Workforce Boards, program partners
and staff on opportunities, barriers and solutions; 2) refining Internet
resources such as America's Labor Market Information System (ALMIS) within the
One-Stop delivery system; and 3) identifying additional methods of accessing
other programs and delivering their services to adults across the country.
(1.1A-E)
- Continue to work in close cooperation with state and local partners
in monitoring and overseeing the workforce development system and with federal
partners in promoting unified planning at the state and local levels. (1.1A)
- Continue to support WIA implementation by: 1) analyzing use of
existing program resources, identifying shortcomings and their causes, and
initiating and promoting corrective actions; 2) providing ongoing technical
assistance to States and local areas as they continue to implement the WIA
provisions dealing with Individual Training Accounts and Eligible Training
Providers; 3) providing technical assistance to system partners in the areas of
service strategies, case management, sequencing of services, priorities of
service, services to employed adults, and other issues relevant to service
delivery under WIA, and 4) investing in capacity building, pilots and
demonstrations, research, and technical assistance. (1.1A-E)
- Continue to invest in engaging private-sector employers both as
customers and partners in the workforce development system. (1.1A-E)
- DOL will continue to implement the performance-based accountability
provisions of the WIA by specifically undertaking, in collaboration with the
Department of Education, the incentive and sanction process as it applies to
the States for their performance against the agreed upon WIA core indicators of
performance. These indicators constitute the basis for DOL's WIA performance
goals. (1.1A)
- DOL will build on the launch of the Workforce Excellence Network, the
purpose of which is to find ways for State and local workforce organizations to
work together to improve their performance. Under the Network, training, tools
and assistance will be provided to Workforce Investment Areas and One-Stop
partner programs using the Malcolm Baldrige criteria for performance
excellence, quality and continuous improvement techniques, and employer and
participant customer satisfaction. DOL will provide recognition to workforce
entities that achieve identified levels of performance excellence. (1.1A-E)
- DOL will expand and improve the integration of Welfare-to-Work (WtW)
and welfare reform efforts with the nation's Workforce Investment System,
established by the Workforce Investment Act (WIA) of 1998. (1.1B)
- DOL will produce targeted outreach and technical assistance products
and activities to meet the specific needs of faith- and community-based
programs and programs serving non-custodial parents, individuals with
disabilities, ex-offenders, and individuals with substance abuse barriers.
(1.1B)
- DOL will enlist the support of employers to hire WtW participants
into unsubsidized jobs and increase job opportunities for welfare recipients
through projects such as the One-Stop Low-Wage Worker Advancement/Backfill
Pilot Project, which will utilize Temporary Assistance for Needy Families
(TANF) funds to subsidize employers to upgrade and advance current entry-level
low-wage working TANF "alumni," and then utilize WIA and WtW funds to train and
backfill WtW participants and WtW-eligible individuals in the vacancies
created. (1.1B)
- DOL will work closely with Federal partners, State and local
government agencies, faith- and community-based organizations, and public
interest groups to coordinate and increase the availability of tools and
resources to assist WtW grantees and their participants. (1.1B)
- DOL will identify and implement comprehensive "Whole Family" WtW
approaches which will improve the job placement, retention, advancement, and
self-sufficiency potential for low-income custodial and noncustodial parents
and their children. (1.1B)
- DOL will continue to emphasize Worker Profiling and Re-employment
Services (WPRS), whereby UI claimants likely to exhaust their benefits are
quickly identified and provided the services necessary to assist them in
quickly returning to work. (1.1C)
- DOL will continue to develop partnerships with large multi-state
employers to provide recruitment and special technical services to assist them
in meeting their labor force needs. (1.1C)
- DOL will conduct seminars, meetings, workshops, and other forums with
employers; human resource professionals; women, disability, community and
Faith-Based organizations; and government entities that will educate and
influence policies geared to women workers. The goal is to increase pay and
benefits, career advancement opportunities, more family friendly workplaces,
economic security, healthy and safe workplaces, and equal opportunity for women
in nontraditional occupations, particularly in high-technology industry. (1.1F)
- Program and service integration in the workforce development system
has been a significant challenge for DOL funded programs. Such integration will
continue to develop as partnerships are forged and strengthened between DOL and
other Federal programs and State and local organizations. The effectiveness of
the workforce development system is expected to continuously improve through
capacity building, pilots and demonstrations, research, and technical
assistance. An emphasis on investment for pilots, technical assistance, and
veterans' advocacy provided, within the workforce development system, will
enhance the integration and effectiveness of services provided to veterans.
(1.1G)
- DOL will continue to coordinate and encourage the efforts of 52 VETS'
State Directors (50 States, District of Columbia and Puerto Rico) as they
interact with State Workforce Investment Boards. This coordination by VETS'
State Directors, delineating the nature and scope of DVOP and LVER activities
and the role of the Public Labor Exchange, will enhance the provision of
priority and maximum services to veterans in the One-Stop Centers. (1.1G)
- DOL will continue to pilot test the use of Veterans employment
representatives in matching qualified separating military personnel with
employer needs for specific skills within a single geographic area (a program
known as "ProVet"--promoting reemployment opportunities for veterans).
(1.1G-H)
Significant New or Enhanced Efforts in FY
2002:
- DOL will improve program performance and performance management
activities by: 1) increased use of technology to support effective management
of program operations and performance, including the expanded use of real-time
data for program management purposes; 2) refining and enhancing the
Federal/State accountability system specified in the Act, including the
possible addition of measures related to timeliness, efficiency, and market
penetration, and the fine-tuning of measures related to quality; 3) developing
and funding innovative demonstration projects for adults that support improved
outcomes for individuals with diverse barriers to success in the workforce,
including projects operated in partnership with community- and Faith-Based
organizations, and 4) connecting agency quality initiatives and program
operations. (1.1A)
- DOL will enhance universal access of all adults to services available
through America's Workforce Network by: 1) promoting the information and
services available through America's Workforce Network, including the Toll-Free
Help Line and America's Service Locator; 2) supporting outreach to low-income
groups in schools and neighborhoods through community- and Faith-Based
organizations, enlisting their assistance in assessment and referral of
individuals to local One-Stop Centers, and 3) expanding access to services
through enhanced use of Internet, telephone and other technologies to provide a
broad spectrum of access points not dependent on a single method or medium.
(1.1A-E)
- DOL will utilize a comprehensive Labor Exchange Performance
Measurement System to provide performance information and incentives in support
of optimizing the delivery of labor exchange services to employers and job
seekers. This system will include performance measures, procedures for
establishing expected levels of performance, and revised data collection and
reporting procedures, relying on UI wage records as a data source. (1.1C)
- States will be required to include expected levels of performance,
reached in agreement with ETA regional offices, for the Wagner-Peyser Act labor
exchange in their five-year strategic plans. (1.1C)
- DOL will use the common language of the Occupational Information
Network (O*NET) to improve the quality and quantity of employer job orders and
job seeker resumes. The O*NET common language will be integrated into America's
Career Kit, the One-Stop Operating System (OSOS), and the broader labor
exchange system. (1.1C)
- DOL-provided training in job order taking and writing and in entering
orders into America's Job Bank (AJB) will enhance the skills of front-line
staff to assist employers in writing job orders and entering them into AJB.
(1.1C)
- DOL will help customers with disabilities receive the appropriate
level of service by financially assisting States and local areas to continue
developing infrastructure, increasing system capacity, and improving access to
information and services that directly address their local customers' needs.
(1.1D)
- DOL is funding an Information Technology (IT) pilot project through
the Computing Technologies Industry Association, an alliance of over 7,500
companies involved in IT. The pilot project will recruit and assess recently
separated veterans, provide occupational skills training and certification, and
place them in IT jobs with member companies. The curriculum features training
in A plus, the industry recognized entry-level certification for IT service and
support professionals. (1.1G)
- DOL has initiated a Military to Work Project with the Communication
Workers of America that is Internet based. This program allows transitioning
military members and veterans to self-register, take an assessment test and
receive an evaluation of their technical abilities. Fully qualified registrants
are referred to high profile employers (i.e., Lucent Technologies, AT&T,
U.S. West, etc.) within the telecommunications field. Those requiring
additional training or course work are directed to apprenticeship and skill
certification programs that will enable them to qualify for career building
jobs. (1.1G)
- DOL and VETS will conduct a needs assessment to identify the
underlying causes of sustained unemployment for targeted veteran subgroups,
such as women veterans. (1.1G-H)
- The workforce development system has the mandate, but not the
experience or knowledge needed, to serve customers with significant
disabilities. Service to this segment of the disabled population represents the
next step in the process of their full inclusion in the workforce development
system. DOL will pursue a multifaceted program that provides guidance to, and
develops internal expertise for, all components of the workforce development
system that results in full, effective and integrated services to individuals
with significant disabilities. (1.1I)
Cross-Cutting Programs and Issues
FY 2002 is the third 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. DOL 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 retraining qualified workers for
high-skilled jobs, as well as workers' and job seekers' needs for training and
re-employment services.
In FY 2002, DOL will continue implementation of WIA,
emphasizing universal access to services available to the Nation's job seekers,
workers, and employers through the One-Stop Centers. Program and service
integration in the workforce development system will continue to develop as
partnerships are forged and strengthened among DOL, 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.
DOL will improve comprehensive planning for services to
adults, incumbent workers and dislocated workers, and implementation of such
programs, by: 1) supporting community audit projects that develop, collect and
analyze information on economic and labor market trends in specific geographic
areas, industries, or sectors, with a view toward improving real-time workforce
investment information and services, and 2) assisting 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.
In addition to its cross-cutting efforts targeted on the
State and local levels of the workforce development system, DOL continues to
invest in engaging private-sector employers both as customers and partners in
the system. DOL'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 a primary goal being
to enhance the credibility of the system in the eyes of the business
community.
As the Congressionally-delegated lead Federal agency for
the Welfare-to-Work legislation, DOL provides leadership for implementation of
new programs and activities designed to move people from welfare to employment.
DOL works closely with State and local government agency programs, the
Department of Health and Human Services (HHS), the Department of Housing and
Urban Development (HUD), the Department of Transportation (DOT), the Department
of Agriculture (USDA), the Department of Interior (DOI), and the Department of
Justice (DOJ) to assist individuals as they move from welfare to work and to
boost employment rates. DOL also works closely with public interest groups,
such as the National Association of Workforce Boards, the U.S. Conference of
Mayors, and the National Governors Association.
DOL will continue the promotion of the Work Opportunity and
Welfare-to-Work (WOTC/WtW) Tax Credits by engaging employers and streamlining
certification procedures to encourage employers to hire disadvantaged job
seekers.
DOL will build upon the earlier work of the Performance
Measurement Group by working with its partners at HHS, HUD, and the Department
of Education (ED), as well as their State and local partners, to establish the
new system performance measures as part of the new Workforce Investment System.
DOL also will address cross-cutting policy and related issues pertaining to
systemic performance accountability.
The Department's employment and training programs for
veterans and soon-to-be-separated service members and their families are
coordinated closely with VA and DOD. This Transition Assistance Program (TAP)
operates across the country and has been shown to be effective in reducing the
time of unemployment. When TAP is implemented at the local military bases,
specific areas of coordination and cooperation are designated. For instance,
DOL may provide the instructors for the typical three-day training, DOD the
meeting space and logistical arrangements, and VA the assistance to service
members who have service-incurred disabilities.
DOL, through VETS, will continue to lead a Federal
Interagency Task Force on Certification and Licensing of Transitioning Military
Personnel that will recommend a course of action to allow qualified military
personnel to obtain both Federal and non-Federal certifications and/or licenses
necessary for civilian employment. In FY 2002, DOL will continue the effort of
updating and adding to its public website on licenses, credentials, and other
occupational requirements. VETS has contributed to the Department's overall
effort by developing and instituting the website Using (your) Military
Experience and Training, which is tailored to provide assistance to
transitioning military personnel who need assistance and veterans who may need
a credential for civilian employment.
Cross-cutting Federal efforts on the homeless make the
Homeless Veterans' Reintegration Project (HVRP) an outstanding example of how
different Federal programs working together can effectively serve a population
in need. In implementing HVRP, the Department works closely with HUD and VA to
refer homeless veterans in need of shelter, substance abuse assistance or
mental health counseling, to the appropriate programs. Once stabilized, these
veterans are referred back to DOL HVRP programs for job-finding assistance.
DOL has developed a partnership with the New Mexico
Department of Labor and the National Guard Bureau to assist unemployed and
underemployed veterans by providing a one-day seminar on resume writing and
interviewing. These one-day classes will be provided using a distance learning
modality in two locations (Albuquerque and Santa Fe). The objective of this
project is to improve the opportunities for the unemployed and underemployed
veterans in their search for suitable employment in the civilian workforce.
Outcome Goal
1.2--Increase the Number of Youth Making A Successful Transition to Work
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Billions) |
Fiscal Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$3.1
$3.1
$2.5
$2.7
|
Outlays
$3.0
$3.1
$2.5
$2.4
|
A. Increase entrance and retention of youth registered
under the WIA youth program in education, training, or employment. In Program
Year 2002:
- 53% of the 14-18 year-old youth will be either employed, in
advanced training, post-secondary education, military service or
apprenticeships in the third quarter after program exit;
- 63% of the 19-21 year-old youth will be employed in the first
quarter after program exit; and,
- 77% of the 19-21 year-old youth employed in the first quarter
after exit will be employed in the third quarter after program exit.
B. Increase participation, retention, and earnings of
Job Corps graduates in employment and education. In Program Year 2002:
C. Increase retention of Youth Opportunity Grant
participants in education, training, or employment. In Program Year 2002:
- 53% of the 14-18 year-old participants placed in employment,
the military, advanced training, post-secondary education, or apprenticeships
will be retained at six months; and
- 72% of the 19-21 year-old participants will be employed in the
third quarter after program exit.
D. Increase participation of Responsible
Reintegration for Young Offender program graduates in education programs or
employment.
- 65% will get jobs or be enrolled in education or training.
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Means and Strategies
Operating Agencies: ETA
Significant New or Enhanced Efforts in FY
2002:
- DOL will continue to improve the capacity of the workforce
development system to provide youth with skills, and offer them a comprehensive
array of services so that they are able to successfully transition to the
workforce as they continue their education and training. In collaboration with
local youth providers, our partners, and stakeholders, these areas 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 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 youth;
- Encouraging and promoting youth connections to the One-Stop delivery
system;
- Visiting and providing operational and technical assistance to
grantees for the Responsible Reintegration for Young Offender program to ensure
that they become fully operational in the shortest time period and to avoid
potentially harmful issues in program start-up; and
- 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 which promotes customer satisfaction.
(1.2A, C-D)
- DOL will enhance career development support, including expanded
placement services, for Job Corps graduates and former enrollees. The
Department will continue to aggressively implement school-to-work strategies
and build mutually beneficial relationships with WIA partners--especially
employer involvement in the development of occupational training programs. DOL
will accomplish this by:
- Placing continued emphasis on performance in the competitive
procurement process;
- 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;
- Accelerating student learning through innovative instructional
methodology and the incorporation of technology both as a training tool and to
facilitate accessing information about jobs or further education;
- Creating partnerships with employers to customize training, provide
work-based learning sites, and to expand Job Corps' job placement network; and
- Integrating Job Corps into the broader workforce development system.
(1.2B)
- DOL will continue to reflect performance/results-based criteria in
its contract procurements. Job Corps' center operations and outreach,
admissions/career transition services contracts will be procured specifying the
outcomes and quality indicators the government seeks in contract performance.
Performance results will be published and used with quality assessment results
to form the contractor's Past Effectiveness rating, which is a determining
factor in the Department's decision to award option years or subsequent
contracts. (1.2B)
Cross-Cutting Programs and Issues
Opportunities for youth to make a successful transition to
a career path will include development of Business and Community Visions for
creating relationships and networks with employers, One-Stops, and Workforce
Investment Boards. DOL will also implement a youth development professional
apprenticeship and certification to improve the skill of front-line staff
delivery of services to youth.
Linkage with HHS programs will be established to provide
shelter for runaway youth, drug prevention for youth in at-risk circumstances,
educational or workforce activities for youth living in high poverty areas, and
access to child-care services. Support will be given to coordinated activities
with HUD's Youth Build and Jobs Plus programs, as well as outreach programs to
youth in public housing.
The involvement of Faith-Based organizations as partners to
expand educational, cultural, recreational and career opportunities for youth
will be facilitated.
Outcome Goal
1.3--Improve the Effectiveness of Information and Analysis on the U.S.
Economy
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$518
$516
$385
$422
|
Outlays
$490
$486
$373
$395
|
A. Produce and disseminate timely, accurate, and
relevant economic information.
B. Improve the accuracy, efficiency, and relevancy of
economic measures. |
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Means and Strategies
Operating Agency: BLS
Sustained Efforts in FY 2002:
- DOL will continue to carry out its mandate as the principal
fact-finding agency for the Federal Government in the field of labor economics.
This includes producing impartial and objective essential economic data for the
Nation in the areas of employment and unemployment, price change, compensation,
safety and health, productivity, and economic growth. Business, labor,
governments, the media, and the public rely on these measures to develop
economic policy and make well-informed decisions. (1.3A-B)
- By utilizing technological advances, DOL will improve the operational
processes used to develop economic data, specifically through the use of the
BLS Statistical Program Model. The model includes the following steps:
conceptualization, planning, design, development, implementation, and
validation. (1.3A-B)
Significant New or Enhanced Efforts in FY 2002
- DOL will fundamentally change the way the Consumer Price Index is
revised and updated beginning in 2002. As part of this effort, DOL will provide
for continuous outlet and item sample improvements and ongoing computer system
enhancements. (1.3B)
Cross-Cutting Programs and Issues
DOL, as a producer of economic statistics on the U.S.
economy, must work in partnership with other Federal, State, and international
statistical agencies. These organizations encounter common and sometimes
overlapping issues that must be coordinated for the benefit of the users of
these data. Such coordination not only maximizes DOL performance, but also
helps to improve the accuracy, efficiency, and relevancy of economic measures
produced by the Department.
As a Federal statistical agency, the Department's BLS is a
member of the Interagency Council on Statistical Policy, a committee of
representatives from 15 agencies, which works to identify areas for
collaboration. During FY 2002, the Council will work on enhancements to
FedStats, a "one-stop shopping" web site for Federal statistics, including the
development of a national statistical information infrastructure.
As a member of the international statistical community, DOL
also works with foreign statistical agencies and international organizations in
efforts to enhance comparability of concepts and definitions. During FY 2002, a
statistical working party led by DOL and sponsored by the Organization for
Economic Cooperation and Development, will address issues dealing with
improving and standardizing the data on productivity and
employment/unemployment used around the world.
DOL STRATEGIC GOAL 2 A
SECURE WORKFORCE Promote the Economic Security of Workers and Families
OUTCOME GOALS:
- Increase compliance with worker protection laws
- Protect worker benefits
- Increase employment and earnings for retrained
workers
|
Total
Funds for This Goal (in Billions):
Fiscal
Years |
Budget |
Outlays |
FY 2002 |
$36.3 |
$34.3 |
FY 2001 |
$31.0 |
$29.4 |
FY 2000 |
$24.8 |
$24.3 |
FY 1999 |
$27.0 |
$26.0 |
|
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DOL is committed to protecting workers' hours, wages, and
other conditions when on the job, providing unemployment and compensation
benefits when workers are unable to work, and expanding, enhancing, and
protecting workers' pension, health care, and other benefits.
Department of Labor programs and agencies with the primary
operational responsibility for achieving this strategic goal include the
Pension and Welfare Benefits Administration (PWBA); the Pension Benefit
Guaranty Corporation (PBGC); the Employment and Training Administration's
Unemployment Compensation programs, Trade Adjustment Assistance and North
American Free Trade Agreement-Transitional Adjustment Assistance
(TAA/NAFTA-TAA) programs, Workforce Investment Act (WIA) Dislocated Worker
Assistance; and the Employment Standards Administration's Wage and Hour
Division, Office of Labor-Management Standards and Office of Workers'
Compensation Programs. In addition, the Office of the Solicitor, the Office of
the Assistant Secretary for Administration and Management, the Office of
Inspector General, and the Appellate Boards provide indirect support to this
strategic goal.
The FY 2002 outcome and performance goals for this
strategic goal follow. Detailed information on every performance goal,
including indicator, data source, baseline and explanatory comments, can be
found in Appendix A.
Outcome Goal
2.1--Increase Compliance with Worker Protection Laws
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions)
Total Funds for This Outcome Goal (in
Millions)
Fiscal
Years |
Budget |
Outlays |
FY 2002 |
$326 |
$309 |
FY 2001 |
$314 |
$289 |
FY 2000 |
$242 |
$231 |
FY 1999 |
$247 |
$238 |
|
A. Covered American workplaces legally, fairly, and
safely employ and compensate their workers as demonstrated by: 1.
Increased compliance, including among employers which were previous violators
and the subject of repeat investigations, with labor standards laws and
regulations in nationally targeted industries. In FY 2002, increase compliance:
- in the garment industry:- to 45% in Los Angeles (recidivism: to
42%) ;
- in agricultural commodities:- to 54% in cucumber (recidivism:
to 44%) and to 43% in garlic (recidivism: establish baseline);
- in forestry:- to 35% (recidivism: to 20%); and,
- in the health care industry:- establish baseline for home
health care (recidivism: establish baseline).
2. Increased child labor compliance, including among employers
which were previous violators and the subject of repeat investigations, in the
industries where data indicates that the risk of serious injury to young
workers is greatest. In FY 2002, increase compliance in :
- full service restaurants:- to 85% (recidivism: to 78%)
- fast food restaurant:- to 75% (recidivism: to 78%); and,
- grocery stores:- to 85% (recidivism: to 77%).
B. Achieve timely union reporting such that a minimum
of 89% of unions with annual receipts greater than $200,000 timely file union
annual financial reports for public disclosure access.
C. Increase by 2.5% (to 1,768) per year the number of
closed fiduciary investigations of employee pension plans where assets are
restored, prohibited transactions are corrected, participant benefits are
recovered, or plan assets are protected from mismanagement and risk of future
loss is reduced
D. Increase by 2.5% (to 349) per year the number of
closed fiduciary investigations of employee health and welfare plans where
assets are restored, prohibited transactions are corrected, participant
benefits are recovered, or plan assets are protected from mismanagement and
risk of future loss is reduced. |
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Means and Strategies
Operating Agencies: ESA, PWBA
Sustained Efforts in FY 2002:
- DOL will continue voluntary compliance activities, such as education,
technical assistance, and partnerships. (2.1A-D)
- DOL will continue initiatives to increase compliance with labor
standards by: targeting certain low-wage industries for focused
education/outreach and enforcement interventions; targeting child labor
compliance; building partnerships with other governmental, non-governmental,
and business organizations to promote compliance; and, enhancing the scope and
effectiveness of ESA's education and enforcement interventions to obtain
lasting future compliance. (2.1A.1-2.1A.2)
- DOL will continue to measure compliance results achieved by
establishing baselines of compliance in targeted industries through ESA's
investigation-based compliance surveys, and conducting subsequent compliance
surveys in those industries in which baselines have already been established.
(2.1A.1-2.1A.2)
- DOL will continue its initiative to review the Child Labor Hazardous
Orders to reflect current workplace technologies and hazards. (2.1A.2)
- DOL will continue to make more effective and sustained interventions,
including better detection of violations, more timely litigation, developing
appropriate cases for criminal prosecution, and enhancing education and
outreach efforts. While the Department has been vigorously pursuing and
elaborating its compliance strategy in these sectors, progress is slow, worker
exploitation is still very common, and it has become increasingly clear that
sustained efforts are required. (2.1A.1-2.1A.2)
- DOL will increase compliance with child labor safety standards. DOL
will increase its compliance activities, enhance its cooperative efforts with
the States, and forge additional partnerships with national,
multi-establishment firms that employ large numbers of young workers and with
employer and employee organizations to improve youth safety in the workplace.
(2.1A.2)
- DOL will continue the operational development of ESA's Technology
for Excellent Customer Service (TECS) system that will provide nationwide
toll-free access to: 1) promptly identify and refer calls unrelated to Wage and
Hour activities to the appropriate agency; 2) answer commonly asked questions
quickly and accurately; and 3) eventually accept complaints alleging violations
and refer them electronically to the proper field office. (2.1A.1-2.1A.2)
- DOL will secure reports required from unions and others under the
LMRDA and make them available for public disclosure, including public
disclosure access via the Internet to a searchable data base of information
from union financial reports. (2.1B)
- DOL's program of contacts at the field office level to obtain timely
reports by unions with receipts of more than $200,000 that were delinquent in
the prior year will be continued. (2.1B)
- DOL will promote the formal voluntary compliance program through
which fiduciaries who have found problems with their plans can seek assistance
and/or approval in taking corrective action. This will particularly benefit
small employers who otherwise might not take the corrective actions necessary
to come into compliance. (2.1C)
- DOL will continue to support cross cutting activities pertaining to
coordinated compliance assistance for small businesses and One-Stop Centers for
education and outreach. (2.1C-D)
- DOL will continue to target and investigate pension, health care and
other plan violations where participants are most susceptible to actual loss of
benefits, or "populations" of plan participants who are potentially exposed to
the greatest risk of falling victim to unlawful conduct. The solicitor will
continue to support PWBA's enforcement efforts by pursuing litigation to remove
bad actors and to make financial recoveries on behalf of plan participants.
(2.1C-D)
Significant New or Enhanced Efforts in FY 2002:
- DOL continues to expand upon its enforcement efforts of the new
health care provisions in Employee Retirement and Income Security Act (ERISA)
to ensure there is compliance with the new health care laws. The Department
continues to refine extensive compliance guides to assist investigators in
review of health plans and a nationwide enforcement project to conduct
investigations of health plans to ensure that workers and their families are
not unjustly denied any protections provided under the new health care
provisions. (2.1D)
Cross-Cutting Programs and Issues
To carry out its several enforcement responsibilities, ESA
cooperates with the Department of Justice's (DOJ) Immigration and
Naturalization Service (INS), Department of Defense (DOD), General Services
Administration (GSA), Health and Human Services (HHS), United States Department
of Agriculture (USDA), and others, as well as coordinates with other internal
DOL agencies such as the Employment and Training Administration (ETA) and the
Solicitor of Labor. Cooperative efforts include partnership between the
ESA/Wage and Hour Division and ETA relating to migrant and seasonal labor
issues, and programs designed to increase compliance in the "Salad Bowl" and
poultry processing industries. ESA works with DOD and the GSA with respect to
applicable wage determinations for government contracts. ESA/WHD works closely
with ETA, USDA, and the States to explore the interaction of workplace laws and
welfare reform. ESA/WHD is a key member of DOJ's Worker Exploitation Task
Force.
In accordance with the Small Business Regulatory
Enforcement Fairness Act (SBREFA), the Office of Small Business Programs (OSBP)
provides one-stop service as a clearinghouse for ESA WHD/OFCCP compliance
assistance information, inquiries and comments on enforcement activity. OSBP
serves a cross-cutting function by coordinating with ESA and other DOL
enforcement agencies on customer/stakeholder feedback to resolve problems and
improve agency operations.
ESA's enforcement programs maintain close ties and share
information with other law enforcement agencies. In Labor-Management Reporting
and Disclosure Act (LMRDA) criminal enforcement matters, cooperation may
extend, as appropriate, to participation in joint investigations with other
Federal agencies, including the Federal Bureau of Investigation (FBI) and
Internal Revenue Service (IRS) as well as other DOL agencies. Each initiative
to coordinate with other agencies is designed to increase compliance with
worker protection laws leveraging resources, reducing overlapping activity, and
utilizing the strengths of each entity.
In addition, PWBA and SOL coordinate enforcement, policy,
regulatory, and public information programs with numerous Federal, State, and
local entities in carrying out the Department's ERISA and Federal Employee
Retirement Security Act responsibilities. Under ERISA, DOL/PWBA shares
enforcement responsibilities with the Treasury Department, the IRS, and DOL's
Pension Benefit Guaranty Corporation (PBGC). Cooperation with these agencies
promotes increased benefit coverage by minimizing regulatory and administrative
burdens, to the extent appropriate, with respect to ERISA's statutory and
regulatory requirements.
Additionally, DOL/PWBA often coordinates enforcement
actions with financial institution regulatory agencies, such as the Comptroller
of the Currency, the Federal Reserve System, the Federal Deposit Insurance
Corporation, the National Credit Union Administration, the Securities and
Exchange Commission, State insurance and financial regulatory entities, DOL's
Office of Inspector General, as well as with the enforcement agencies such as
the FBI, US Postal Service, and State and local law enforcement agencies.
The Worker Exploitation Task Force facilitates criminal
investigations and prosecutions involving undocumented foreign nationals who
are lured to this country and then exploited. The task force consists of
representatives from DOJ's Civil Rights Division, Violence Against Women
Office, and Office of Victims of Crime, as well as the FBI, INS, DOL, and the
State Department.
Outcome Goal
2.2--Protect Worker Benefits
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Billions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$33.9
$28.6
$22.9
$25.2
|
Outlays
$32.1
$27.2
$22.5
$24.3
|
- Unemployed workers receive fair UI benefit eligibility
determinations and timely benefit payments. In Fiscal Year 2002:
- Eligibility Determination Fairness: increase to 30 the number
of States meeting or exceeding the minimum performance criterion for benefit
adjudication quality; and
- Payment Timeliness: increase to 49 the number of States
meeting or exceeding the Secretary's Standard (minimum performance criterion)
for intrastate payment timeliness.
- Promptly review applications for foreign labor certifications
to ensure that aliens admitted to work under foreign labor certification will
not adversely affect domestic workers' wages or working conditions. In Fiscal
Year 2002: Establish a baseline for the average time required in the ETA's
Regional Offices to process applications for permanent alien residency.
- Increase by 2% (to $67 million) benefit recoveries achieved
through the assistance of Pension Benefit Advisors.
- Increase by 1% the number of workers who are covered by a
pension plan sponsored by their employer, particularly women, minorities and
workers in small businesses.
- Return Federal employees to work following an injury as early
as appropriate indicated by a 4% reduction from the FY 2000 baseline in the
average number of production days lost due to disability.
- Produce $122 million in cumulative first-year savings (FY
1999-FY 2002) in the FECA program through Periodic Roll Management.
- In the FECA program, reduce the overall average medical
service cost per case (adjusted for inflation) by .5% versus the FY 2000
baseline. Reduce the average annual cost for physical therapy cases by .5%
through focus reviews of services charged.
- Reduce the average processing time to 3 years to send benefit
determinations to participants in defined benefit pension plans taken over by
PBGC.
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Means and Strategies
Operating Agencies: ETA, ESA, PWBA, PBGC
Sustained Efforts in FY 2002:
- Develop and implement improvements to UI PERFORMS, the Unemployment
Insurance performance management system, 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.
(2.2A)
- Engage in ongoing discussions with States, employers, and UI
claimants to improve communication, identify issues and needs, and promote
input in the design of programs. (2.2A)
- DOL will continue pension and health education campaigns to: 1) raise
public awareness about where to seek assistance about their rights; 2) educate
workers and their employers about health and pension plans; 3) provide
individual technical assistance to workers who have questions about their
health and pension benefits or need assistance in obtaining those benefits; and
4) provide information to employers and plan sponsors about their
responsibilities under the various laws. An informed and knowledgeable customer
(worker or business) is an asset to ensuring compliance with the laws and will
positively impact our efforts at recovering benefits for participants. (2.2C)
- DOL will develop and refine compliance guides for the public and the
Department's customer service staff to assist them in handling inquiries and
ensure that American workers and their families receive the important
protections afforded under the numerous enacted health care laws. (2.2C)
- DOL will promote greater overall levels of retirement savings by
encouraging individuals to begin saving at a younger age; improving
individuals' understanding of their savings options and the consequences of
their choices and encouraging businesses, especially smaller companies, to
provide greater educational services to their employees. As part of this
effort, PWBA will increase the number of targeted educational materials
disseminated by the Internet and other means which promote pensions for women,
minorities, and small businesses. (2.2D)
- DOL will promote increased benefit coverage by PWBA's continued work
with other Employee Retirement Income Security Act (ERISA) agencies (Treasury
and IRS) to minimize regulatory and administrative burdens with respect to the
requirements of the ERISA. For example, this is accomplished by exploring
alternative means of compliance such as the electronic filing of plan
documents. DOL and the other ERISA agencies have simplified the Form 5500
annual report filed by pension and other benefit plans. (2.2D)
- DOL will continue to emphasize early return to work as a
winning outcome for both workers and employers. The non-adversarial nature of
DOL's Federal Employees' Compensation Program allows DOL to work with Federal
agencies and with employee unions to facilitate the return to work process.
(2.2E)
- DOL will continue building new and improved automated data processing
tools to support the timeliness and quality of Federal employee compensation
case handling, case management, and return to work. (2.2E)
- DOL will continue to provide public recognition of Federal agency
performance to reduce Lost Production Days and improve the timeliness of filing
Notices of Injury. (2.2E)
- Through ESA's Office of Workers' Compensation Programs' (OWCP) work
with OSHA, DOL will assist Federal agencies to reduce injuries, improve timely
filing of injury reports, and assist injured workers to obtain benefits and
return to work. Specific actions include conducting periodic conferences,
technical assistance or informational meetings with the agencies, expanding
electronic filing of claims documents, and widening access to OWCP case data
and other program information through the Internet and other automated
applications. DOL will also conduct periodic "focus group" meetings and surveys
to identify agency assistance requirements and improve its assistance program.
(2.2E)
- Using the FECA future benefit liability model developed by ESA in FY
1999, DOL will share forecasting information in conjunction with its work with
Federal employing agencies to reduce lost production days. (2.2E)
- DOL will facilitate returns to work through better oversight of
medical treatment:
- Continue the Quality Case Management Program in which new injury
cases receive early intervention from nurses allowing case management to begin
at a point when it can be much more effective.
- Actively manage disability cases in the early Continuation of Pay
(COP) period.
- Improve access to expert medical evaluation.
- Communicate more effectively with medical providers, through better
technology and interaction between treating physicians and nurse case managers.
- Screen cases for appropriateness of medical and pharmacological
treatment, identifying outliers for directed review. (2.2E)
- DOL will improve the medical authorization process, so that injured
employees get appropriate and needed medical treatment as soon as practicable.
(2.2E)
- DOL will complete installation of district office imaging hardware,
convert older paper files to electronic form, continue automated data
processing training, and reconfigure district offices for "paperless"
operations. Greater automation will lower administrative costs, speed claims
filing and adjudication, support earlier delivery of services, and support
earlier resolution of disability and return to work, while at the same time
contributing to stable or declining FECA benefit costs by improving error rates
and the accuracy of information. Electronic access to claims information will
enable employing agencies to better assist their injured employees and manage
their workers' compensation programs. Additionally, the electronic file system
will be more secure than a paper-based system. (2.2E, F, G)
- The Periodic Roll Management system, expanded in FY 1999 and
incorporated into FECA's overall case management process, will continue to
review long-term cases on the disability roll and reevaluate case status for
changes in medical condition and potential for return to work. (2.2F)
- DOL will improve overall management of its Federal Employees'
Compensation Fund through its ADP System Redesign project, further automation
of document exchanges and medical billing, and through new information
technology upgrades which will improve linkages to the DOLAR$ system, develop a
cost accounting capability, and improve debt management tracking and reporting.
(2.2F, G)
- DOL will continue to improve overall management of the Federal
Employees' Compensation Fund by expanding quality review of medical servicing
and medical bill payment processes. This will include central
automated-assisted processing of requests for medical treatment authorization,
focus reviews to ensure that proper treatment regimens are followed, bill
review to identify duplication or other improper practices, and development of
treatment guidelines for use by the provider community. (2.2G)
- DOL will continue to apply fee schedules to medical, pharmacy and
hospital services under FECA. (2.2G)
- DOL will examine utilization of services through Focus Reviews of
medical conditions requiring physical therapy to ensure that billed services
are reasonable and related to the condition. (2.2G)
- DOL will continue to use a Medical Quality Index baseline to measure
FECA medical bill processing and payment quality. (2.2G)
- DOL will assume responsibility for under-funded defined benefit
pension plans where necessary to ensure that participants' pension benefits are
continuously provided. About 3,000 trusteed plans (with over 500,000
participants) will be under PBGC's management in FY 2002. To manage this
workload and reduce the 3-4 year processing achieved in FY 2001, PBGC will
continue to improve in the delivery of customer service by listening to
customers and assessing ways to better meet their needs. (2.2H)
Significant New or Enhanced
Efforts in FY 2002:
- Continue to work with State partners and stakeholders to improve the
system for budget formulation and resource allocation. (2.2A)
- Continue to employ proven strategies to reduce the backlog of
foreign labor certifications. These strategies include improved, streamlined
processes, quality assurance checks to assess the accuracy of determinations
and the use of a measurement system to enable tracking and reporting the time
required to complete each application. (2.2B)
- PBGC will improve its ability to provide estimated benefits, and
will send more frequent information to participants. This will be accomplished
through acquisition of actuarial software, providing interactive estimating
applications on the web site, and emphasizing organizational commitment to
improved customer service. Ultimately, faster case processing leads to
increased accuracy of benefit payments. (2.2H)
Cross-Cutting
Programs and Issues
DOL will work closely with the Congress, States, Treasury,
OMB, the Council of Economic Advisors and National Economic Council, and
stakeholders to ensure the integrity of the Unemployment Insurance Fund, to
improve Unemployment Insurance budget formulation and resource allocation. In
addition, States will be urged to link with the New Hire database managed by
the Social Security Administration (SSA) to obtain new hire data quickly in
order to limit benefit overpayments. States will also be urged to provide SSA
access to UI wage records. Through the Simplified Tax and Wage Reporting
system, DOL/ETA will continue to work with Treasury, SSA, and BLS to develop
harmonized wage definitions, simplify tax reporting, and enhance electronic
reporting in order to reduce employers' costs of submitting tax forms and
provide ETA and other agencies with more timely information for ensuring
program integrity. ETA will continue to work with States and BLS to improve
accuracy and accessibility of UI data, particularly the accuracy of claim data
used for economic indicators, and the accessibility to State wage records for
program outcome data on post-program earnings for a variety of workforce
development programs.
DOL will work across agencies to provide more effective
job-finding services to support both better income replacement to the
involuntary unemployed by lowering benefit exhaustion, while keeping the
aggregate UI tax burden low and promoting high employment levels.
To fulfill the Department's employee benefit plan
responsibilities, PWBA works with HHS, Treasury, the National Economic Council,
the Bureau of Census, BLS, the Thrift Savings Board, the Solicitor's Office,
and the Small Business Administration (SBA). PWBA has established a
Federal-State-local partnership to help employee benefit plan participants who
are at risk, (e.g., dislocated workers) understand not only their rights, but
also how their employment status may affect their pension and health
benefits.
The Federal Employees' Compensation Act (FECA) program
involves every Federal agency in the filing and management of injury
compensation claims. The FECA program coordinates with the Office of Personnel
Management on matters of benefit elections, and in some specialized claims,
with State and local police agencies on matters of entitlement and benefits.
Federal agencies that undertake special initiatives work closely with FECA
program offices at the national and regional levels to evaluate best practices.
Other efforts improve communication and cooperation to reduce lost productivity
due to workplace injuries. Through the Agency Query System, the Department
provides secure, on-line information to enable agencies to provide better
service to their injured employees and assist in FECA claims processing and
case management. In new injury cases, the Department assigns nurses to
coordinate among injured workers, agencies, and medical providers to resolve
issues and facilitate recovery and return to work. ESA's OWCP is working with
all Federal agencies to improve timeliness of injury claims submissions--in
part through expansion of electronic claims submission--and to increase
re-employment opportunities, and has established ongoing measures of agency
performance, which are posted on the Internet.
ESA/OWCP and OSHA are working with Federal agencies to
reduce new workplace accident/illness rates, speed the timeliness of reporting
new injuries to the Department of Labor, and reduce lost production days rates.
ESA/OWCP will work with Federal agencies by intervening in lost time cases,
providing case management, and tracking disability time lost during the
Continuation of Pay period immediately following an injury. ESA/OWCP will
measure agencies' performance on its website,
http://www.dol.gov/esa/regs/compliance/owcp/fecaca.htm. ESA/OWCP will continue
to track and post detailed agency (sub-agency) performance in terms of timely
injury notice submission. ESA/OWCP will work in tandem with OSHA and the Office
on Disability Employment Policy to help agencies reduce accidents/illnesses and
speed return to work.
Outcome Goal
2.3--Increase Employment and Earnings for Retrained Workers
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Billions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$2.1
$2.1
$1.6
$1.6
|
Outlays
$2.0
$1.9
$1.5
$1.4
|
A. Increase the employment, retention, and earnings
replacement of individuals registered under the WIA dislocated worker program.
In Program Year 2002:
- 75% will be employed in the first quarter after program
exit;
- 85% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will have 92% of
their pre-dislocation earnings.
B. Increase the employment, retention, and earnings
replacement of workers dislocated in important part because of trade and who
receive trade adjustment assistance benefits. In Fiscal Year 2002:
- 75% will be employed in the first quarter after program
exit;
- 85% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will earn, on
average, 85% of their pre-separation earnings.
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Means and Strategies
Operating Agency: ETA
Sustained Efforts in FY 2002:
With State and other partners, DOL will review WIA
implementation experiences to identify key issues, options, and solutions, as
they pertain to all means and strategies identified below.
- DOL will enhance the resource base of services available for
dislocated workers in the evolving workforce development system by: 1) assuring
better program integration with major partners by educating Workforce Boards,
program partners and staff on opportunities, barriers and solutions; 2)
refining Internet resources such as America's Labor Market Information System
(ALMIS) within the One-Stop delivery system; and 3) identifying additional
methods of accessing other programs and delivering their services to dislocated
workers across the country. (2.3 A, B)
- DOL will continue to work in close cooperation with state and local
partners in monitoring and overseeing the workforce development system and with
federal partners in promoting unified planning at the state and local levels.
(2.3 A, B)
- DOL will continue to support WIA implementation by: 1) analyzing use
of existing program resources, identifying shortcomings and their causes, and
initiating and promoting corrective actions; 2) providing ongoing technical
assistance to States and local areas as they continue to implement the WIA
provisions dealing with Individual Training Accounts and Eligible Training
Providers; 3) providing technical assistance to system partners in the areas of
service strategies, case management, sequencing of services, priorities of
service, services to employed dislocated workers, and other issues relevant to
service delivery under WIA; 4) supporting strategies to develop and improve
programs of incumbent worker training; 5) sharing lessons learned with the
workforce investment system and others through conferences, ETA's web site, and
other means of dissemination, and 6) investing in capacity building, pilots and
demonstrations, research, and technical assistance. (2.3 A, B)
- DOL will continue to invest in engaging private-sector employers both
as customers and partners in the workforce development system.
(2.3 A, B)
- DOL will improve services to dislocated workers who are likely to
exhaust Unemployment Insurance benefits under ETA's Worker Profiling and
Re-employment Services component of the workforce system by providing
Wagner-Peyser Act and WIA Title I re-employment services (e.g., job search
workshops, counseling, referrals to suitable openings) and other needed
assistance. (2.3A)
- DOL will prevent dislocations and help upgrade workers' skills by
investing in technical assistance and demonstrations that include: 1) Skill
Shortage projects--identifying industries struggling to fill jobs, identifying
workers needing training, and providing training and job placement services; 2)
"High-road partnerships"--promoting public-private ventures to effectively
develop human resources and provide high-skill workers to responsive employers;
and 3) 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. (2.3A)
- DOL will 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, where best practices
can be shared among practitioners, policy makers, partners and others. (2.3A)
- DOL will continue to conduct region-based training sessions for all
TAA/NAFTA-TAA State staff. These sessions provide State staff with all of the
information they need to operate the Trade Act programs effectively,
efficiently, and in accord with the law and the regulations. In addition,
training programs at the State level will be conducted as needed to compensate
for staff turnover and other changes in a particular State. (2.3B)
- DOL will continue to promote the co-enrollment policy in the context
of One-Stop service delivery methods under the Workforce Investment Act. The
Trade Act programs and the Dislocated Worker program under the Joint Training
Partnership Act (JTPA) developed a policy of co-enrolling eligible dislocated
workers in both programs. This policy aimed at providing benefits and services
to workers in a way that neither program could do alone. (2.3B)
Significant New or Enhanced Efforts in FY
2002:
- DOL will improve program performance and performance management
activities by: 1) increased use of technology to support effective management
of program operations and performance, including the expanded use of real-time
data for program management purposes; 2) refining and enhancing the
Federal/State accountability system specified in the Workforce Investment Act,
including the possible addition of measures related to timeliness, efficiency,
and the fine-tuning of measures related to quality; 3) development and funding
of innovative demonstration projects for dislocated workers that support
improved outcomes for individuals with diverse barriers to success in the
workforce, including projects operated in partnership with community- and
Faith-Based organizations; 4) supporting Workforce Excellence Network
activities to address issues related to dislocated worker performance; and 5)
connecting agency quality initiatives and program operations. (2.3 A, B)
- DOL will enhance universal access of all dislocated workers to
services available through America's Workforce Network by: 1) promoting the
information and services available through America's Workforce Network,
including the Toll-Free Help Line and America's Service Locator; 2) supporting
outreach to groups of dislocated workers through community-based organizations,
Faith-Based organizations, organized labor, and other entities, enlisting their
assistance in assessment and referral of individuals to local One-Stop Centers;
and 3) expanding access to services through enhanced use of Internet, telephone
and other technologies to provide a broad spectrum of access points not
dependent on a single method or medium. (2.3 A, B)
Cross-Cutting Programs and Issues
The Department will improve local areas' abilities to
understand business and labor market trends, undertake comprehensive planning
for services to dislocated workers, incumbent workers and other adults, and
implement such programs, by: 1) supporting community audit projects that
develop, collect and analyze information on economic and labor market trends in
specific geographic areas, industries, or sectors, with a view toward improving
real-time workforce investment information and services, preventing
dislocations, more effectively targeting training resources, and supporting
business growth and worker welfare; and 2) continuing to work with the
Departments of Commerce, Treasury, and others to support strategies to assist
communities in developing comprehensive economic adjustment strategies to deal
with dislocations with community-wide impact.
The Department will continue to collaborate with other
Federal agencies, including Commerce, Agriculture, HUD, Treasury and SBA, as
well as State and local governments, in programs for economic development and
community adjustment assistance in areas affected by worker dislocations,
including trade-impacted areas. These government entities work with the
Community Adjustment and Investment Program and the North American Development
Bank, created by the implementing legislation for the North American Free Trade
Agreement, to increase business investment opportunities and employment
opportunities for dislocated workers.
DOL STRATEGIC GOAL 3
QUALITY WORKPLACES Foster Quality
Workplaces that are Safe, Healthy, and Fair
OUTCOME GOALS:
- Reduce workplace injuries, illnesses, and fatalities
- Foster equal opportunity workplaces
- Support a greater balance between work and family
- Reduce Exploitation of Child Labor and Address Core
International Labor Standards Issues
Total Funds for This Goal (in
Billions): |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$1.1
$1.1
$0.7
$0.8
|
Outlays
$1.0
$1.0
$0.7
$0.7
|
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This strategic goal is aimed at guaranteeing every working
American a safe and healthful workplace with equal opportunity for all. Also,
the Department is committed to raising core international labor standards and
improving the working conditions of children throughout the world.
Department of Labor programs and agencies with the primary
operational responsibility for achieving this strategic goal include the
Employment Standards Administration's Office of Federal Contract Compliance
Programs, the Employment and Training Administration, the Occupational Safety
and Health Administration, the Mine Safety and Health Administration, the
Bureau of International Labor Affairs, and the Office of the Assistant
Secretary for Administration and Management. In addition, the Office of the
Solicitor, the Women's Bureau, the new Office on Disability Employment Policy,
and the Office of the Inspector General provide indirect support to this
strategic goal.
The FY 2002 outcome and performance goals for this
strategic goal follow. Detailed information on every performance goal,
including indicator, data source, baseline and explanatory comments, can be
found in Appendix A.
Outcome Goal
3.1--Reduce Workplace Injuries, Illnesses, and Fatalities
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$788
$781
$587
$614
|
Outlays
$745
$739
$574
$600
|
- Reduce the number of mine fatalities and non-fatal injury rate
to below the average for the previous five years.
- Reduce by 5% the percentage of coal dust and silica dust
samples that are out of compliance for coal mines and metal and nonmetal high
risk mining occupations, respectively.
- Reduce three of the most significant types of workplace
injuries and causes of illnesses by 15%.
- Reduce injuries and illnesses by 15% in five industries
characterized by high-hazard workplaces.
- Reduce injuries and illnesses (LWDII) by 20% in at least
100,000 workplaces where OSHA initiates an intervention.
- Decrease fatalities in the construction industry by 15%, by
focusing on the four leading causes of fatalities (falls, struck-by,
crushed-by, and electrocutions and electrical injuries).
- Reduce injuries and illnesses by 15% at work sites engaged in
voluntary, cooperative relationships with DOL.
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Means and Strategies
Operating Agencies: OSHA, MSHA
Sustained Efforts in FY 2002:
- DOL will expand existing outreach efforts in the mining community to
identify and communicate with historically non-participating audiences where
intervention could have a significant impact--specifically new operators, new
miners, non-participatory operators, and contractors. Special emphasis and
educational outreach initiatives will focus attention on root causes of
persistent safety and health problems and help mine workers and operators to
address them. DOL's technical assistance efforts include analysis of accidents
and proposed preventive strategies where specific equipment is involved, and
seeking both high- and low-technology solutions. (3.1A-B)
- DOL will provide training on, and begin enforcing, the amendment to
the training regulations that mandates training requirements for miners at
approximately 10,000 aggregate mining operations. (3.1A-B)
- Using the State Grants Program, DOL will continue working
cooperatively with the mining industry, labor, and the States to improve
training programs aimed at preventing accidents and occupationally-caused
illnesses. (3.1A-B)
- DOL will continue to target significant types of workplace injuries
and illnesses (silica and lead exposure severity and amputations) and
industries characterized by high-hazard workplaces (the shipyard,
food-processing, nursing home, logging and construction industries) in line
with its Strategic Plan. OSHA will target these industries through its worksite
targeting program, notifying over 13,000 employers with high injury and illness
rates and providing an opportunity for compliance assistance through the
agency's Consultation Program. Local partnership agreements will be
established. (3.1C-F)
- DOL will continue to utilize a variety of compliance assistance,
outreach and cooperative approaches to achieve reductions in injury and illness
rates and to reach small businesses and targeted audiences. Approaches include
the Consultation and Voluntary Protection Programs, electronic software
systems, web-based training, Susan Harwood Training Grants, local partnership
agreements, and field compliance assistance. These efforts will be linked to
the hazards and industries targeted by OSHA's performance goals in a
coordinated, complementary manner. OSHA's State Consultation providers will be
encouraged to target high-priority areas while serving the unique needs of
employers--particularly small employers in their states. The Voluntary
Protection Programs--which involved 536 worksites in FY 2000--will identify
worksites in the industries and hazards covered by the Plan; partnership
agreements will be processed in these areas as well. Susan Harwood training
grants will reach out to hard-to-reach workers and small business
establishments, providing training and assistance in targeted industries and
hazards. (3.1C-E, G)
-
DOL will continue to work with its State plan partners
to support the implementation of individual State strategic and annual
performance plans which align with OSHA's approach under GPRA. The State
strategic and annual performance plans all target reductions in exposures and
injuries, illnesses and fatalities, tailored to each State's individual
priorities. For example, Nevada targets manufacturing, construction, and
hotels/casinos; Michigan targets metal forging and stamping, fabricated
structural metal products, and meat products; and Alaska is targeting logging
and seafood processing. (3.1C-D, F-G)
Significant New or Enhanced Efforts in FY
2002:
OSHA will continue to expand and refine its compliance
assistance and outreach efforts:
- In recent years, OSHA has developed a number of compliance assistance
tools to assist employers, workers and their representatives in complying with
the requirements of the OSH Act. These include expert systems--interactive,
decision-logic products that help users determine what requirements apply to
them or what actions they need to take to address hazardous conditions in their
workplaces. In addition, OSHA's electronic compliance assistance tools) are
graphic programs that provide extensive information on a variety of safety and
health issues. OSHA is combining these complementary technologies to produce
new products that will provide the public with more comprehensive and effective
compliance assistance tools. Several topics have already been chosen to test
this integrated approach in FY 2001. (3.1C-F)
- During FY 2000, OSHA began to develop a comprehensive Compliance
Assistance Plan. This Plan will serve as the framework for providing
consistent, Agency-wide compliance assistance and outreach through FY 2002. It
will also provide for expert advice, guidance, and training on OSHA regulations
and programs. Compliance assistance specialists in OSHA Federal jurisdiction
area offices will prepare local compliance assistance plans and provide
outreach, training and education, and information to employers (in particular
small business employers), local labor affiliates and other stakeholders.
(3.1C-F)
- OSHA's Office of Training and Education (OTE) is in the process of
relocating to a larger, more modern facility that will allow it to expand
compliance assistance efforts through increased training capabilities and
technology enhancements. In addition to providing the information technology
and infrastructure needed to support new program initiatives such as Technology
Enabled Training, the new facility will include a construction laboratory,
improved safety and health laboratories, and distance learning and multi-media
capabilities. In particular, addition of the construction laboratory will
provide a hands-on, specialized training facility to cover such topics as fall
arrest, welding, cranes, rigging and scaffolding, excavation and training.
(3.1C-F)
- OSHA plans to use distance learning technology to provide training
and education assistance to employees and employers rather than relying solely
on traditional methodologies. For example, OSHA's OTE plans to provide
nationwide satellite broadcasts for small businesses on all new OSHA rules and
regulations. Web-based courses will be developed and offered, and all course
materials will be placed on the Intranet for use by the Agency's compliance
assistance specialists in the delivery of safety and health information to the
public. (3.1C-G)
Cross-Cutting
Programs and Issues
Within the Department, OSHA, MSHA, BLS, and ESA work
together to accomplish performance goals for reducing workplace injuries,
illnesses, and fatalities. OSHA and BLS collaborate to ensure that workplace
injuries, illnesses and fatalities are accurately reported. Collaborative
efforts to ensure consistency in regulatory actions that affect workers in both
OSHA and MSHA jurisdictions are ongoing.
OSHA and ESA coordinate to help ensure that teens have safe
and positive work experiences through a strategy of combining increased
education, strong partnerships, heightened public awareness, and enhanced
enforcement.
MSHA and OSHA work closely with the National Institute for
Occupational Safety and Health (NIOSH), which is responsible for conducting
research on occupational safety and health issues. One of the disadvantages
that both agencies face as they seek to reduce the risk of occupational illness
is a lack of good, solid data that ties specific illnesses to specific
workplace conditions. This year, NIOSH will launch an occupational exposure
survey to find out more about workplace hazards, exposures and controls in
industries covered by both MSHA and OSHA. The new survey will cover both more
industries and more issues than the surveys NIOSH conducted in the 1970's and
1980's.
NIOSH is also assisting in MSHA's pilot "Miners' Choice
Health Screening" chest x-ray program to determine the extent of black lung
disease in the Nation. NIOSH is coordinating the readings and notifies the
miner--a voluntary participant; MSHA is only given the statistical information.
DOL will use the information acquired from this pilot to determine the extent
of the problem, where the problems exist, and how to best focus resources to
address black lung disease in the Nation.
To help the Department meet its performance goal of
reducing illnesses due to silica exposure and other workplace-related diseases,
MSHA and NIOSH have developed working relationships in several areas, including
respirator performance, explosives research, and medical research. As an
example, a successful joint program was launched by MSHA, OSHA, and NIOSH, in
partnership with the American Lung Association, to heighten the focus on
compliance assistance and enforcement initiatives across all occupations where
overexposure to silica must be reduced.
OSHA is coordinating with the Federal Highway
Administration and others to help identify and remove potential risks to road
construction workers, who are exposed to safety and health hazards which often
lead to serious physical harm and death. Roadway workers face hazards from
crane use, trench activities, falls from heights, lead exposure and silica
exposure; the majority of fatalities involve workers struck by motorists and
construction vehicles. Road construction zones nationwide are estimated to
increase by 66% over the next six years. OSHA has also coordinated with the
Centers for Disease Control (CDC) to issue a Hazard Information Bulletin
regarding Lyme disease that includes the present state of knowledge regarding
the disease and preventive measures for decreasing the risk of Lyme disease
transmission.
Realizing the need to reach out to the small business
community, OSHA is working with the SBA, and in particular with the SBA's
Office of Advocacy. OSHA has developed a strong working relationship with the
Advocate in Washington, D.C., and is partnering with the Regional Advocates
network to conduct Small Business Forums in each region. OSHA is developing a
small business guide on amputations that will identify the major types of
equipment that cause amputations in various industries and provide abatement
strategies. OSHA offers many resources designed specifically for smaller
employers. The Agency wants to encourage small businesses to establish safety
and health programs and find and fix hazards to prevent workplace injuries and
illnesses. OSHA's Web Page for small businesses provides one-stop shopping for
the most popular materials for small businesses - from free on-site
consultation, to interactive computer software, to technical information and
easy-to-follow guides for specific OSHA standards. It also includes links to
local OSHA offices and to the Small Business Administration. >OSHA also
conducted a pilot project with the Association of Small Business Development
Centers to award Susan Harwood Training Program grants to several Small
Business Development Centers. The grant funds are used to develop educational
materials on safety and health issues that target specific small business
industries and to conduct training and outreach to those industries.
Several other Federal Government agencies have safety and
health responsibilities which overlap those of OSHA, MSHA and ESA, including
the U.S. Coast Guard (for protection of workers in industries dealing with
water safety), the Federal Aviation Administration and the Federal Railroad
Administration, the Department of Energy and the Nuclear Regulatory Commission,
and the Bureau of Alcohol, Tobacco and Firearms.
In recent years, OSHA has also participated in efforts to
expand the Voluntary Protection Program in Federal agencies. In addition to the
Department of the Interior's National Park Service, three other Federal sites
are participating in the VPP. With regard to broader safety and health efforts
in Federal agencies, OSHA and ESA are working together to reduce workplace
injuries and illnesses in Federal agencies, reduce the average duration of time
away from work due to work injuries and speed return to work.
Outcome Goal
3.2--Foster Equal Opportunity Workplaces
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$105
$105
$ 87
$ 83
|
Outlays
$99
$97
$80
$79
|
- Federal contractors achieve equal opportunity workplaces as
demonstrated by:
- Improving the equal employment opportunity performance of
federal contractors and subcontractors within industries where data indicate
the likelihood of equal employment opportunity problems is greatest. In FY
2002, achieve __% improvement over the FY 2001 established baselines;
- Improving the equal employment opportunity performance of
federal contractors and subcontractors that have had prior contact with
ESA/OFCCP through evaluations, outreach, or technical assistance. In FY 2002,
achieve __% improvement over the FY 2001 established baselines; and,
- Reducing compensation discrimination by federal contractors and
subcontractors. In FY 2002, achieve __% improvement over the FY 2001
established baselines.
- States that receive DOL financial assistance under the
Workforce Investment Act provide benefits and services in a nondiscriminatory
manner as evidenced by:
- Their timely submission of Methods of Administration (MOA)
which demonstrate how their programs and activities are operated in a
nondiscriminatory manner; and
- The issuance, within 180 days of the submission of the MOA, of
a determination or a conciliation agreement which indicates that the MOA gives
reasonable guarantee that benefits and services are provided in a
nondiscriminatory manner.
|
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Means and Strategies
Operating Agencies: ESA, OASAM
Sustained Efforts in FY 2002:
- DOL will continue its fair and balanced enforcement program with the
tiered compliance evaluation strategy and will implement the government
contractors regulations (41 CFR 60-2) into our compliance evaluation
procedures; thereby, reducing the paperwork burden on federal contractors and
subcontractors. (3.2A)
- DOL will continue to conduct compliance evaluations and complaint
investigations under all DOL authorities, including Executive Order 11246,
Section 503 of the Rehabilitation Act and 38 U.S.C. 4212 of the Vietnam Era
Veterans Readjustment Assistance Act (VEVRAA). In this manner, DOL will enhance
its compliance evaluations for supply and service contractors and
subcontractors, individuals with disabilities, and special and disabled
veterans. (3.2A)
- DOL will utilize performance measurements and indicators to enable it
to focus compliance and technical assistance efforts to meet the goals
established in FY 2001. Program efforts will be monitored by ESA/OFCCP's
Strategic Formulation Team and Executive staff. (3.2A)
- DOL will continue to utilize data submitted by Federal contractors on
personnel activity and other required records. Electronic submission of data is
offered as a way to reduce contractor burden, and efforts will continue to
facilitate this process. Preparation and submission of this data advances
self-audits by Federal contractors. Additionally, electronic analysis of
contractor-submitted data expedites the entire ESA/OFCCP evaluation process,
thereby increasing the efficiency and effectiveness of the technical
assistance, outreach, and compliance assistance programs. (3.2A)
- DOL will continue promotion of industry best practices in EEO and
anti-discrimination programs by acknowledging employer efforts with the
Exemplary Voluntary Efforts Award, the Secretary's Opportunity Award, the
Exemplary Public Interest Contribution Award, and the Industry Liaison Group
Award. (3.2A)
- DOL will enhance customer service through interactive and personal
public education and technical assistance training for stakeholder
organizations. (3.2A)
- DOL will continue to disseminate model employer recruitment practices
and will assist contractors in identifying resources for recruiting qualified
individuals with disabilities, protected veterans, women, and minorities. Such
resources may include, but not be limited to, the nationwide network of
One-Stop Centers established by the Workforce Investment Act. (3.2A)
- DOL will continue regional outreach education and technical
assistance to Federal contractors and subcontractors on nondiscrimination in
the compensation area. (3.2A)
- DOL will continue promoting voluntary compliance through the review
of MOA's submitted by States in accordance with 29 CFR Part 37 implementing the
nondiscrimination provisions of section 188 of the WIA and national programs'
procedures. (3.2B)
- DOL will continue conducting follow-up reviews for any entities found
in non-compliance during the program year to ensure that voluntary compliance
is achieved and avoid the need to institute enforcement action by DOL. (3.2B)
- DOL will continue its education and outreach efforts to increase
access for all persons with disabilities who are seeking services funded under
the Workforce Investment Act (WIA), including guidance to ensure access to
federally funded programs for persons of Limited English Proficiency. (3.2B)
Significant New or Enhanced Efforts in FY
2002:
- DOL will examine new methods for increased utilization of technology
to enhance program quality, availability and interaction with stakeholders,
i.e., Web sites with sample contractor data for timely self-audits. (3.2A)
Cross-Cutting Programs
and Issues
Outside the Department, ESA/OFCCP's Memorandum of
Understanding (MOU) with the Department of Justice's (DOJ) Office of Special
Counsel provides for referral of complaints involving national origin
discrimination, information sharing, and coordinated public outreach efforts.
An MOU with DOJ's Immigration and Naturalization Service (INS) allows for
prompt referral to INS of all suspected violations concerning employment of
unauthorized workers. ESA/OFCCP's MOU with the Equal Employment Opportunity
Commission (EEOC) provides procedures for the coordinated collection, sharing,
and analysis of data regarding individual or class complaints of discrimination
on the basis of race, gender, national origin, or disability status, and for
coordinated complaint processing procedures. Other MOUs were initiated with the
Department of Transportation and the General Services Administration.
Similar to OFCCP, OASAM's Civil Rights Center works closely
with DOL agencies and other Federal agencies such as Justice, EEOC, HHS, and
the U.S. Commission on Civil Rights to ensure equal opportunity compliance. In
addition, the Civil Rights Center has membership on the Council of Federal
Sector EEO and Civil Rights Directors, as well as ongoing relationships with
the National Association of State Workforce Agencies, the National Association
of Cities and Counties, and the Interstate Association of Personnel in
Employment Security, to enhance its enforcement and civil rights compliance
efforts.
Outcome Goal
3.3--Support a Greater Balance between Work and Family
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$11
$11
$ 4
$11 |
Outlays
$11
$12
$ 5
$ 8
|
- Increase employment and access to quality child care by
increasing the number of registered child care apprenticeship programs and the
number of newly registered child care apprentices. In Fiscal Year 2002:
- 49 States will have registered child care apprenticeship
programs; and
The number of newly registered child care apprentices will
increase by 25% over the FY 1999 baseline. |
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Means and Strategies
Operating Agencies: ETA
Sustained Efforts in FY 2002:
- DOL will increase the availability and use of child care by: 1)
providing consultative and technical assistance in the expansion of child care
programs in all States, including the exchange of the most current information
and best practices; and 2) maintaining, improving, and sustaining collaborative
relationships, including cross-cutting linkages. (3.3A)
- DOL will improve the planning and management of the Registered
Apprenticeship System by improving the capacity to gather and analyze accurate,
consistent, timely and high-quality information in support of registered child
care apprenticeship programs. (3.3A)
Cross-Cutting Programs and Issues
DOL will improve the planning and management of the
Registered Apprenticeship System by improving the capacity to gather and
analyze accurate, consistent, timely and high-quality information in support of
registered child care apprenticeship programs.
Outcome Goal
3.4--Reduce Exploitation of Child Labor and Address Core International
Labor Standards Issues
FY 2002 Performance Goals
Total Funds for This Outcome Goal (in
Millions) |
Fiscal
Years
FY 2002
FY 2001
FY 2000
FY 1999
|
Budget
$179
$181
$ 66
$ 49
|
Outlays
$169
$179
$ 59
$ 40
|
A. Reduce exploitative child labor by
promoting international efforts and targeting focused initiatives in selected
countries to include these objectives:
- 8 countries will ratify International Labor Organization (ILO)
Convention 182 on Worst Forms of Child Labor.
- 7 countries will establish National Action Plans.
- 100,000 children in developing countries will be targeted for
prevention and/or removal from exploitative work and placed in educational
settings.
- 50,000 children in developing countries will be prevented
and/or removed from exploitative work.
- 70% of children removed from child labor will be placed in
educational settings.
- Establish baseline for a rate of retention for children placed
in educational settings.
- Advance workers' protections and economic status in developing
countries to include these objectives:
- 7 countries commit to undertake improvements in assuring
compliance and implementation of core labor standards.
- 6 project countries will commit with US/DOL assistance to make
substantive improvements in raising income levels of working families.
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Means and Strategies
Operating Agencies: ILAB
Sustained Efforts in FY 2002:
- Through the ILO's International Program on the Elimination of Child
Labor (IPEC), DOL will continue to provide support for innovative projects,
including large programs within a clearly defined time frame (e.g. 5 to 10
years); statistical development and monitoring of child labor trends. DOL will
support IPEC efforts in countries that are committed to addressing the problem
of child labor, helping reduce the incidence of child labor around the world,
educating the public and policy makers about this issue, advocating and
enhancing the worldwide movement against abusive child labor. Activities will
reinforce the ILO's campaign to prioritize action against the worst forms of
child exploitation. (3.4A)
- DOL will continue to conduct research and publish reports dealing
with child labor exploitation and techniques for reducing its incidence around
the world in order to educate the public and policy makers. (3.4A)
- DOL will support increased supervision and implementation of core
labor standards by the International Labor Organization, including
implementation by the ILO of a convention on the Worst Forms of Child Labor and
declaration and follow up mechanism to enhance the ability of the ILO to
encourage member States to implement the core labor standards which are
inherent in ILO membership. (3.4A-B)
- DOL will continue to strengthen the development and implementation
of performance monitoring criteria in ILAB's awards of grants and contracts.
Recipients of grants and contracts will be held to rigoruous performance
standards in terms of their contribution to ILAB's outcome goals and
indicators. (3.4A-B)
Significant New or Enhanced Efforts in FY
2002:
- DOL will continue to support ongoing successful IPEC programs to
address child labor. DOL will continue to support regional efforts to address
child labor, especially its worst forms, as well as comprehensive national
programs to eliminate the worst forms of child labor in a specific time
frame.> In order to measure progress in reducing child labor exploitation
better, DOL will step-up its support of IPEC's Statistical Information and
Monitoring Program on Child Labor (SIMPOC). SIMPOC is involved in collecting
comprehensive and reliable quantitative and qualitative statistical data on
child labor in approximately 40 countries. SIMPOC aims to establish the
first-ever international data bank on child labor information. This will allow
the ILO and IPEC countries to measure progress made in program
implementation--with the ultimate goal of eliminating exploitative child labor.
(3.4A)
- DOL will continue to work with the ILO to develop programs that help
countries meet the commitment embodied in the June 1988 Declaration of
Fundamental Principles and Rights at Work, and utilizing DOL expertise housed
in its agencies, strengthen the capacity of Labor Ministries to improve
economic opportunity and income security for workers. (3.4B)
Cross-Cutting Programs and Issues
DOL works closely with the Department of State, as well as
the Agency for International Development (USAID), the U.S. Trade
Representative, and the Departments of Commerce, Treasury, and Education, to
encourage countries to improve the implementation of core labor standards.
The Department intends to take an integrated approach to
advancing the international commitment to core labor standards, including child
labor standards, with activities and resources coordinated by ILAB and
supported by Wage-Hour, OSHA, BLS, Women's Bureau, and SOL. By providing labor
standards assistance to our trading partners and thereby "leveling up" global
working conditions, DOL will not only support achievement of its international
goals, but will promote its goals of providing a secure workforce and quality
workplace in this country.
On child labor issues, DOL works closely with the ILO's
International Program for the Elimination of Child Labor (IPEC) to develop
regional, country, and sector specific projects to reduce the incidence of
abusive child labor and develop educational opportunities for children. In the
development of certain projects, DOL works with U.S. and foreign industry and
labor representatives and non-governmental organizations to ensure that
programs are effective and credible.
5.Performance Measurement
The Department of Labor has implemented GPRA using a
systematic, staged approach based on sound business practices. Our first
priority has been the establishment of enduring outcome goals which target
continual improvement in the achievement of the core results the Department is
committed to delivering on behalf of working men and women. After several years
of piloting and refining goals, a majority of the Department's programs have
stabilized their goals, and DOL's focus has progressively shifted toward
ensuring the reliability of our performance measures and effectively using
performance data to enhance our program results.
The Department recognizes that transitioning to a fully
performance-based organization depends upon the availability of reliable and
timely information concerning the results of DOL's programs. The challenges to
performance measurement vary significantly among DOL's programs, with the data
sources and the agencies' level of control over the reporting systems being the
primary factors influencing the reliability and usefulness of the Department's
performance information. Many DOL agencies collect critical program data from
third parties, including State and local government agencies, community based
organizations, private sector employers, and international organizations. The
Department's authorities to increase the frequency of reporting, establish data
standards or verify the accuracy of the information reported by third parties
are limited in some cases. In other programs, data important to fully assess
the effectiveness of strategies adopted to achieve our GPRA goals are not
readily available, or DOL's information technology systems require enhancements
to support routine access by program managers to key performance data.
A number of initiatives to improve performance measurement
and performance based management will be undertaken in FY 2001 and additional
efforts are planned for FY 2002. During FY 2001, the Department will initiate a
series of workshops and seminars on GPRA implementation to facilitate an
exchange of best practices among DOL agencies, and performance measurement
related issues will be a featured topic. In addition, the Office of Inspector
General will expand reviews of the reliability and quality of the performance
data reported by DOL programs in FYs 2001 and 2002, and the Department will
work closely with our agencies in addressing problems identified by the audits.
The Department plans in FY 2002 to increase the use of program evaluations to
meet a variety of performance management objectives, including supplementing
information available through routinely collected performance information,
reviewing the effectiveness of strategies in meeting key performance goals and
analyzing the quality of data sources, indicators and reported program
results.
Working together, DOL executives and program managers will
continuously improve the quality of the Department's performance information.
However, success in overcoming some of the challenges the Department faces in
ensuring the reliability of performance measures and effectively using
performance data to enhance the results of DOL's programs will also require
support for data collection and verification authorities and a commitment of
critical resources by OMB and the Congress.
5.1 Addressing Specific
Performance Measurement Challenges
Within the larger Departmental framework, individual DOL
agencies will address data challenges that are unique to the agency's program
environment and develop solutions that are consistent with the Department's
reporting requirements. While some DOL programs currently have adequate systems
in place, others must overcome barriers to the production of timely, accurate,
and relevant performance data. In FY 2002, DOL and its agencies will continue
efforts to address four issues: the availability of data, validation of data,
timeliness of reporting and the use of data in managing for results. The
following examples describe several initiatives completed or in progress to
further improve the measurement of our program results.
- The Employment Standards Administration will continue its efforts to
improve data measuring the results of three major programs in FY 2001. First,
the Wage and Hour program has introduced a new computer system, the Wage and
Hour Investigative and Reporting Database (WHISARD), permitting more timely
access to extensive information. Because there is no unbiased database on labor
standards violations or compliance, Wage and Hour faces a major challenge in
determining industry-wide levels of compliance and measuring changes in that
compliance. To determine the impact of Wage and Hour efforts, a statistically
sound method has been developed for establishing baselines and measuring
compliance using investigation-based compliance surveys of targeted industries
and areas. Data on the outcomes of repeat investigations will also be used to
evaluate the relative effectiveness, or return on investment, of the various
types of interventions.
The new WHISARD system provides many advantages when
compared to its predecessor. For example, data is entered into the system
directly at the source (by Wage and Hour investigators) rather than manually
batched and mailed to a central source for data entry later. As a result, data
is much more current, which facilitates tracking the progress of investigative
activity. Information on a complainant's case is readily available which
enhances customer service and satisfaction. All users of the WHISARD system
have direct access which was not previously possible and enhances efficiency
and enforcement effectiveness. In addition, WHISARD can produce data on a much
broader range of activities, such as local enforcement initiatives, which was
not possible with the prior system, and assists in the agency's strategic
planning activities.
The Office of Federal Contract Compliance Programs'
(OFCCP) Case Management System (CMS) is used to measure program performance.
Through software and hardware enhancements, field office managers are now able
to access CMS data to track the accomplishments of individual organizational
units. OFCCP has developed a database comprised of Federal contractor-submitted
personnel activity data and other required records, with the contractor having
the option to input directly to the database via the Internet. Following the
final refinement of the analytical model (scheduled for completion in FY 2001)
the response data will be analyzed and used in determining the scheduling of
technical assistance, outreach and compliance evaluation actions, further
increasing OFCCP's efficiency and effectiveness.
Increasingly sophisticated databases detailing the case
histories of injured Federal workers have been developed for the Federal
Employees' Compensation Act (FECA) program. These systems allow tracking of the
goal of reducing lost production days, but also permit precise evaluation of
various program initiatives such as the impact of alternative return to work
techniques on various groupings of employees or injury categories.
FECA's automated system is undergoing a complete redesign
covering every major program operation. The redesign will replace a patchwork
of loosely-linked programs each with its own database and rules, and provide a
single automated system that will make data accessible to all users. This
redesign will allow workers' compensation claims staff to work more efficiently
while providing improved customer service to injured workers, medical
providers, and employing Federal agencies.
- The Department continues to address the need to ensure the accuracy
and reliability of performance data submitted by our employment and training
system partners which serves as the foundation for key program decisions. The
development of a comprehensive data validity system for the core indicators of
the WIA program, Wagner-Peyser, and other key employment and training programs
is expected to be substantially completed in FY 2002.
- Accurate outcome oriented performance data has been an issue for
VETS since performance planning under the GPRA commenced in 1999 and placed
emphasis on outcomes. Reporting data prior to GPRA was developed to respond to
the reporting requirements of Title 38, Section 4107, which is essentially
activity based. In addition, reporting of placements on the ETA 9002 has been
subject to error and under-counting because it requires that a veteran
specialist (DVOP or LVER) make contact with a registrant to confirm that the
person got a job before their employment may be reported on the ETA 9002.
VETS initiated a special study in Maryland that utilized
Unemployment Insurance wage records to gain a better understanding of the
outcome of services provided by veterans specialists to veterans. This study
has shown that a much larger number of veterans get jobs than are likely to
have been captured by the information collection and reporting systems now in
place. This result has been corroborated by other State studies conducted by
ETA. VETS has initiated performance measure pilots in seven States that will
look at using UI wage records for a number of outcomes, including entered
employments, earnings gain, and retention in employment. VETS is an active
partner with ETA in designing new reporting systems that will use the results
of these studies to better capture outcomes.
VETS will continue to implement the recommendations made
in the July, 2000 data capacity report on VETS programs prepared by a
contractor. This will help VETS ensure that its measurement of performance is
accurate and verifiable to the best degree possible, considering the fact that
for its biggest programs (DVOP and LVER) VETS must rely on data from the
States. In FY 2001, VETS intends to have an updated evaluation system in place
for use by VETS field staff in their reviews of grantee performance. This
evaluation system will replace the current LESO (Local Employment Service
Office) Evaluation Manual that VETS has been utilizing to verify service to
veterans since 1989.
A key consideration that the new system will address is
how to effectively verify services to veterans when the old paradigm has
changed. In past years, all veterans entering a local office were registered
and a formal file established. This made statistical sampling of files an
effective way to verify services to veterans that were reported on the VETS 200
and the ETA 9002. However, in the One-Stop environment there has been an
emphasis on self-service, where there is no registration. In fact, in some
States, there is no registration even if a mediated service is provided. This
may require replacing the traditional method of statistical sampling with other
verification techniques, such as surveys.
- Past reports by GAO and OIG raised concerns about the reliability and
accuracy of placement and job retention data used to measure the outcome
performance of Job Corps participants. Revisions to Job Corps' procedures have
satisfactorily addressed all of the issues cited by both reports. As an example
of enhanced procedures, neutral third party data verification is used to
validate reported measures. A random sample of placements (75% of those
reported) is verified using an independent placement verifier to ensure data
integrity. Additionally, 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.
In FY 2002, progress will continue to be made for
indicators where data are currently unavailable or incomplete. For example, the
employment, retention and earnings gains outcomes for TAA/NAFTA program
participants are being revised to reflect the implementation of the WIA. In
addition, for indicators adopted with the implementation of WIA, baselines will
be reviewed and indicators refined. This will be done at the agency and program
level in conjunction with the Department-wide effort to improve the quality of
indicators.
- MSHA has a significant database and collection system that captures
most of the information necessary to track performance under the strategic
plan. Data has been collected for many years and the database is well
established for performance measures under the strategic goal of reducing the
number of mine fatalities and the nonfatal-days-lost incidence rate to below
the previous five year average. However, MSHA relies on mine operators and
contractors to comply with legal requirements to report accurately and timely
employment, injuries and accidents. MSHA conducts periodic audits to ensure
compliance. The degree of compliance may be influenced by the number of audits
conducted. Audits were increased in FY2000. Due to the results of these audits,
in FY 2001 a quarterly report will be generated for managers showing active
mines which do not report quarterly employment and production information.
Routine follow-up visits will be conducted at these mines and audits will be
increased as appropriate depending upon findings. If analysis of these
visits/audits determine any pattern or problem with the quality or reliability
of the data, an action plan to address these findings will be generated in FY
2002.
MSHA's system for determining compliance with the coal
respirable dust standard has been in place since the 1970s and procedures are
well established to ascertain the accuracy and reliability of the data.
Automated devices are used to weigh the inspector dust samples and
automatically enter the results into a custom designed program that updates the
dust data files daily. A quality control program developed jointly by MSHA and
the National Bureau of Standards assures that the weighing process continues to
produce reliable results over time, and computer edit checks assure the
accuracy of the database.
Metal and Nonmetal inspectors have conducted industry-wide
sampling since the 1970s. Health policies and the management information system
are well-established and reliable. Automated devices are used to weigh
inspector dust samples at MSHA's analytical lab which was certified by the
American Board of Industrial Hygienists in FY 1998. Computer edits assure the
accuracy of MIS data input. Baselines were established in FY 1998 and revised
in FY 1999. The Agency workforce that inspects metal and nonmetal mines has
steadily declined since 1994, and the number of metal and nonmetal mines has
continually increased. As a result, metal and nonmetal samples are generally
collected at the discretion of the inspector based upon the conditions observed
at the mine. Designation of high risk occupations and new sampling procedures
have been established for collecting samples at Metal and Nonmetal Mines. Using
the new procedures, samples collected in FY 2001 will be used to establish a
new baseline. The goal will remain the same; however, consideration will be
given to using these samples to establish a new baseline and measurement for
the goal in FY 2002. This would replace the current indexing method being used
to evaluate this goal.
- In FY 2002, OSHA plans to continue to use program data more
effectively to manage OSHA's programs in improving the safety and health in the
nation's workplaces by ensuring the quality of safety and health data, and
continuing to use program evaluations.
The Occupational Safety and Health Administration will
continue to improve data validation procedures. Validation of data generated by
the agency for current performance measures will continue to be addressed
through a variety of means such as annual on-site audits of the injury and
illnesses records of employers to determine the accuracy and reliability of the
OSHA 200 Logs, the source of data for the OSHA Data Initiative and the BLS
Annual Survey; information and outreach programs and enforcement of the injury
and illness recordkeeping regulations; revision of injury and illness
recordkeeping system (regulations, forms, and guidelines) to improve the
quality of records by simplifying forms and regulations, providing clearer
guidance for employers, and incorporating incentives for employers to maintain
high quality records; and continuing the various methods OSHA developed for
validating and verifying data in the OSHA Integrated Management Data System
(IMIS).
Program evaluations will assess how well OSHA's programs,
policies and procedures are working, including the effectiveness of specific
standards, customer satisfaction, and specific approaches towards reducing
occupational injuries and illnesses.
5.2 Linking Costs to
Performance>
The Department has a solid financial systems infrastructure
from which a cost accounting capability is being developed using the resources
of a reliable, established accounting system--the Department of Labor
Accounting and Related Systems (DOLAR$). DOLAR$, serving as the system of
record for financial results throughout the Department, has been modified to
capture, aggregate, allocate and report costs. A cost accounting module has
been developed to allow aggregation of costs across agency lines and to
allocate direct and indirect costs to the strategic and outcome goal levels
established in the Department's Strategic Plan.
The Department has maintained cost accounting information,
beginning in FY 1999, for the outcome goals in the Department's Strategic Plan.
In FY 2002, the Department has for the first time linked budget authority and
outlays to both strategic and outcome goals--Appendix B provides an overview of
the linkage between budget activities that support the Department's outcome
goals. DOL will continue to develop the capability to consolidate data from a
variety of program and financial system sources and link that data as needed to
meet the performance reporting requirements of GPRA.
6. Maintaining a Departmental
Strategic Management Focus
The Department has adopted the strategic management and
results-oriented focus of the Government Performance and Results Act as a
dynamic, core approach to ensuring that our constituents will receive program
services of the highest quality at the most efficient cost. Full implementation
of GPRA continues to present challenges to the Department with its diverse
missions, agencies, partners and constituents. The formulation of the
Department's three strategic goals--a prepared workforce, a secure workforce,
and quality workplaces--which cut across traditional program lines has provided
a focal point for our strategic, results oriented management efforts. Current
Departmental priorities to strengthen our strategic management approach include
improving the outcome focus of our performance goals to ensure program
accomplishments will achieve our strategic goals, assessing the relationship
between our strategies and goals, enhancing the quality of data used to measure
performance, and routinely evaluating our results.
To meet the additional challenges to full GPRA
implementation, management processes have been put into place to foster
inter-agency coordination, on-going monitoring of progress and active executive
oversight. Coordination of the Department's strategic management efforts has
been strengthened by the establishment of a dedicated GPRA staff and an
inter-agency working group which meet together throughout the year to
facilitate GPRA implementation. The Department has initiated systems to ensure
routine assessment of progress against our performance goals. The OIG also
works closely with the Department to provide the Secretary with information and
advice on how to attain the highest possible program accomplishments and
accountability.
6.1 Management Initiatives in the FY 2002 Annual Performance
Plan
As part of its overarching management focus, the Department
has also established long term management initiatives and performance goals to
address cross-cutting Departmental functions such as financial, information
technology, and human resources management which contribute to the achievement
of the Department's strategic and performance goals. These management goals,
the strategies to achieve them, and the external factors that may affect
accomplishment of the goals are detailed in the sections that follow.
6.1.1 Financial
Management
Maintaining the integrity and stewardship of the
Department's financial resources is the principal strategic goal for the
Department's financial management program. In obtaining an unqualified audit
opinion on the Department's financial statements, DOL can measure its overall
effectiveness. The Department has obtained an unqualified opinion on its
Consolidated Financial Statements for the past four years; however, recently
enacted legislation and new accounting standards have placed significant new
responsibilities on the Departments's financial management community. The FY
2002 financial management performance goals for the Department address the
efforts needed to meet new financial systems and accounting standards.
Outcome Goal Financial Management: Maintain
the Integrity and Stewardship of the Department's Financial
Resources
FY 2002 Performance Goals
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FM1. All DOL financial systems meet the standards set in the
Federal Financial Management Improvement Act (FFMIA) and the Government
Management Reform Act (GMRA).
FM2. DOL meets all new accounting standards issued by
the Federal Accounting Systems Advisory Board (FASAB) including the Managerial
Cost Accounting Standard. |
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Means and Strategies
Sustained Efforts in FY 2002:
- The Department will have corrected all systems that were out of
compliance with the Federal Financial Management Improvement Act (FFMIA) and
will closely monitor the acquisition of new systems and all modifications to
existing systems to maintain compliance with FFMIA. (FM1)
- The Department has had a Cost Accounting system in place that
meets the Federal Accounting Standards Advisory Board's Managerial Cost
Accounting standard. The Department is phasing in program agency use of the
system. For FY 2002, the Office of the Chief Financial Officer (OCFO) will
expand the cost accounting pilot projects to six additional DOL agencies. (FM2)
- The government-wide Human Resources Committee of the CFO Council has
established core competency guidelines. GAO audits have identified financial
management training programs as inadequate to bringing financial managers up to
the task of operating modern financial management systems. The Department will
participate in the achievement of several professional development goals
established by the CFO Council, which include conducting needs assessments,
establishing individual development plans, promoting attainment of professional
certifications and attaining a significant increase in the hours of continuing
professional education per financial management employee in the Department. The
Department will continue to upgrade the number and variety of courses made
available to financial management personnel, including introduction of
distributed learning techniques. (FM1-2)
- Implement a financial data store to leverage the existing investment
in DOLAR$ (the Department's core accounting system) and provide more useful
data and analysis to financial and program managers throughout the Department.
(FM1-2)
- In conjunction with OASAM, complete the payroll system modernization
project, implementing the PeopleSoft payroll system for the entire department.
(FM1)
- Upgrade OCFO financial systems in two significant areas: Improving
system security and enabling web interfaces to key systems. (FM1)
- To leverage collective recruitment efforts, meet the demands of the
new government-wide financial legislation, and address the rapid changes in the
DOL financial workforce, the Department's Chief Financial Officer Advisory
Council developed the Financial Management Careers Program (FMCP) to develop
highly qualified individuals who will undertake future leadership roles in
financial management. We will continue to hire and train individuals under this
program. (FM1-2)
- Cost accounting applications will extend beyond the outcome goal
level to developing cost information for additional DOL program agencies.
(FM2)
Significant New or Enhanced Efforts in FY
2002:
- OCFO will continue a DOL-wide program to target financial management
training in critical skill areas, including the application of cost accounting
standards and financial management systems development training. The Financial
Management Careers Program will include a number of new learning options,
including a variety of college courses via the Internet. (FM1-2)
- OCFO will expand on the effort begun in FY 2001 to review
Departmental performance plans, data sources that support those plans, and
other documents that assess performance plan quality (e.g., GAO, OMB, OIG
reports) in order to assist program agencies to meet their financial
performance goals. (FM1-2).
- OCFO will be in the pre-acquisition stage of replacing DOL's Central
Accounting System (DOLAR$). The replacement system will be designed to ensure
ongoing compliance with regulations, conformance with technical standards, and
the ability to provide accurate and timely financial management information to
meet both internal and external demands. (FM1-2)
- Provide expertise and support for cost accounting throughout the
Department. (FM2)
6.1.2 Information
Technology Management
The Department of Labor will improve mission performance,
productivity, and administrative processes through better utilization of
Information Technology (IT). The focus of this endeavor is to reduce risks,
improve efficiencies, and contain costs through greater integration of
Departmental IT systems, thereby providing DOL employees with quality, reliable
automated tools and improved access to useful information so they can better
perform their jobs.
In line with the Information Technology Management Reform
Act, the Department implemented an IT Capital Investment Management process for
selecting, controlling, and evaluating IT investments. This process includes an
automated IT portfolio evaluation and tracking system, with review and decision
making through a Technical Review Board composed of DOL agencies' IT
professionals.
In addition to the program-specific automated system
initiatives of individual DOL agencies, DOL will expand capability for
information delivery to the public via its Internet World Wide Web sites.
Public access will become both easier and more beneficial as DOL carries out
plans to expand information sources available, provide expert systems, and add
search capabilities.
The Department's key performance goals and measures for
information technology management in FY 2002 are detailed below.
Outcome Goal IT: Improve Organizational
Performance and Communication through Effective Deployment of IT
Resources
FY 2002 Performance Goals
|
IT1 Improve automated access to administrative and program systems,
services and information. |
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Means and Strategies
Sustained Efforts in 2002:
- Continue the evolution of the enterprise architecture by modernizing
the infrastructure that supports information access and exchange.
- Continue to strengthen physical and logical access controls that
protect systems and the information they process.
- Support the operational integrity of installed information
technology.
- Provide customer support to facilitate implementation and use of new
technology.
- Continue to expand use and accessibility of information technology
for access to and dissemination of information to enhance transmittal of
DOL-wide distributed information and enhance employees' ability to perform
administrative tasks.
- Continue to improve electronic correspondence with DOL's
customers.
- Continue to improve the usability of the DOL homepage design and
improve browse and search capabilities across DOL Public Websites.
Significant New or Enhanced Efforts in 2002:
- Redesign and implement new electronic government solutions that
harnesses technology through personal and organizational leadership to change
the way the Department works.
- Serve the public through electronic government solutions that apply
appropriate standards for privacy, security, and authentication.
- Complete strategic information technology investments that produce
cost-effective long-term efficiencies and savings.
- Improve connectivity of people with the Department via the Internet
according to their needs.
6.1.3 Information Security
Program
The Department has initiated an enhanced information
security program that meets the intent of the Fiscal Year 2001 Defense
Authorization Act amendment to the Paperwork Reduction Act of 1995, which adds
a sub-chapter on "Information Security." This program is being integrated into
the business practices and ongoing programs of the Department. All agencies
have developed security program plans that establish milestones and detail the
tasks necessary to strengthen cyber security within the program areas.
Departmental guidance has been issued via the Systems Development Life-Cycle
Manual that requires security activities be performed during each phase of the
life-cycle. The IT capital management program has been expanded to require
performance of risk mitigation activities before investments are completed. A
security awareness program that requires security awareness training for all
employees has been implemented. An aggressive vulnerability assessments program
has been established and security monitoring functions continue to be
strengthened.
6.1.4 Human Resources
Management
The Department recognizes that to maximize successful
operations, ongoing investments in human capital are necessary. This will be
achieved through making DOL a model workplace that facilitates the recruitment
and retention of a diverse, highly-skilled workforce capable of meeting
strategic and performance goals, while creating a "family-friendly" environment
that is accessible to all employees and enables them to better balance their
work and family obligations. The acquisition of needed new skills and ongoing
skills improvement among the DOL workforce will be facilitated through lifelong
learning initiatives.
Outcome Goal HR: Establish DOL as a Model
Workplace
FY 2002 Performance Goals
|
HR1. The right people are in the right place at the right time to
carry out the mission of the Department.
HR2. Reduce the rate of lost production days by two
percent (i.e., number of days employees spend away from work due to injuries
and illnesses).
HR3. Reduce the overall occurrence of injuries and
illnesses for DOL employees by 5 percent, and improve the timeliness of filing
injury/illness claims by 5 percent. |
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Means and Strategies
Sustained Efforts in FY 2002:
- The Human Resources Center is leading an effort to re-establish a
common foundation for Workforce Planning in the Department of Labor. It is
critical that DOL Agencies undertake a systematic process, as part of the
budget and GPRA planning process, for identifying the human capital required to
meet organizational goals and needs so DOL can assure that there are the right
people in the right place and at the right time. By integrating meaningful data
on human capital into the Department's Annual Performance Plans and Budgets,
the Department will create a basis for identifying future workforce needs,
including the size of the workforce, its deployment across the organization,
and the competencies needed to efficiently and effectively carry out the
mission of the Department. Workforce planning must be undertaken to address
current and projected staff shortages, assure the development and skills sets
of its employees, and help anticipate changes to staff and competency
requirements. Employees in occupations that are no longer necessary as a result
of technology or changing business practices will be afforded the opportunity
to be retrained, and succession planning and other planned management
approaches to an aging workforce will be pursued. (HR1)
- DOL will monitor on-the-job incidents, injuries, and illnesses and
will analyze incident and injury statistics to identify problems and corrective
actions necessary to reduce incident and injury rates and mitigate the
long-term effects of injuries. (HR2-3)
- DOL will continue to support the effective use of technology by
encouraging its agencies to utilize the enhanced Safety and Health Information
Management System to directly analyze injuries and illnesses, target resources
toward duties and areas with elevated injury rates, and increase expeditious
processing of injury/illness claims. (HR2-3)
- The Department will provide technical assistance to DOL agencies in
managing Workers' Compensation programs, including helping agencies in their
efforts to identify candidates eligible to return to duty through workplace
accommodation, flexiplace, or assistive technologies. The Department will
identify best practices used to reduce the rate of incidents and injuries and
to manage lost-time cases. (HR2-3)
Significant, New or Enhanced Efforts in FY
2002:
- DOL will pursue process enhancements and technological innovations in
areas such as recruitment, employee self service, strategic planning
information linkages, and use of job competencies in order to provide better
service to customers. (HR1)
- In support of the workforce planning effort, DOL will conduct an
aggressive outreach and recruitment effort to attract a highly skilled and
diverse workforce including persons with disabilities. To address the growing
challenge of attracting and retaining employees, DOL will pursue the use of
various Departmental/OPM hiring authorities, lifelong learning opportunities,
and workplace flexibilities. (HR1)
- DOL will explore new methods of minimizing workplace injuries by
identifying practices employed by agencies and worksites with lower than
average injury rates and determining whether these practices can be used
effectively elsewhere. (HR2-3)
- The Department will launch a study of the feasibility and potential
benefits of a DOL return-to-work initiative designed to offer injured employees
the opportunity to return to work and to reduce the associated Workers'
Compensation costs. (HR2-3)
6.1.5 Procurement
Management
In line with government-wide reforms in the area of
procurement, the Department of Labor will improve procurement management to
make government more results-oriented, and, where practicable, market-driven.
For FY 2002, immediate improvements will include expanding A-76 competitions
and improving the accuracy of Federal Activities Inventory Reform (FAIR) Act
listings. Details on additional procurement initiatives are presented in
section 6.2.3 of this plan, and goals will be added in the Revised Final FY
2002 Annual Performance Plan.
The Department's performance goal for procurement
management in FY 2002 is detailed below.
Outcome Goal PR: Improve Procurement
Management
FY 2002 Performance Goals
|
PR1: Complete public-private or direct conversion competitions on
not less than five percent of the FTE listed on DOL's Federal Activities
Inventory Reform Act listings. |
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Means and Strategies
Significant, New or Enhanced Efforts in FY 2002:
- uring the remainder of FY 2001 DOL will: (a) assess and verify the
accuracy of the Department's current system for conducting FAIR Act
inventories; (b) provide recommendations for changes in how DOL inventories are
conducted; (c) where changes are needed, develop and implement a DOL-wide
implementation plan; (d) validate and refine the system as needed. (PR1)
6.2 Program Improvement Opportunities and Management
Reforms
The Department of Labor is committed to working with the
Office of Inspector General (OIG), the General Accounting Office (GAO) and the
Office of Management and Budget (OMB) to improve its management systems and
procedures. Periodic reviews of the status of corrective actions in response to
audit recommendations are conducted throughout the year. The budget process
will consider the resources needed in each year to take necessary corrective
actions on audit recommendations and to institute other critical management
reforms. OIG and GAO have identified several management improvement
opportunities, and DOL's plans to address these issues during the remainder of
FY 2001 and in FY 2002 are highlighted below. This chapter also summarizes the
Department's plans with respect to the President's Government-wide and DOL
specific management reforms included in the President's budget and recent OMB
guidance.
GAO issued a letter report on June 30, 2000, addressing the
Department's FY 1999 Performance Report and Fiscal Year 2001 Performance Plan.
While the report did not make specific recommendations, GAO provided a number
of observations about the need for additional information in the performance
plan and report, in the areas of data validation and verification, crosscutting
programs, and the linkage of goals and strategies. The Department increased
attention to the items cited by GAO in the development of this plan, and
incorporated the auditor's guidance in the preparation of DOL's FY 2000 annual
performance report.
6.2.1 GAO High Risk and
Other Audits
None of the Department's programs are the subject of
management weaknesses reported in the most recent GAO high risk audit
series.
GAO published Major Management Challenges and Program
Risks, Department of Labor, in January 2001 as part of their Program
and Accountability Series. The report covered three general areas:
retraining workers to better meet rapidly changing workplace needs; protection
of workers' benefits; and ensuring safe and healthful working conditions. GAO's
challenges in all three areas focused on the need to improve performance
measurement and, in particular, the availability and quality of data relative
to some of the specific program issues reviewed by GAO. As described in detail
in Chapter 5, improving performance data is a priority of the Department. For
example, the Employment and Training Administration and the Veterans'
Employment and Training Service are developing a new data collection and
reporting system, in cooperation with their program partners, to provide
accurate and complete information on assisting clients to secure long-term
employment with opportunities for advancement.
6.2.2 Program Improvement
Opportunities Identified by the OIG and DOL Management
Improving program performance is a priority of the
Department, and the Inspector General's Statement on the Most Serious
Management and Performance Challenges Facing the Department presents issues of
major potential impact on the effectiveness and efficiency of DOL's programs
and operations. Several of the Statement's challenges reference specific
concerns reported in detail in recent OIG audits. The majority of these
findings, if not already resolved, should be corrected before the end of FY
2001 and are not, therefore, included among the Department's goals for FY 2002.
Other challenges require legislative action at the Federal or State level, as
explained in Management's Response to the Challenges, which is included in the
Department's FY 2000 Annual Report. Finally, some challenges are broad
issues of sound management, such as the need to exercise stewardship over
significant information technology and benefit program resources. The FY
2000 Annual Report provides detailed information about the actions taken
over a number of years to effectively manage these challenges. The Department
will work with the Inspector General to develop an approach for reaching
agreement that the Department's actions sufficiently meet each of the
challenges, or what specific actions the Inspector General considers essential
to resolving the challenges in future years.
The following examples summarize the performance related
challenges identified by OIG and the actions completed by the Department or in
progress to address these issues. The complete text of the Inspector General's
Statement and management's response is included in the Department's FY 2000
Annual Report.
- Protection of Worker Benefit Funds. OIG's management
challenges included concerns about vulnerability to fraud in the Unemployment
Insurance (UI) and the Federal Employees' Compensation Act (FECA) programs. The
Department recognizes that all major benefit programs are vulnerable to some
degree of fraud, and has initiated a number of actions to protect both
programs. For example, the Department has conducted training for the States to
highlight UI fraud detection techniques and encourage the sharing of
enforcement approaches. Consistent with this effort, Texas has developed an
exportable fictitious employer detection system which has been shared with
other States at the 2000 UI Directors' Conference. DOL's Employment and
Training Administration and OIG are in the process of negotiating an agreement
with the IRS to provide State Employment Security Agencies nationwide access to
IRS 1099, Miscellaneous Income data, so employers who inaccurately classify
workers can be identified. With regard to the workers' compensation programs,
the limited number of individuals prosecuted annually for fraud is indicative
of the effectiveness of the program's internal controls. While some
inappropriate FECA payments may go undetected, the Employment Standards
Administration's major cost containment initiatives, including the highly
successful Periodic Roll Management program and multiple medical cost savings
efforts, are making significant progress in addressing those instances.
- Implementation of the Workforce Investment Act (WIA). In
reviewing the implementation of the WIA's One-Stop structure for delivering
program services, OIG has identified several concerns, including: the use of
individual training accounts, establishment of eligibility criteria for
training providers, and the implementation of adequate systems to allocate
costs among the One-Stop partner programs and agencies. In response to OIG's
concerns, the Employment and Training Administration has developed a Technical
Assistance Workbook with guidance on individual training accounts and eligible
training providers, and a standard 12-hour training course on these subjects is
being offered in each region. Cost allocation has been addressed though the
issuance of draft guidance in June 2000, which was cleared by OIG, and the
publication of a new definition of administrative costs as part of WIA final
regulations. OIG was actively involved in testing the definition and provided
its approval as part of the clearance process for the final WIA regulations.
- Effectiveness of the Welfare-to-Work Initiative. OIG
identified the consistency and quality of performance data reported by the
States and other grantees as a concern, and emphasized the need to finalize
reporting requirements for the Welfare-to-Work program. The Welfare-to-Work
program is part of the Department's data validity project, explained in greater
detail in Chapter 5, which is designed to provide accurate and reliable program
outcome data for performance goals. The final reporting requirements for the
program are effective April 1, 2001.
- Targeting of the Dislocated Workers Program. An audit of the
Dislocated Workers program identified concerns with participants' eligibility
in 35 percent of the cases reviewed by OIG, and found that eligibility criteria
were relaxed in some localities with relatively few dislocated workers to
permit the use of the available funds. The auditors also found that program
data reported by the States were often incomplete or in error. Although the
audit report does not adequately consider the authority vested in State and
local governments and the need for flexibility in addressing local labor-market
conditions, a number of actions are being taken to address the issues raised in
the report. The Employment and Training Administration is increasing technical
assistance and monitoring to ensure that State and local programs adequately
document dislocated workers' eligibility for services. The Department is
reviewing the current formula for determining the allocation of dislocated
worker funds. During Program Year 2001, the Department will begin to rely upon
the Unemployment Insurance wage record data to provide more accurate program
outcome information, and a data validity system is being designed to better
ensure the validity of the data.
- Financial Management. OIG noted in the top management issues
paper that the audit of DOL's FY 2000 Consolidated Financial Statement
identified two systems which have not yet been brought into full compliance
with the Federal Financial Management Improvement Act. Chapter 6 of this plan
retains as a performance goal (FM1) for FY 2002 that all DOL financial systems
meet the standards set in the FFMIA and the Government Management Reform Act
(GMRA). Similar goals were included in the Department's FY 1999, FY 2000, and
FY 2001 plans and are ensuring the Department's continuing focus on this
issue.
6.2.3 Presidential
Management Reforms
>The President's budget, "A Blueprint for New
Beginnings" (Blueprint) includes a comprehensive agenda of program
accomplishment and management reforms, and the Department has initiated the
necessary actions to ensure the full implementation of these reforms through
the performance planning process.
Five Government-wide reforms were identified in
the Blueprint, and the status of the Department's progress in implementing
these initiatives to improve operational efficiency and to streamline
communications and business services for DOL's stakeholders and customers is
summarized below.
- Delayering management levels to streamline organizations.
Within the last six months, the Department has undertaken a major Workforce
Planning initiative, leading to a new, overarching human resources management
goal which provides that DOL will have the right people in the right place at
the right time to carry out the mission of the Department. This goal, presented
in section 6.1 and Appendix A of this plan, will be modified in the Revised
Final FY 2002 Annual Performance Plan to include indicators to target DOL's
objectives for delayering management, as additional guidance is received on
this reform.
- Reducing erroneous payments to beneficiaries and other recipients
of government funds. One of the most significant benefit payment programs
administered directly by DOL is the Federal Employees' Compensation Act (FECA)
program. All three of the performance goals included in this plan for the FECA
program focus on improving efficiency by returning injured employees to the
workplace in a more timely manner and reducing the costs of medical services;
achieving these goals will reduce the potential for erroneous payments. With
respect to the Unemployment Insurance (UI) program, DOL's State partners have
the responsibility for issuing payments directly to eligible claimants. After
consulting with the program's State partners and stakeholders, the Department
will add an appropriate indicator to measure the accuracy of benefit payments
to the existing UI goal which measures timeliness and quality. (See section 4.2
and Appendix A of this plan for the FECA and UI program goals.)
- Making greater use of performance-based contracts. The
Department currently emphasizes the expected level of performance outcomes in
grants and contracts for partners who deliver core program services, including
States, Job Corps contractors and the International Labor Organization.
However, many of DOL's contracts do not meet all established criteria for
performance based contracts. During the remainder of FY 2001, the Department
will establish a baseline of eligible service contracts and will prepare a goal
for the Revised Final FY 2002 Annual Performance Plan to increase the use of
performance-based contracts.
- Expanding the application of on-line procurement and other
E-Government services and information. The Department provides a number of
services and extensive information on-line, and routinely seeks opportunities
to streamline communications and business transactions for DOL's constituents.
For example, the Occupational Safety and Health Administration's (OSHA)
strategies in section 4.3 of this plan include enhancing two information
technology initiatives which provide technical assistance to employers. These
OSHA initiatives include Expert Advisors--interactive, decision-logic products
that help users determine what requirements apply to them or what actions they
need to take to address hazardous conditions in their workplaces--and e-CATS
(electronic Compliance Assistance Tools) which are graphic programs that
provide extensive information on a variety of safety and health issues. Another
example of initiatives to facilitate customers' transactions with the
Department is the Pension and Welfare Benefits Administration's strategy to
enable pension plan administrators to electronically file required plan
documents with DOL.
Notwithstanding the Department's overall progress in
extending E-Government services, DOL will be challenged in FY 2002 to meet the
goal established by OMB to post: (a) all synopses for acquisitions valued at
over $25,000 for which widespread notice is required and (b) all associated
solicitations unless covered by an exemption in the Federal Acquisition
Regulation on the government-wide point-of-entry website (www.FedBizOpps.gov).
The Department is undertaking its e-Procurement initiative
with the goal of replacing paper-based procurement and grants processes with a
streamlined end-to-end Commercial-Off-the-Shelf or Government e-Procurement
package that meets or exceeds the needs and functional requirements for the
Department as a whole, including each of its component agencies. This
initiative is necessary for the Department to meet current legislative
requirements and government-wide initiatives in the area of e-commerce, and to
provide timely, efficient and effective services to our customers for the
management of administrative operations.
DOL's e-procurement requirements are currently under
review as part of a business process reengineering effort. Existing
e-Procurement solutions are being compared and contrasted to determine which
solution best fits the needs of the Department. Once a solution has been
identified, the Department will manage this initiative through its IT Capital
Planning and Investment Management program. The oversight controls contained
within the capital planning process will ensure the appropriate resources are
acquired and the project proceeds as planned through to its successful
implementation.
During FY 2002, the Department plans to test and implement
in all agencies and the Job Corps Centers the new e-procurement product to
provide a paperless process for creating, routing, and approving requisitions,
automating the posting of contract solicitations using web technology, and
accepting vendor quotes and proposals electronically. The use of the Commerce
Business Daily will be replaced by interfacing with FedBizOps for synopsis
requirements, and interfaces will also be established with GSA's newly designed
Federal Procurement Data System, the Federal Assistance Awards Data System, and
the Federal Grants Management System.
The Department will include a goal and establish
measurable performance indicators for on-line procurement in the Revised Final
FY 2002 Annual Performance Plan.
- Expanding A-76 competitions and more accurate FAIR Act
inventories. A goal implementing OMB's guidance to complete public-private
or direct conversion competitions on not less than five percent of the
positions listed on the Department's Federal Activities Inventory Reform Act
listings in FY 2002 has been established and included in section 6.1 and
Appendix A of this plan.
The Blueprint also identified an additional six potential
DOL-specific management reforms based upon areas of concern to the
Department's Inspector General and new program initiatives. These potential
management reforms have been or will be incorporated in the planning process as
outlined below.
- Protection of Worker Benefit Funds. The Department and our
partners in the State Employment Security Agencies have implemented a wide
array of internal controls over the worker benefit funds, as detailed in the
FY 2000 Annual Report, and monitor the programs vigilantly for any
indication of emerging fraud schemes. The relatively limited number of
individuals prosecuted annually for fraud >against these programs is a
measure of the effectiveness of the existing internal controls.
- Foreign Labor Certification and Alien Labor Certification Program
Reform. The Blueprint included two reforms directed toward the
certification of foreign labor. A new goal related to DOL's initiative to
streamline the adjudication process for foreign labor certification has been
included in section 4.2 and Appendix A of this plan. The Department anticipates
that the quality assurance checks to be instituted as part of the streamlined
certification process will assist the Department in reducing the incidence of
fraudulent petitions, the subject of the second foreign labor certification
reform identified in the President's Budget.
- Performance Accountability of Grants. The Department
recognizes the need to improve management and accountability over DOL's $9
billion in grant funds, and has begun to address this problem. However, current
resources have proven inadequate to fully ensure accurate reporting on the use
of grant funds. The Department has requested an increase of $1.8 million to
improve DOL's grant management program, in particular, to make certain that all
grantee cost reports are entered timely into the Department's financial system.
The requested funding would also strengthen oversight of grant systems and
grant financial activities, to ensure that the Department's grants programs
meet all applicable requirements, particularly those of the Federal Financial
Management Improvement Act.
- Compliance Assistance Efforts. This Annual Performance Plan
reflects a wide array of compliance assistance efforts, including innovative
uses of technology, as key strategies in support of the core outcome goals of
our regulatory agencies to improve working conditions for America's workers and
protect the pensions of the Nation's retirees. For example, OSHA plans to use
distance learning technology, such as nationwide satellite broadcasts for small
businesses, to provide training and education assistance to employees and
employers on all new OSHA rules and regulations. Additional compliance
assistance strategies can be found throughout sections 4.2 and 4.3 of this
plan. In addition to the strategies, a goal has been established to reduce
injuries and illnesses by 15 percent at work sites engaged in voluntary,
cooperative relationships with OSHA, which will assist the Department in
evaluating the effectiveness of compliance assistance strategies.
- Energy Employees' Occupational Illness Compensation Program.
The Department will review the status of this new program during the
preparation of the Revised Final FY 2002 Annual Performance Plan and determine
at that time whether a performance goal(s) should be developed for FY 2002.
6.3 Enhancing DOL's Customer Focus
Many of DOL's component agencies' strategic plans include
the integration of customer service concerns into their day-to-day operations.
DOL customers' feedback is instructive in measuring how well services are
provided, identifying how services might be better delivered, and determining
whether DOL's program goals effectively address customers' needs. DOL component
agencies, as part of their service delivery initiatives, will conduct customer
surveys, using appropriate sampling techniques, to obtain this feedback at a
reasonable cost.
As DOL agencies gain experience in measuring customers'
satisfaction, performance goals will be included in the Department's Annual
Performance Plans to inform stakeholders about the Department's objectives and
progress in meeting the needs of our customers. For example, the Employment and
Training Administration has added a goal in section 4.1 and Appendix A of this
plan to increase customer satisfaction with services received from workforce
investment activities in connection with the One-Stop delivery system, as
measured by the American Customer Satisfaction Index.
Not only will DOL improve processes for "listening" to its
customers, but it will work towards improving the communication process with
its customers, focusing efforts on improving the understandability of workplace
standards by developing "plain language" regulations. Technology will be
applied across the Department to improve the dissemination of these
regulations, issue technical assistance material, respond to individual
customers' problems, and collect public comments. DOL agencies will work
collaboratively to share these and other techniques that provide the feedback
needed to fully measure program results.
Appendix A. Details of FY
2002 Performance Goals, Indicators and Baselines
Outcome Goal 1.1: Increase Employment, Earnings and
Assistance--Performance Goals
1.1A |
Performance Goal |
Increase the employment, retention, and earnings of
individuals registered under the WIA adult program. |
Performance Results |
PY 2000: N/A
PY 1999: N/A |
Indicator |
PY 2002:
- 70% will be employed in the first quarter after program
exit;
- 80% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- The average earnings change will be $3,423 for those who are
employed in the first quarter after program exit and are still employed in the
third quarter after program exit.
PY 2001:
- 68% will be employed in the first quarter after program
exit;
- 78% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- The average earnings change will be $3,361 for those who are
employed in the first quarter after program exit and are still employed in the
third quarter after program exit
PY 2000:
- 67% will be employed in the first quarter after program
exit;
- 77% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- The average earnings change will be $3,264 for those who are
employed in the first quarter after program exit and are still employed in the
third quarter after program exit.
PY 1999: N/A |
Data Source |
Workforce Investment Act Standardized Record Data (WIASRD)
included in the Enterprise Information Management System (EIMS); UI Wage
Records |
Baseline |
There is no prior experience with this WIA indicator, which is
based on the use of UI wage records. PY 2000, the first full year of WIA
implementation, will constitute the baseline year for this measure. The
performance measure will be derived from the agreed upon levels of performance
for all States. Because there is no comparable baseline, these measures will be
regularly reviewed for appropriateness and rigor as performance data becomes
available. |
Comment |
The current FY 1999-2004 Strategic Plan includes the new WIA goal
based upon a weighted average of negotiated levels of performance for all
States. The goals for PY 2000, PY 2001 and PY 2002 stated in this plan also
reflect these negotiated levels for all States. |
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1.1B |
Performance Goal |
Increase the retention and earnings of Welfare-to-Work
participants placed in unsubsidized employment. |
Performance Results |
FY 2000: The goal was achieved. Of those
Welfare-to-Work (WtW) participants placed in unsubsidized employment, 84%
remained in the workforce for six months with 59% average earnings increase by
the second consecutive quarter following the placement quarter.
FY 1999: N/A |
Indicator |
FY 2002:
- 67% will remain in the workforce for two consecutive quarters
following the placement quarter; and
- The average earnings increase by the second consecutive quarter
following the placement quarter will be 7%.
FY 2001:
- 66% will remain in the workforce for six months; and
- The average earnings increase by the second consecutive
quarter following placement will be 6%.
FY 2000:
- 60% will remain in the workforce for six months; and
- The average earnings increase by the second consecutive
quarter following placement will be 5%.
FY1999: N/A |
Data Source |
WtW Quarterly Financial Status Report |
Baseline |
New Goal. The baseline for this performance measure will be FY
2000. |
Comment |
The 84 percent retention rate achieved in FY 2000 is attributed
largely to the strong WtW emphasis on post-employment and other supportive
services. The 59 percent earnings increase rate is likely to be inflated due to
misinterpretations of the reporting guidance by a number of grantees. DOL will
use corrected data to establish new baselines for FY 2002 goals and evaluate
the need to revise the targets for the goals upward. DOL anticipates raising
the FY 2002 retention and earnings increase goals. |
Text
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1.1C |
Performance Goal |
Improve the outcomes for job seekers and employers who
receive public labor exchange services. |
Performance
Results |
PY 2000: N/A for all indicators.
PY 1999: Achieved for all indicators. |
Indicator |
PY 2002:
- 55%* of job seekers registered with the public labor exchange
will enter employment with a new employer by the end of the second quarter
following registration;
- 70%* of job seekers will continue to be employed two quarters
after initial entry into employment with a new employer; and
- The number of job openings listed with the public labor
exchange (with both SESAs and AJB) will increase by 5% over the total for PY
2001.
PY 2001:
- 75% of job seekers will have unsubsidized jobs six months after
initial entry into employment; and
- 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, will increase by 10 percent.
PY 2000:
- 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;
- Increase by 15%, 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; and
- Increase the number of new employers registered with America's
Job Bank from 51,000 to 60,000.
PY 1999:
- Increase by 1 percentage point the share of applicants who
receive labor exchange services that enter employment; and
- 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.
|
Data Source |
State reports, UI wage records, and AJB Center Reports. |
Baseline |
During PY 2001, DOL will transition to a new Labor Exchange
Performance Measurement system. A baseline will be established for the entered
employment rate and retention rate goals based on PY 2001 results. Baseline
data currently do not exist for the job seeker entered employment and
employment retention goals.
PY 2001 data will be the baseline for job openings
listed. |
Comment |
Indicators for job seekers were revised to be consistent with the
new WIA program.
*ETA is undergoing a transition to a new labor
exchange performance measurement system. These performance goals are estimates
and will be revised when baseline data become available. |
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1.1D |
Performance Goal |
Increase the capacity and quality of One-Stop system
services for people with disabilities who are registered in the workforce
investment area(s) receiving Work Incentive Grants. |
Performance Results |
FY 2000: The goal was achieved. Grants were awarded to 23 state or
local recipients.
FY 1999: N/A |
Indicator |
FY 2002:
- The number of people with disabilities registered in these
areas will increase by 5%; and
- The number of people with disabilities who are registered in
these areas and are employed in the quarter after exit will increase by
2%.
FY 2001:
- The number of people with disabilities served will increase by
5%; and
- The rate of unsubsidized employment in the local Workforce
Investment Area will increase by 2 percentage points.
FY 2000: The new Work Incentive Grant program will
be implemented by September 30, 2000, with plans for 20 to 40 awards in State
and local areas to enhance services for people with disabilities in the
One-Stop Center environment.
FY 1999: N/A |
Data Source |
Workforce Investment Act Standardized Record Data (WIASARD)
included in the Enterprise Information Management System (EIMS) from State
and/or local areas receiving Work Incentive Grants |
Baseline |
New Goal. The baseline is to be established using PY 2000 WIA
data. The baseline will be the number of people with disabilities, as of the
beginning of FY 2001 (10/1/00), registered in the workforce area(s) that
receive Work Incentive Grants and the number of those registered who are
employed in the quarter after exit. Because there is no comparable baseline,
these measures will be regularly reviewed for appropriateness and rigor as
performance data becomes available. |
Comment |
The Work Incentive Grant program is directed to systemic change
for people with disabilities obtaining services under the WIA. Therefore, the
current (FY2002) strategic goals are established based upon the extent to which
the One-Stop delivery system in the workforce areas which receive grants
increase the percent of people with disabilities served. |
Text
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1.1E |
Performance Goal |
Increase customer satisfaction with services received from
workforce investment activities in connection with the One-Stop delivery
system. |
Performance
Results |
PY 2000: N/A
PY 1999: N/A |
Indicator |
PY 2002:
- Customer satisfaction of participants with WIA services will
result in a score of 70 on the American Customer Satisfaction Index; and
- Customer satisfaction of employers with One-Stop services will
result in a score of 68 on the American Customer Satisfaction Index.
PY 2001:
- Customer satisfaction of participants with WIA services will
result in a score of 69 on the American Customer Satisfaction Index; and
- Customer satisfaction of employers with One-Stop services will
result in a score of 66 on the American Customer Satisfaction Index.
PY 2000:
- Customer satisfaction of participants with WIA services will
result in a score of 67 on the American Customer Satisfaction Index; and
- Customer satisfaction of employers with One-Stop services will
result in a score of 65 on the American Customer Satisfaction Index.
PY 1999: N/A |
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 and employer customer
satisfaction based upon three questions that will be asked of a sample of WIA
program exiters and three questions that will be asked of a sample of
employers. The index is based upon the American Customer Satisfaction Index.
The current FY 1999-2004 Strategic Plan includes the
new WIA goal based upon a weighted average of negotiated levels of performance
for all States. The goals for PY 2000, PY 2001 and PY 2002 stated in this plan
also reflect these negotiated levels for all States. |
Text
Version
1.1F |
Performance Goal |
FY 2002: Increase by 5% the number of women in the labor
force reached directly by the Women's Bureau who have greater knowledge that
can assist them in improving their pay and benefits, worklife needs, and career
advancement.
FY 2001: Prepare 27,500 for the labor force by
providing them with tools and education on equal pay, etc.
FY 2000: Prepare 25,000 for the labor force by
providing them with tools and education on equal pay, etc.
FY 1999: N/A |
Performance Results |
FY 2000: The goal was achieved. The 31,588 women directly assisted
surpassed the target of 25,000 by 26%.
FY 1999: N/A |
Indicator |
- Number of individual women provided direct assistance and/or
consultation by the Women's Bureau
- Number of women served through service providers trained by
the Women's Bureau
- Number of women provided assistance to gain entry into
nontraditional jobs through WANTO grants
- Number of low-income women provided assistance to gain entry
into high wage, high tech careers
- Number of young women (middle and high school students) who
are given information to assist them in making informed decisions for careers
in the high-tech industry
|
Data Source |
- Regional and National Office Tracking/Ticketing System
- Regional and National Office Log of Correspondence from
Customers Seeking Assistance
- WANTO, Grant Report
- Women Work! Grant Report
- Grantee Evaluation Forms
- Comment Cards
- WB OMB approved evaluation form
|
Baseline |
25,000 women prepared in FY2000 |
Comment |
The true measurement for this goal is the degree of knowledge
gained by women and the extent it enabled successful entry into the work force
and/or improvements in pay, benefits, working conditions, etc. Approximately 2
million women are indirectly affected through policy and other advocacy
efforts. |
Text
Version
1.1G |
Performance Goal |
FY 2002: Increase the employment and retention rate of
veteran job seekers registering for public labor exchange services
- *55% of veteran job seekers will be employed in the first or
second quarter following registration.
- * 70% of veteran job seekers will continue to be employed two
quarters after initial entry into employment with a new employer.
FY 2001: N/A
FY 2000: N/A
FY 1999: N/A |
Performance Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
Employment and retention rate of veteran job seekers after
registering for public labor exchange services.
Note: In addition to veterans, "other eligible
persons" as defined by Title 38 also receive employment services and are
counted as part of this goal. Under Title 38, "eligible person" means a) the
spouse of any person who died of a service-connected disability, and b) the
spouse of any member of the Armed Forces serving on active duty who, at the
time of application for assistance meets specific criteria as provided in this
Title. The portion of the serviced population which comprises "other eligible
persons" is less than ½ of 1% of the total population served. |
Data Source |
State reports and UI wage records. |
Baseline |
FY 2002. Because there is no comparable baseline, these measures
will be regularly reviewed for appropriateness and rigor as performance data
becomes available. |
Comment |
DOL is undergoing a transition to a new labor exchange performance
measurement system. These performance goals are estimates and will be revised
when baseline data become available. |
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Version
1.1H |
Performance Goal |
FY 2002: At least 51% of veterans enrolled in homeless veterans
reintegration project enter employment
FY 2001: Same as FY 2002.
FY 2000: N/A |
Performance
Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
Number of those veterans and other eligible persons enrolled in
HVRP who enter employment
Note: In addition to veterans "other eligible
persons" as defined by Title 38 also receive employment services and are
counted as part of this goal. See definition for other eligible persons in the
preceding goal matrix. |
Data Source |
Reports submitted by VETS grantees |
Baseline |
FY 2001: Baseline will be established in FY 2001. |
Comment |
The HVRP program has had a rapid expansion since FY 1999, with
many new grantees. As these grantees gain experience dealing with this hard to
serve population, performance results are expected to increase. |
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Version
1.1I |
Performance Goal |
FY 2002: Implement 12 demonstration programs, through
grants, designed to develop and test strategies and techniques that need to be
implemented in order for One Stop Centers and WIA youth programs to effectively
serve persons with significant disabilities. |
Performance Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
Number of demonstration programs implemented |
Data Source |
Administrative data |
Baseline |
N/A |
Comment |
The new Office of Employment Disability Policy will use program
evaluation and demonstration programs as key elements for achieving the mission
of the office. The demonstration programs will be evaluated and those found
successful will be implemented in the WIA youth programs and the One-Stop
system.. |
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Outcome Goal 1.2: Increase the Number of Youth
Making A Successful Transition to Work--Performance Goals
1.2A |
Performance Goal |
Increase entrance and retention of youth registered under
the WIA youth program in education, training, or employment. |
|
Performance Results |
PY 2000: N/A
PY 1999: N/A |
|
Indicator |
PY 2002:
- 53% of the 14-18 year-old youth will be either employed, in
advanced training, post-secondary education, military service or
apprenticeships in the third quarter after program exit;
- 63% of the 19-21 year-old youth will be employed in the first
quarter after exit; and
- 77% of the 19-21 year-old youth employed in the first quarter
after exit will be employed in the third quarter after program exit.
PY 2001:
- 50% of the 14-18 year-old youth will be either employed, in
advanced training, post-secondary education, military service or
apprenticeships in the third quarter after program exit; and
- 70% of the 19-21 year-old youth will be employed in the third
quarter after program exit.
PY 2000:
- 48% of the 14-18 year-old youth will be either employed, in
advanced training, post-secondary education, military service or
apprenticeships in the third quarter after program exit; and
- 69% of the 19-21 year-old youth will be employed in the third
quarter after program exit.
PY 1999: N/A |
|
Data Source |
State WIA reports included in the Enterprise Information System
(EIMS); UI wage records |
|
Baseline
|
Younger Youth Indicator: There is no prior experience with
this indicator and no basis for approximating a baseline from JTPA reports. The
negotiation process for establishing expected levels of performance included
information about the percentage of all low income youth who completed high
school in each State (the national average is about 75%), the percentage of
JTPA youth who completed a major level of education among those who were school
dropouts, and the expected relative levels of service to in-school youth and
dropouts.
Older Youth Indicator: 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 seven States using WIA indicator specifications.
Because there is no comparable baseline, these
measures will be regularly reviewed for appropriateness and rigor as
performance data becomes available. |
|
Comment |
Quantified levels for performance measures under the Workforce
Investment Act (WIA) were developed through cooperative negotiation between
DOL, its partners, and stakeholders. A small number of States began early
implementation of WIA in PY 1999. For the younger youth indicator, data had not
previously been collected which could have assisted in the development 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. For the
older youth indicator, the 2000 and 2001 goals served as a proxy measure for
the expected level of performance based upon levels negotiated with a limited
number of early implementing States. The goal went from 70% to 69% for PY 1999.
Note: The goal excludes youth who go on to post secondary education or advanced
training. |
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Version
1.2B |
Performance Goal |
Increase participation, retention, and earnings of Job
Corps graduates in employment and education. |
Performance Results
|
PY 2000: N/A
PY 1999: The goal was achieved: 88.3% of Job Corps
graduates entered employment or enrolled in education. For those placed in
jobs, the average hourly wage was $7.49. |
Indicator |
PY 2002:
- 88.5% will enter employment or be enrolled in education;
- Graduates with jobs will be employed at average hourly wages
of $7.90; and
- 70% will continue to be employed or enrolled in education six
months after their initial placement date.
PY 2001:
- 85% of Job Corps graduates will get jobs with entry average
hourly wages of $7.25 or be enrolled in education;
- 70% will continue to be employed or enrolled in education six
months after their initial placement date.
PY 2000:
- Increase the percent of Job Corps graduates who get jobs or
pursue education to 85%;
- those who get jobs will have an average entry wage increase
from the previous year and 70% will still have a job or will be pursuing
education after 90 days.
PY 1999:
- 75% of Job Corps trainees will get jobs or pursue further
education, with those obtaining jobs having an average starting wage of $6.50
per hour.
|
Data
Source |
Job Corps Management Information System |
Baseline |
The PY 2000 results will serve as the baseline, due to a change in
the graduate definition in 7/00 to reflect additional requirements for
graduation. This information will be compiled and made available in August,
2001. |
Comment |
Job Corps targets severely disadvantaged youth with a variety of
barriers to self-sufficiency, including deficiencies in education and job
skills. To achieve the enhanced quality of placement and job retention required
by the WIA, in FY 2002 Job Corps will focus resources on program improvements
that enhance the full Job Corps experience for students, from reinforced
outreach and admission strategies and center program effectiveness to
intensified center and post-center career development support.
Job Corps introduced a new graduate definition
effective 7/00 to reflect additional requirements for graduation. Requirements
under this new definition include skill attainment associated with the Career
Preparation Period, participation in community service projects, and
participation in employer-based work experience. |
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Version
1.2C |
Performance Goal |
Increase retention of Youth Opportunity Grant participants
in education, training, or employment. |
Performance Results |
PY 2000: N/A
PY 1999: N/A |
Indicator |
PY 2002:
- 53% of the 14-18 year-old participants placed in employment,
the military, advanced training, post-secondary education, or apprenticeships
will be retained at six months.
- 72% of the 19-21 year-old participants will be employed in the
third quarter after program exit.
PY 2001:
- 50% of the 14-18 year-old participants placed in employment,
the military, advanced training, post-secondary education, or apprenticeships
will be retained at six months.
- 70% of the 19-21 year-old participants will be employed in the
third quarter after program exit.
PY 2000:
- 48% of the 14-18 year-old participants placed in employment,
the military, advanced training, post-secondary education, or apprenticeships
will be retained at six months.
- 69% of the 19-21 year-old participants will be employed in the
third quarter after program exit.
PY 1999: N/A |
Data Source |
Grantee reports |
Baseline |
Younger Youth Indicator: The baseline for this program will
be established in PY 2000.
Older Youth Indicator: The baseline for this
program will be established in PY 2000.
Because there is no comparable baseline, these
measures will be regularly reviewed for appropriateness and rigor as
performance data becomes available. |
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. As planned, further development and
refinements to the programs and the measures resulted in some revisions to the
goal. |
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Version
1.2D |
Performance Goal |
Increase participation of Responsible Reintegration for
Young Offender Program graduates in education programs or
employment. |
Performance Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
FY 2002: 65% will get jobs or be enrolled in education or
training.
FY 2001: 65% will get jobs or be enrolled in
education or training.
FY 1999-FY 2000: N/A |
Data Source |
Youthful Offender Program Management Information System. |
Baseline |
This is a new initiative. Because there is no comparable baseline,
these measures will be regularly reviewed for appropriateness and rigor as
performance data becomes available. |
Comment |
Youthful offenders are a particularly difficult population to
serve. Also, most employers do not readily hire individuals with criminal
records. |
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Version
Outcome Goal 1.3: Improve the Effectiveness of
Information and Analysis on the U.S. Economy--Performance Goals
1.3A |
Performance Goal |
FY 2002: Produce and disseminate timely, accurate, and
relevant economic information
FY 1999-2001: Same as FY 2002. |
Performance Results |
FY 2000: The goal was substantially achieved. BLS missed the
timeliness target for the Employment Cost Index (ECI) and the quality target
for the Producer Price Index (PPI).
FY 1999: The goal was not achieved. BLS missed the
timeliness targets for the National Labor Force; Employment, Hours, and
Earnings; and PPI, and the quality target for the PPI. |
Indicator |
Percentage of releases of National Labor Force; Employment, Hours,
and Earnings; Consumer Prices and Price Indexes; Producer Prices and Price
Indexes; and Employment Cost Index that are prepared on time; measures of
quality for each Principal Federal Economic Indicator; average number of
Internet site user sessions each month. |
Data Source |
Office of Publications and Special Studies report of release dates
against release schedule of BLS Principal Federal Economic Indicators; Press
releases for each Economic Indicator; Internet site analysis software. |
Baseline |
Timeliness measures for FY 1997: National Labor Force (100
percent); Employment, Hours, and Earnings (100 percent); Consumer Prices and
Price Indexes (100 percent); Producer Prices and Price Indexes (100 percent);
and Employment Cost Index (100 percent).
Quality measures:
National Labor Force: Number of months that
a change of at least 0.25 percentage point in the monthly national unemployment
rate will be statistically significant at the 90 percent confidence level = 12.
(Baseline is FY 1997.)
Employment, Hours, and Earnings: Root mean
square error of total nonfarm employment (a measure of the amount of revision)
<70,000. (Baseline is FY 2000.)
Consumer Prices and Price Indexes: Number
of months that the standard error on the 12-month change in the U.S. City
Average All Items CPI-U Index was 0.25 percentage point or less = 12. (Baseline
is FY 1999.)
Producer Prices and Price Indexes: (1)
Percent of domestic output, within the scope of the PPI, that is covered by the
PPI: goods produced = 85.1 percent; services produced = 38.8 percent; total
production = 52.6 percent. (Baseline is FY 1997.) (2) Percent of months that
the change in the one-month Finished Goods Index (not seasonally adjusted)
between the first-published and final release was +0.2 percent.
(Baseline will be set in FY 2001.)
Employment Cost Index: Number of quarters
the change in the Civilian Compensation Less Sales Workers Index was within
+0.5 percent at the 90 percent confidence level = 4. (Baseline is FY
1998.)
Internet Usage: Average number of user sessions each
month = 707,347. (Baseline is FY 1999.) |
Comment |
|
Text
Version
1.3B |
Performance Goal |
FY 2002: Improve the accuracy, efficiency, and relevancy
of economic measures.
FY 1999-2001: Same as FY 2002. |
Performance Results |
FY 2000: The goal was achieved. Since the performance indicators
are the accomplishment of milestones that are specific to the fiscal year,
there is no continuity in indicators from year to year, even though the
performance goal remained the same.
FY 1999: The goal was achieved. |
Indicator |
Complete full implementation of a four-year outlet rotation
cycle. |
Data Source |
BLS Quarterly Review and Analysis System |
Baseline |
Since activities described are new activities, there are no
baseline measures. |
Comment |
Since activities described in all indicators are new activities,
there are no corresponding FY 1999-2000 results, FY 2001 measures, or baseline
measures. |
Outcome Goal 2.1: Increase Compliance with Worker
Protection Laws--Performance Goals
2.1A |
Performance Goal |
FY 2002: Covered American workplaces legally,
fairly, and safely employ and compensate their workers as demonstrated
by:
- Increased compliance, including among employers which
were previous violators and the subject of repeat investigations, with labor
standards laws and regulations in nationally targeted industries. In FY 2002,
increase compliance:
- -in the garment industry:- to 45% in Los Angeles
(recidivism: to 42%) ;
- - in agricultural commodities:- to 54% in cucumber
(recidivism: to 44%) and to 43% in garlic (recidivism: establish baseline);
- -in forestry:- to 35% (recidivism: to 20%); and,
- -in the health care industry:- establish baseline for home
health care (recidivism: establish baseline).
- Increased child labor compliance, including among employers
which were previous violators and the subject of repeat investigations, in the
industries where data indicates that the risk of serious injury to young
workers is greatest. In FY 2002, increase compliance in :
- -full service restaurants:-to 85% (recidivism: to
78%)
- -fast food restaurant:- to 75% (recidivism: to 78%);
and,
- -grocery stores:- to 85% (recidivism: to
77%).
FY 2001:
Garment:- increase to 85% in San Francisco and 42%
in New York City (recidivism: 90% in San Francisco and 57% in New York City);
in agricultural commodities:- 47% in onion, 80% in tomato, and 70% in lettuce
(recidivism: 64% in tomato, 47% in onion and 48% in lettuce); health care:- 62%
in residential health care (assisted living facilities) (recidivism: 60%).
Activities ongoing in FY 2001 to support goal
accomplishment in FY 2002 (recidivism: ongoing activities to support goal
accomplishment in FY 2002).
FY 2000:
Garment:- increase to 45% in Los Angeles
(recidivism: establish baseline) Agricultural Commodities:- establish baseline
for garlic (recidivism: establish baseline)
Poultry Processing:- 5% increase (recidivism: 5%
increase)
Forestry:- establish baseline (recidivism:
(establish baseline)
Health Care:- 5% increase in nursing homes
(recidivism: 5% increase)
Establish baselines for the restaurant and grocery
industries (recidivism: establish baselines)
FY 1999: Increase compliance with labor standards
laws and regulations by 5% in the San Francisco and New York City garment
industries (recidivism: establish baselines); in the agricultural industry,
establish baselines for the commodities of onions, lettuce and cucumbers; and
establish baseline for residential health care (assisted living facilities)
(recidivism: establish baseline.)
N/A--Child labor compliance. |
|
|
Performance Results |
FY 2000:
1. The garment, poultry processing and healthcare
(nursing homes) industry goals were not met.
The forestry and agriculture (garlic) goals were
met.
The garment, poultry processing, healthcare (nursing
home) and agriculture (garlic) recidivism goals were not met.The forestry
recidivism goal was met.
2. The child labor goal was met. The compliance
surveys established a baseline of 79% in full service restaurants, 70% in fast
food restaurants, and 82% in grocery stores. The child labor recidivism goal
was met. The compliance surveys established baselines of 53% in full service
restaurants, 73% in fast food restaurants and 72% in grocery stores.
FY 1999:
1. The garment goal was not met, remaining goals
were met.
2. N/A--Child labor compliance. |
|
Indicator |
Trends in compliance/violation rates by industry (NAIC Code);
changes in results of compliance surveys in targeted industries |
|
Data Source |
Wage Hour Investigator Support and Reporting Database (WHISARD);
results of compliance surveys |
|
Baseline |
Industry/sector-specific baseline data
79% compliance in the San Francisco garment industry
( 1997); recidivism: 86% (1999)
37% compliance in the New York City garment industry
( 1997); recidivism: 52% (1999)
22% compliance in the Los Angeles garment industry (
1994); recidivism: 37% (2000)
75% compliance in tomato commodities ( 1996);
recidivism: 59% (1998)
70% compliance in the nursing home industry ( 1998);
recidivism: 76% (1997)
57% compliance in residential health care (assisted
living facilities); recidivism 55% (1999)
40% compliance in the poultry processing industry;
recidivism 40% (1998)
49% compliance in cucumber commodities; recidivism
37% (1999)
42% compliance in onion commodities; recidivism 42%
(1999)
65% compliance in lettuce commodities; recidivism
43% (1999)
38% compliance in garlic commodity (2000);
recidivism: TBD
30% compliance in forestry (planting and thinning);
recidivism 15% (2000) |
|
Comment |
Because there is no unbiased industry-wide database on labor
standards violations or compliance, the Wage and Hour Division faces a
challenge in determining industry-wide levels of compliance, measuring changes
in compliance and attributing causality for any changes. To determine the
impact of Wage and Hour efforts, a statistically sound method for establishing
baselines and measuring compliance was developed using investigation-based
compliance surveys of targeted industries and areas.
Based on results, specific industries and/or
industry sectors will be re-surveyed every 2 to 3 years. |
Text
Version
2.1B |
Performance Goal |
FY 2002: Achieve timely union reporting such that a
minimum of 89% of unions with annual receipts greater than $200,000 timely file
union annual financial reports for public disclosure access.
FY 2001: Achieve timely union reporting such that a
minimum of 88% of unions with annual receipts greater than $200,000 timely file
union annual financial reports for public disclosure access.
FY 2000: Minimum of 87% of unions with annual
receipts greater than $200,000 timely file union annual financial reports for
public disclosure.
FY 1999: 85% of unions with receipts greater than
$200,000, timely file union annual financial reports for public disclosure.
|
Performance Results |
FY 2000: The goal was achieved for FY 2000. 87.2% of unions with
annual receipts greater than $200,000 timely filed union annual financial
reports for public disclosure access.
FY 1999: The goal was met. 89.8% of unions with
annual receipts greater than $200,000 timely filed union annual financial
reports for public disclosure access. |
Indicator |
Percentage of financial reports timely filed for public disclosure
availability |
Data Source |
Labor Organization Reporting System |
Baseline |
Timely filing of annual financial reports required of unions with
annual receipts over $200,000: 79% in FY 1997 |
Comment |
The indicators reflect union compliance with laws established to
ensure democratic practices and financial integrity in unions in the American
workforce. |
Text
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2.1C |
Performance Goal |
FY 2002: Increase by 2.5% (to 1,768) per year the number
of closed fiduciary investigations of employee pension plans where assets are
restored, prohibited transactions are corrected, participant benefits are
recovered, or plan assets are protected from mismanagement and risk of future
loss is reduced.
FY 2001: Increase by 2.5% (to 1,725) per year the
number of closed fiduciary investigations of employee pension plans where
assets are restored, prohibited transactions are corrected, participant
benefits are recovered, or plan assets are protected from mismanagement and
risk of future loss is reduced.
FY 2000: 2.1C Increase by 2.5% both the number of
closed investigations of employee pension and health benefits plans where
assets are restored (to 819) and the number where prohibited transactions are
reversed (to 301).
FY 1999: 2.1C Increase by 2.5% both the number of
closed investigations of employee pension and health benefits plans where
assets are restored (to 537) and prohibited transactions are corrected (to 241)
|
Performance Results |
FY 2000: The goal was achieved. 1,187 cases where assets were
restored and 538 cases where Prohibited Transactions were corrected.
FY 1999: Goal was achieved. 958 cases where assets
were restored and 389 cases where Prohibited Transactions were corrected.
|
Indicator |
Number of closed fiduciary investigations of employees' pension
plans where assets are restored, prohibited transactions are corrected,
participant benefits are recovered, or plan assets are protected |
Data Source |
Enforcement Management Systems |
Baseline |
The number of investigations of employee pension plans where
assets are restored, prohibited transactions are corrected, participant
benefits are recovered, or plan assets are protected for FY 1999-2000 (1,683).
|
Comment |
The protection of plan assets is the primary investigative
purpose. When plan assets have been potentially endangered by an imprudent act
on the part of a plan fiduciary or have otherwise been misused, DOL seeks to
have the plan made whole through the restoration of assets. |
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2.1D |
Performance Goal |
FY 2002: Increase by 2.5% (to 349) per year the number of
closed fiduciary investigations of employee health and welfare plans where
assets are restored, prohibited transactions are corrected, participant
benefits are recovered, or plan assets are protected from mismanagement and
risk of future loss is reduced.
FY 2001: Increase by 2.5% (to 340) per year the
number of closed fiduciary investigations of employee health and welfare plans
where assets are restored, prohibited transactions are corrected, participant
benefits are recovered, or plan assets are protected from mismanagement and
risk of future loss is reduced.
FY 1999-FY 2000: N/A |
Performance Results |
FY 1999-FY2000: N/A |
Indicator |
Number of closed fiduciary investigations of employees' health and
welfare plans where assets are restored, prohibited transactions are corrected,
participant benefits are recovered, or plan assets are protected |
Data Source |
Enforcement Management Systems |
Baseline |
The number of investigations of employee health and welfare plans
where prohibited transactions are corrected, assets are restored, participant
benefits are recovered, or plan assets are protected for fiscal years 1999 and
2000 (332). |
Comment |
The protection of plan assets is the primary investigative
purpose. When plan assets have been potentially endangered by an imprudent act
on the part of a plan fiduciary or have otherwise been misused, DOL seeks to
have the transaction corrected to minimize potential loss. |
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Outcome Goal 2.2:
Protect Worker Benefits--Performance Goals
2.2A |
Performance Goal |
Unemployed workers receive fair UI benefit
eligibility determinations and timely benefit payments. |
|
Performance Results |
FY 2000: This goal was substantially achieved.
23 States met or exceeded the minimum performance
criterion for benefit adjudication quality (nationwide, 70.3% of all
nonmonetary determinations were adequate.);
47 States met or exceeded the Secretary's Standard
for intrastate payment timeliness (nationally, 89.9% of all intrastate first
payments were made within 14/21 days).
FY 1999: N/A |
|
Indicator |
FY 2002:
Eligibility Determinations Fairness:
Increase to 30 the number of States meeting or exceeding the minimum
performance criterion for benefit adjudication quality;
Payment Timeliness: Increase to 49 the
number of States meeting or exceeding the Secretary's Standard (minimum
performance criterion) for intrastate payment timeliness.
FY 2001:
Eligibility Determinations Fairness:
increase to 26 the number of States meeting or exceeding the minimum
performance criterion for benefit adjudication quality; and
Payment Timeliness: Increase to 48 the
number of States meeting or exceeding the Secretary's Standard (minimum
performance criterion) for intrastate payment timeliness.
FY 2000:
Eligibility Determinations Fairness:
Increase to 24 the number of States meeting or exceeding the minimum
performance criterion for benefit adjudication quality; and
Payment Timeliness: Increase to 47 States
the number of States meeting or exceeding the Secretary's Standard (minimum
performance criterion) for intrastate payment timeliness.
FY 1999: N/A |
|
Data Source |
Eligibility Determinations Quality: ETA 9056; Payment
timeliness:9050 Report |
|
Baseline |
Fiscal Year 1999:
Eligibility Determinations Fairness: 20
States met the minimum criterion that at least 75% of their determinations
score over 80 points; nationally, 71% of all non-monetary adjudications scored
>80 points using the standard review instrument.
Payment Timeliness: 46 States met the
Secretary's Standard that at least 87% of intrastate lst payments
were made within 14 days (in States with a waiting week) or 21 days
(non-waiting week States). Nationally, 90% of intrastate payments were made
within 14/21 days. |
|
Comment |
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. 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. |
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2.2B |
Performance Goal |
Promptly review applications for foreign labor
certifications to ensure that aliens admitted to work under foreign labor
certification will not adversely affect domestic workers' wages or working
conditions. |
|
Performance Results |
FY 2000: N/A
FY 1999: N/A |
|
Indicator |
FY 2002: Establish a baseline for the average time required in the
ETA's Regional Offices to process applications for permanent alien residency.
FY 1999-2001: N/A |
|
Data Source |
Regional Office Foreign Labor Certification data system,
implemented in early FY 2001. |
|
Baseline |
To be established. Because there is no comparable baseline, these
measures will be regularly reviewed for appropriateness and rigor as
performance data becomes available. |
|
Comment |
At present, SESAs first process applications for permanent alien
certification to ensure absence of adverse impact; ETA Regional Offices
complete the review and then they go to INS. SESAs do not report processing
times. Starting in FY 2001, Regional Offices will assume responsibility for the
entire review of applications and forwarding the applications to INS. The new
regional data system will enable tracking of processing times and age of
unprocessed cases. |
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2.2C |
Performance Goal |
FY 2002: Increase by 2% (to $67 million) benefit
recoveries achieved through the assistance of Pension Benefit
Advisors.
FY 2001: Increase by 2% (to $66 million) benefit
recoveries achieved through the assistance of Benefit Advisors.
FY 2000: Increase by 2% (to $53 million) benefit
recoveries achieved through the assistance of Benefit Advisors.
FY 1999: N/A |
|
Performance Results |
FY 2000: The goal was achieved. The Department recovered $67
million as a result of participant assistance.
FY 1999: N/A |
|
Indicator |
The dollar value of benefit recoveries achieved through the
assistance of technical assistance staff |
|
Data Source |
The Technical Assistance and Inquiries System |
|
Baseline |
Average of the benefit recoveries achieved in Fiscal Years 1999
and 2000 ($64.5 million) |
|
Comment |
Represents the amount of dollars returned to participants via the
intervention of Benefit Advisers. |
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2.2D |
Performance Goal |
FY 2002: Increase by 1% the number of workers who are
covered by a pension plan sponsored by their employer, particularly women,
minorities and workers in small businesses.
FY 1999-FY 2001: Same as FY 2002. |
Performance Results |
FY 2000: The goal was achieved. The number of workers increased by
2% (From 46.6 million to 48.3 million).
FY 1999: The goal was achieved. The number of
workers increased by 5% (From 45.1 million to 47.6 million) |
Indicator |
The number of active workers within the categories that report
participation in a proper pension plan sponsored by their current employer
|
Data Source |
Income Supplement of the Current Population Survey, U.S. Bureau of
Census |
Baseline |
Estimated covered population derived from 1998 pension topical
module--45.1 million. |
Comment |
The expansion of coverage within the private employer-sponsored
pension system is one of the primary results goals toward which PWBA's programs
and policy initiatives are directed. Providing access to populations that have
historically shown a lower coverage rate is a high priority within this large
goal. Coverage rates for specific populations can be tracked through specific
sets of questions periodically included in surveys conducted by the Census
Bureau. The Bureau provides statistically reliable data on pension coverage
rates. |
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2.2E |
Performance Goal |
FY 2002: Return Federal employees to work following an
injury as early as appropriate indicated by a 4% reduction from the FY 2000
baseline in the average number of production days lost due to
disability.
FY 2001: Return Federal employees to work following
an injury as early as appropriate indicated by a 2% reduction from the FY 2000
baseline in the average number of productions days lost due to disability.
FY 2000: Reduce to 173 days (QCM cases only).
Establish baseline for all cases.
FY 1999: Return Federal employees to work following
an injury as early as appropriate, as indicated by a 6% reduction from the
baseline in production days lost due to disability for cases in the Quality
Case Management (QCM) program. Reduce number of lost production days to 178
days (QCM cases only). |
Performance Results |
FY 2000: This goal was exceeded. Average lost production days
(LPD) measured for Quality Case Management cases in FY 2000 was 164 days. A new
LPD baseline representing all cases was established at 68.3 workdays.
FY 1999: This goal was exceeded. Average LPD for
cases measured in FY 1999 was 173 days against a target of 178 days. |
Indicator |
Average number of days lost due to disability for all cases |
Data Source |
Federal Employees' Compensation Act (FECA) data systems; Federal
agency payroll offices; Office of Personnel Management employment statistics.
|
Baseline |
Baseline for Quality Case Management (QCM) cases only is the FY
1997 actual: 189 workdays. FY 2000 baseline: 68.3 workdays (revised by .2
workdays in 1st quarter FY2001 to reflect receipt of late data).
|
Comment |
In FY 2000 DOL established a new baseline covering all Federal
employee injuries. |
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2.2F |
Performance Goal |
FY 2002: Produce $122 million in cumulative first-year
savings (FY 1999-FY 2002) in the FECA program through Periodic Roll
Management.
FY 2001: Produce $95 million in cumulative
first-year savings in the FECA Program through Periodic Roll Management.
FY 2000: Produce $66 million in first year savings
through Periodic Roll Management.
FY 1999: Produce $19 million in first year savings
through Periodic Roll Management. |
Performance Results |
FY 2000: This goal was exceeded. Cumulative first-year savings for
FY 1999-2000 were $72 million.
FY 1999: This goal was exceeded. PRM case review
actions produced an additional $20.8 million in FECA compensation benefit
savings. |
Indicator |
The fiscal year amount of total periodic payment (compensation
benefit) reductions in PRM universe cases |
Data Source |
Periodic Roll Management System; Automated Compensation Payment
System |
Baseline |
For all cases with benefit actions in the measurement year, the
periodic payment amount paid at time of their entry into the PRM universe,
compared to the periodic payment amount after benefit reduction.
The methodology for measuring savings from
compensation benefit adjustments and terminations was revised in FY 2000 to
coincide with PRM's integration into permanent operations. PRM savings for
performance reporting were previously derived by comparing total FECA program
benefit reductions in all cases, including PRM cases, in the measurement year,
to total reductions produced in the baseline year, but not counting PRM case
reductions. |
Comment |
Periodic Roll Management has proven highly successful in
identifying potential for return to work and resolving cases leading to greater
savings in benefit compensation (an additional $317 million between 1992 and
1998). In FY 1999, Congress appropriated resources to fully staff all offices
and integrate PRM into FECA program operations. This is accelerating savings in
Federal workers' compensation costs, and increasing the potential for returning
workers to employment after recovery from an injury. Note: Decisions on cases
under PRM review often result in adjustment or termination of benefits. On a
case-by-case basis, and beginning with the first payment cycle after the
benefit action, savings are scored for the remainder of the measurement
(fiscal) year, producing the first-year savings for the case. First-year
savings for all cases in the measurement year are then combined producing the
total first-year savings. The cumulative sum of first-year savings is matched
against the goal as stated for each measurement year. |
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2.2G |
Performance Goal |
FY 2002: In the FECA program, reduce the overall average
medical service cost per case (adjusted for inflation) by .5% versus the FY
2000 baseline. Reduce the average annual cost for physical therapy cases by .5%
through focus reviews of services charged.
FY 2001: In the FECA program, reduce the average
annual cost for physical therapy and psychiatric services cases by 1% through
focus reviews of services charged. (Note: This intermediate goal will assist
the agency in developing strategies to reach the overall cost reduction goal.
Reduction of overall average medical costs will be measured against an FY 2000
baseline.)
FY 2000: In the FECA program, save an additional
$5 million over FY 1999 compared to amounts charged through full-year
implementation of fee schedules for inpatient hospital and pharmacy services;
save $1.5 million compared to amounts charged for physician services through
the Correct Coding Initiative.
FY 1999: Save 19% annually versus amounts billed
for FECA medical services. |
Performance Results |
FY 2000: This goal was exceeded. The FECA program saved $34.5
million (61% over target) using fee schedules for Inpatient and Pharmacy
services.
FY 1999: Both the original and revised goals were
achieved. |
Indicator |
For Fee Schedules, Correct Coding Initiative, and Focus Reviews,
savings are calculated by comparing amounts paid to amounts billed for drugs,
hospital, and physician services in each performance year (e.g., paid versus
billed in FY 2001).
Overall average case costs, after adjustment for
inflation, for all cases receiving medical services.
Average case costs for services, adjusted for
inflation and changes in industry practices, paid for selected medical
conditions. |
Data Source |
FECA Medical Bill Pay System. |
Baseline |
Fee Schedule and Correct Coding Initiative Baselines: Amounts
charged for medical services in each fiscal year that performance will be
measured.
Fee Schedule Baseline: Amounts billed for drugs,
hospital and physician services in the measurement year
Overall Average Medical Cost Baseline: Average
annual cost per case in FY 2000 for all cases receiving medical services.
Selected Medical Services Average Cost Baseline:
Average annual cost per case in FY 2000 for cases receiving medical services
selected for review. |
Comment |
The FECA program uses Fee Schedules to set payment levels for
standard categories of billed medical services. A special automated bill
review, the Corrective Coding Initiative (CCI) identifies medical providers'
duplicate and abusive billing practices, and facilitates evaluation and
resolution of questionable bills before payment is authorized. Focus Reviews
identify proper treatment or payments for selected medical services provided
and matched to medical condition. These mechanisms, along with procedural
changes and other quality controls, will result in overall reduction of program
medical costs. |
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2.2H |
Performance Goal |
FY 2002: Reduce the average processing time to 3 years to
send benefit determinations to participants in defined benefit pension plans
taken over by PBGC.
FY 2001: Reduce processing time from 4-5 years to
3-4 years to send benefit determinations to participants in defined benefit
pension plans taken over by PBGC.
FY 2000: Reduce processing time from 5-6 years to
4-5 years to send benefit determinations to participants in defined benefit
pension plans taken over by PBGC.
FY 1999: N/A |
Performance Results |
FY 2000: This goal was achieved.
FY 1999: N/A |
Indicator |
Timeliness of benefit determinations to participants in trusteed
plans |
Data Source |
Participant Record Information Management System |
Baseline |
FY 1997: 7 to 8 years |
Comment |
This measure addresses PBGC's largest operating functions which
are processing terminated plans and paying benefits. Termination activities
involve an intricate series of complex actions, from reviewing plan assets and
participant data, to completing financial and control group analysis. Sponsor
bankruptcies and legal disputes over plan assets also complicate and stretch
out the trusteeship process. Total participant count in PBGC-trusteed plans
will have increased to over 500,000 in FY 2002, while trusteed plans will have
increased to about 3,000.
Ultimately, faster case processing leads to
increased accuracy of benefit payments. |
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Outcome Goal 2.3:
Provide Worker Retraining--Performance Goals
2.3A |
Performance Goal |
Increase the employment, retention, and earnings
replacement of individuals registered under the WIA dislocated worker
program. |
Performance Results |
PY 2000: N/A
PY 1999: N/A |
Indicator |
PY 2002:
- 75% will be employed in the first quarter after program
exit.
- 85% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will have 92% of
their pre-dislocation earnings.
PY 2001:
- 73% will be employed in the first quarter after program
exit.
- 3% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will have 91% of
their pre-dislocation earnings.
PY 2000:
- 71% will be employed in the first quarter after program
exit.
- 82% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will have 90% of
their pre-dislocation earnings.
PY 1999: N/A |
Data Source |
Workforce
Investment Act Standardized Record Data (WIASRD) included in the Enterprise
Information Management System (EIMS); UI Wage Records |
Baseline |
There is no prior experience with these WIA indicators, which are
based on the use of UI wage records. PY 2000, the first full year of WIA
implementation, will constitute the baseline year for this measure. The
performance measure is derived from the agreed upon levels of performance for
all States. Because there is no comparable baseline, these measures will be
regularly reviewed for appropriateness and rigor as performance data becomes
available. |
Comment |
The current FY 1999-2004 Strategic Plan includes the new WIA goal
based upon a weighted average of negotiated levels of performance for all
States. The goals for PY 2000, PY 2001 and PY 2002 stated in this plan also
reflect these negotiated levels for all States. |
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2.3B |
Performance Goal |
Increase the employment, retention, and earnings
replacement of workers dislocated in important part because of trade and who
receive trade adjustment assistance benefits. |
Performance Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
FY 2002:
- 75% will be employed in the first quarter after program
exit;
- 85% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the third quarter after program exit
will earn, on average, 85% of their pre-separation earnings.
FY 2001:
- 73% will be employed in the first quarter after program
exit;
- 80% of those employed in the first quarter after program exit
will be employed in the third quarter after program exit; and
- Those who are employed in the first quarter after program exit
and are still employed in the third quarter after program exit will earn, on
average, 82% of their pre-separation earnings.
FY 1999-FY 2000: N/A |
Data Source |
TAPR (Trade Act Participant Report) included in the Enterprise
Information Management System (EIMS) |
Baseline |
New Goal. FY 2001 will constitute the baseline year for this
measure. Because there is no comparable baseline, these measures will be
regularly reviewed for appropriateness and rigor as performance data becomes
available. |
Comment |
Beginning in FY 2001, the TAA/NAFTA program's performance measures
were revised to conform to WIA and align more closely with the dislocated
worker goals. |
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Outcome Goal 3.1: Reduce Workplace Injuries,
Illnesses, and Fatalities--Performance Goals
3.1A |
Performance Goal |
FY 2002: Reduce the number of mine fatalities and
non-fatal injury rate to below the average for the previous five
years.
FY 1999-FY 2001: Reduce the number of mine
fatalities and the non-fatal injury rate to below the average for the previous
five years. |
PerformanceResults |
FY 2000: The goal was substantially achieved.
- Fatalities: Average FY 1995-1999 = 89; FY 2000 = 89
- Nonfatal-days-lost incidence rate: Average FY 1995-1999 =3.83;
FY 2000 = 3.45
FY 1999: The goal was achieved.
- Fatalities: FY 1994-1998 Average = 92; FY 1999 = 82*
- Nonfatal-days-lost incidence rate: FY 1994-1998 Average =
4.07; FY 1999 = 3.51*
|
Indicator |
Coal and metal/nonmetal mine fatalities: Coal and Metal and
Nonmetal mine industry nonfatal-days-lost incidence rate |
Data Source |
Mine Accident, Injury, Illness, Employment, and Coal Production
System (30 Code of Federal Regulations Part 50 System) |
Baseline |
89 average fatalities for FY 1995-1999 (five-year average); 3.83.
average nonfatal-days-lost incidence rate for FY 1995-1999 |
Comment |
A five-year moving average is used to reduce irregular
fluctuations in order to highlight trends in the performance measure.
*These figures will not necessarily match those
reported in the FY 2000 Annual Performance Report, since they reflect more
current data. |
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3.1B |
Performance Goal |
FY 2002: Reduce by 5% the percentage of coal dust and
silica dust samples that are out of compliance for coal mines and metal and
nonmetal high risk mining occupations, respectively.
FY 1999-2001: Same as FY 2002. |
Performance Results |
FY 2000: The goal was achieved.
- Coal dust goal: 5% reduction; Target: 11.7%; actual: 11.2%
reduction
- Silica dust goal: < 85 index points; actual: 65.3 index
points
FY 1999: The goal was achieved.
- Coal dust goal: 5% reduction; actual: 11.6% reduction
- Silica dust goal <90 index points; actual: 75.1 index
points.
|
Indicator |
Compliance with the permissible level for coal mine dust and
metal/nonmetal silica. |
Data Source |
Coal Mine Safety and Health Management Information System and
Metal and Nonmetal Mine Safety and Health Management Information System |
Baseline |
Coal dust baseline: 13% not in compliance in FY 1998 based on
3,773 inspector samples.
Metal and Nonmetal silica baseline set at 100 index
points (1997-1998 data); FY 2000 target at 85 index points. |
Comment |
Respirable dust is one of the three major health hazards to
miners. Prevention of pneumoconiosis (black lung disease) and silicosis is a
priority health initiative. |
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3.1C
|
Performance Goal |
FY 2002: Reduce three of the most significant types of
workplace injuries and causes of illnesses by 15%.
FY 2001: Reduce three of the most significant types
of workplace injuries and causes of illnesses by 11% [from baseline].
FY 2000: Reduce three of the most significant types
of workplace injuries and causes of illnesses by 7% [from baseline].
FY 1999: Reduce three of the most prevalent
workplace injuries and causes of illnesses by 3% in selected industries and
occupations. |
Performance Results |
FY 2000: The goal was achieved.
- Lead: Decreased by 36%
- Amputations: Decreased by 19% (CY 1997-1999)*
FY 1999: The goal was achieved.
- Silica: Decreased by 70%
- Lead: Decreased by 48%
- Amputations: Decreased by 17% (CY 1996-1998)
|
Indicator |
Silica: Percent change in average silica exposure severity**
Lead: Percent change in average lead exposure
severity**
Amputations: Percent change in rate of
amputations |
Data Source |
OSHA Integrated Management Information System (IMIS) (Silica and
Lead)
Bureau of Labor Statistics Annual Survey of
Occupational Injuries and Illnesses (Amputations) |
Baseline |
Silica: 9.4 average silica exposure severity (IMIS) FY 1996)
Lead: 4.8 average lead exposure severity (IMIS) FY
1995)
Amputations: 1.45 per 10,000 employees for CY
1993-1995 |
Comment |
Silica: OSHA will measure average silica exposure severity in
establishments where OSHA has silica-related interventions.
Lead: OSHA will measure average lead exposure
severity in establishments where OSHA has lead-related interventions.
Amputation: A three-year moving average is used to
reduce fluctuations in order to highlight trends in the performance
measures.
* CY 2000 BLS Annual Survey of Occupational
Injury and Illness characteristic data for amputations will be available
in April 2002.
** Average exposure severity calculated by averaging
the exposures measured for each inspection, then taking the average for all
inspections. |
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3.1D |
Performance Goal |
FY 2002: Reduce injuries and illnesses by 15% in five
industries characterized by high-hazard workplaces.
FY 2001: Reduce injuries/illnesses by 11% [from
baseline] in five industries characterized by high-hazard workplaces.
FY 2000: Reduce injuries and illnesses by 7% [from
baseline] in five industries characterized by high-hazard workplaces.
FY 1999: Reduce injuries and illnesses by 3% in five
industries characterized by high-hazard workplaces. |
Performance Results |
FY 2000 data will be available December 2001.
FY 1999: The goal was achieved.
- Shipyard industry: Decreased by 28%*
- Food processing industry: Decreased by 15%*
- Nursing home industry: Decreased by 6%*
- Logging industry: Decreased by 26%*
- Construction industry: Decreased by 19%*
|
Indicator |
Shipyard, food processing, nursing homes and logging: Percent
change in lost workday injury/illness (LWDII) rates in industries per 100
full-time workers
Construction: Percent change in lost workday injury
rate per 100 full-time workers in the construction industry |
Data Source |
Bureau of Labor Statistics Annual Survey of Occupational Injuries
and Illnesses |
Baseline |
Shipyard: 13.4 average lost workday injury and illness rate per
100 full-time workers for CY 1993-1995
Nursing homes: 8.7 average lost workday injury and
illness rate per 100 full-time workers for CY 1993-1995
Food processing: 8.9 average lost workday injury and
illness rate per 100 full-time workers for CY 1993-1995
Logging: 7.2 average lost workday injury and illness
rate per 100 full-time workers for CY 1993-1995
Construction: 5.2 average lost workday injury rate
per 100 full-time workers for CY 1993-1995 |
Comment |
A three-year moving average is used to reduce fluctuations in
order to highlight trends in the performance measures.
* CY 1997-1999 BLS data.
CY 2000 BLS lost workday injury and illness rate
data will be available in December 2001. |
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3.1E |
Performance Goal |
FY 2002: Reduce injuries and illnesses (LWDII) by 20% in
at least 100,000 workplaces where OSHA initiates an intervention.
FY 2001: Reduce injuries and illnesses (LWDII) by
20% in at least 75,000 workplaces where an intervention is initiated.
FY 2000: Reduce injuries and illnesses (LWDII) by
20% in at least 50,000 workplaces where the agency initiates an
intervention.
FY 1999: Reduce injuries and illnesses (LWDII) by
20% in at least 25,000 workplaces where the agency initiates an intervention.
|
Performance Results |
FY 2000: The goal was achieved. Lost workday injury and illness
(LWDII) rates were reduced by 20% in 67,900 workplaces.**
FY 1999: The goal was achieved. Lost workday injury
and illness (LWDII) rates were reduced in 50,100 workplaces.* |
Indicator |
The number of workplaces where OSHA intervened and (LWDII) rates
were reduced by 20% |
Data Source |
OSHA Data Initiative (ODI)
OSHA Integrated Management Information System
(IMIS)
Bureau of Labor Statistics Annual Survey of
Occupational Injuries and Illnesses |
Baseline |
Will vary depending on when the intervention
occurs; tracking began with FY 1995 interventions |
Comment |
* Results based on an analysis conducted by researchers from the
University of Pittsburgh and Clark University.
** Results based on an analysis conducted by a
researcher from Clark University. |
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3.1F |
Performance Goal |
FY 2002: Decrease fatalities in the construction industry
by 15%, by focusing on the four leading causes of fatalities (falls, struck-by,
crushed-by, and electrocutions and electrical injuries).
FY 2001: Decrease fatalities in the construction
industry by 11% [from baseline], by focusing on the four leading causes of
fatalities (falls, struck-by, crushed-by, and electrocutions and electrical
injuries).
FY 2000: Decrease fatalities in the construction
industry by 7%, [from baseline] by focusing on the four leading causes of
fatalities (falls, struck-by, crushed-by, and electrocutions and electrical
injuries).
FY 1999: Decrease fatalities in the construction
industry by 3%, by focusing on the four leading causes of fatalities (falls,
struck-by, crushed-by, and electrocutions and electrical injuries). |
Performance Results |
FY 2000 data will be available August 2001.*
FY 1999: The goal was not met. Fatalities were
decreased by 2% (CY 1997-1999). |
Indicator |
Percent change in the rate of fatalities |
Data Source |
Bureau of Labor Statistics Census of Fatal Occupational
Injuries |
Baseline |
Rate of fatal occupational injuries: 14.5 per 100,000 workers for
CY 1993-1995 |
Comment |
A three-year moving average is used to reduce fluctuations in
order to highlight trends in the performance measures.
CY 2000 BLS Census of Fatal Occupational Injuries
data will be available in August 2001. |
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3.1G |
Performance Goal |
FY 2002: Reduce injuries and illnesses by 15% at work
sites engaged in voluntary, cooperative relationships with DOL.
FY 2001: Same as FY 2002.
FY 1999-2000: N/A |
Performance Results |
FY 2000: N/A
FY 1999: N/A |
Indicator |
The percent change in injury and illness rates at work sites
engaged in voluntary, cooperative relationships with DOL |
Data Source |
Special study |
Baseline |
The year prior to the voluntary cooperative relationship with DOL
. |
Comment |
This is a new performance goal (FY 1999/2000 Strategic Plan
revision). |
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Outcome Goal 3.2 Foster Equal Opportunity
Workplaces--Performance Goals
3.2A |
Performance Goal |
FY 2002: Federal contractors achieve equal opportunity
workplaces as demonstrated by:
- Improving the equal employment opportunity performance
of federal contractors and subcontractors within industries where data indicate
the likelihood of equal employment opportunity problems is greatest. In FY
2002, achieve __% improvement over the FY 2001 established
baselines;
- Improving the equal employment opportunity performance
of federal contractors and subcontractors that have had prior contact with
OFCCP through evaluations, outreach, or technical assistance. In FY 2002,
achieve __% improvement over the FY 2001 established baselines; and,
- Reducing compensation discrimination by federal
contractors and subcontractors. In FY 2002, achieve __% improvement over the FY
2001 established baselines.
FY 2001: Identify those industries where data
indicate the likelihood of equal employment opportunity problems is greatest
and establish baselines; establish baselines for contractors and subcontractors
that have had prior contact with ESA/OFCCP through evaluations, outreach or
technical assistance; and establish baselines for reducing compensation
discrimination by federal contractors and subcontractors.
FY 2000: Increase by 5% over the FY 1999 baseline
the number of Federal contractors brought into compliance with the Equal
Employment Opportunity (EEO) provisions of Federal contracts via OFCCP's
compliance evaluation procedures.
FY 1999: Increase by 5% over the FY 1998 baseline
the number of Federal contractors brought into compliance with the EEO
provisions of Federal contracts via ESA's compliance evaluation procedures.
|
Performance Results |
FY 2000: The goal was fully achieved. The Department brought 3,353
contractors into compliance, an increase of 27 percent over FY 1999
performance.
FY 1999: This goal was not achieved. |
Indicator |
Trends/changes in compliance and violation rates and EEO-1 data.
Trends/Changes in compensation and other data gathered from evaluations and
from Federal contractors. Trends/changes in data gathered from customer
satisfaction surveys. |
Data Source |
EEO-1 data file; Case Management System; Federal contractors'
data; customer satisfaction survey; compliance reviews within industries. |
Baseline |
Baselines will be established by the end of FY 2001. |
Comment |
Revisions to the goal have been made for FY 2001 to more
comprehensively measure the Department's mission and the effectiveness of our
efforts in the EEO arena. |
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3.2B |
Performance Goal |
FY 2002: States that receive DOL financial assistance
under the Workforce Investment Act provide benefits and services in a
nondiscriminatory manner as evidenced by:
- Their timely submission of Methods of Administration
which demonstrate how their programs and activities are operated in a
nondiscriminatory manner, or in the absence of timely submissions, the issuance
of a "Show Cause Notice" within 15 days of a non-timely submission ;
and
- The issuance, within 180 days of the submission of the
MOA, of a determination or a conciliation agreement which indicates that the
MOA gives reasonable guarantee that benefits and services are provided in a
nondiscriminatory manner.
FY 2001: All DOL national and State level programs
financially assisted under the Workforce Investment Act (WIA) are in compliance
with all applicable civil rights laws and regulations.
FY 2000: Within 180 days of submission of State
Methods of Administration (MOAs), States are in compliance with the
non-discrimination provisions of Section 188 of the Workforce Investment Act
(WIA) and 29 CFR Part 37.
FY 1999: Issue final regulations implementing the
nondiscrimination provisions of Section 188 of WIA by August 7, 1999. |
Performance Results |
FY 2000: Deferred until FY 2001
FY 1999: The goal was not met. |
Indicator |
- Number of MOAs due during FY
- Number of MOAs timely submitted
- Number of compliance determinations issued within 180
days.
- Number of conciliation agreements issued within 180 days.
- Number of Show Cause Notices issued within 15 days.
|
Data Source |
Methods of Administration Agreement signed by States, Show Cause
Notices, Compliance Determinations, and Conciliation Agreements. |
Baseline |
FY 2001: 30 ETA approved State plans.
FY 2000: 53 state administered programs, 4 national
programs |
Comment |
MOAs detail how each State will implement the nondiscrimination
and equal opportunity provisions of WIA. MOAs are due 180 days after ETA gives
final approval to a States's five-year WIA Strategic Plan. Noncompliance with
MOA requirements can result in the withdrawal of grant funds. |
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Outcome Goal 3.3: Support a Greater Balance
Between Work and Family--Performance Goals
3.3A |
Performance Goal |
Increase employment and access to quality child care by
increasing the number of registered child care apprenticeship programs and the
number of newly registered child care apprentices. |
Performance Results
|
FY 2000: The goal was achieved. The number of States with child
care apprenticeship programs increased from 29 to 39. The number of newly
registered child care apprentices increased from 202 in FY 1999 to 700 in FY
2000, significantly exceeding the targeted 15% increase.
FY 1999: The goal was achieved. |
Indicator |
FY 2002:
- 49 States will have registered child care apprenticeship
programs; and
- The number of newly registered child care apprentices will
increase by 25% over the FY 1999 baseline.
FY 2001:
- 49 States will have registered child care apprenticeship
programs; and
- The number of new child care apprentices will increase by 20%
over the FY 1999 baseline.
FY 2000:
- 39 States will have registered child care apprenticeship
programs; and
- The number of new child care apprentices will increase by 15%
over the FY 1999 baseline.
FY 1999:
- 29 States will have registered child care apprenticeship
programs; and
- The number of new child care apprentices will increase by 10%
(to at least 2,114).
|
Data Source |
Apprenticeship Information Management System (AIMS) |
Baseline |
At the end of FY 1999, 29 States had child care apprenticeship
programs. In FY 1999, the number of child care apprentices increased from 1,914
to 2,116 (202 new apprentices). |
Comment |
|
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Outcome Goal 3.4: Reduce Exploitation of Child
Labor and Address Core International Labor Standards Issues--Performance
Goals
3.4A |
Performance Goal |
FY 2002: Reduce exploitative child labor by promoting
international efforts and targeting focused initiatives in selected
countries.
FY 2001: Reduce exploitative child labor worldwide
by increasing international support and funding the most promising programs and
projects in targeted countries.
FY 2000: Same as 2001.
FY 1999: N/A |
Performance Results |
FY 2000: The goal was achieved as reflected in the following
supporting indicators:
1. Increase number of countries ratifying
International Labor Organization (ILO) Convention 182 on the Worst Forms of
Child Labor.
Result: A total of 37 countries(36 in FY 2000)
ratified ILO Convention 182 on the Worst Forms of Child Labor. This Convention
was unanimously adopted by the delegates to the International Labor Conference
in June 1999.
2. Increase number of IPEC National Action
Plans.
Result: DOL funded two additional IPEC National
Action Plans in FY2000--one in South Africa and the other in Yemen.
3. Increase awareness through reports, other
publications, and website on exploitative child labor disseminated by ILAB.
Result:
ILAB published its sixth report on
international child labor, By the Sweat & Toil of Children: An Economic
Consideration of Child Labor.
ILAB's International Child Labor Program's
website provides information on child labor issues. ICLP receives numerous
questions and requests for information from the public via email.
ILAB funded a Global Campaign/Best Practices
Conference to help raise awareness about child labor. This conference provided
speakers from Africa, Asia, and Latin America with an opportunity to share
their experiences in working to address child labor issues.
4. 50,000 children targeted for prevention and
removal from exploitative work.
Result: In FY2000, ILAB targeted over 100,000
children for prevention and/or removal from exploitative work.
FY 1999: N/A |
Indicator |
- 8 countries will ratify International Labor Organization (ILO)
Convention 182 on Worst Forms of Child Labor.
- 7 countries will establish National Action Plans.
- 100,000 children in developing countries will be targeted for
prevention and/or removal from exploitative work and placed in educational
settings.
- 50,000 children in developing countries will be prevented
and/or removed from exploitative work.
5. 70% of children removed from child labor will be
placed in educational settings.
6. Establish baseline for a rate of retention for
children placed in educational settings. |
Data Source |
ILO-IPEC and DOL/ILAB |
Baseline |
Baseline is zero for all indicators.
In the Spring of 2000, ILAB published its sixth
child labor report in the By the Sweat & Toil of Children series.
This report focuses on the possible economic benefits that could be realized
from withdrawing children from exploitative work and enrolling these children
in school.
The ILO's Statistical Information and Monitoring
Program (SIMPOC) is currently assisting countries in generating statistical
data on child labor at the national level that would more accurately assess the
extent and nature of the global child labor problem. More than 40 SIMPOC
surveys are scheduled to be conducted through 2000 and 2001. In the meantime,
baseline information collected through the IPEC projects will be used to
establish target populations and measure future progress. |
Comment |
Throughout the 1990s, increased international recognition of the
child labor problem and action to address it have been increasing. While there
is still a high incidence of child labor in many developing countries, many
governmental and non-governmental organizations are taking steps to remove
children from exploitative work. This increased commitment to the eradication
of child labor is evident by the unanimous adoption of the ILO Convention on
the Worst Forms of Child Labor in Geneva in June 1999.
ILAB is working to establish better survey data and
to document the extent and nature of child labor through the ILO's SIMPOC
program. Achievement of this performance goal depends upon other countries
agreeing to establish and implement IPEC projects to be funded by ILAB.
Projects funded in FY 2000 in some instances may not have impact until FY 2001.
|
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3.4B |
Performance Goal |
FY 2002: Advance workers' protections and
economic status in developing countries.
FY 2001: Raise workers' protection and the safety of
work places in selected countries by improving core labor standards and social
safety net programs.
1. 15 countries receive US financial support and
commit to core labor standards.
2. Two initiatives to effect policy changes in other
Nations will yield judicial, legal, or significant policy decisions which
improve core labor standards.
3. Eight project countries commit with USA/DOL
assistance make substantive improvements in social safety programs that protect
workers and develop labor markets.
FY 2000: Raise workers' protection and the safety of
work places in selected countries by improving core labor standards and social
safety net programs.
- Eight USDOL project countries commit to undertake improvements
in assuring compliance and implementation of core labor standards in USDOL
project countries which have accepted financial support from U.S.A./DOL.
- Number of judicial and legal decisions which improve core
labor standards and workplace safety standards.
- Four project countries commit to undertake improvements in
social safety nets funded by U.S.A./DOL, which may include labor market
information systems; unemployment insurance/social security systems; employment
creation, training/retraining and placement programs; occupational safety and
health including the mining sector; workforce development initiatives for
vulnerable groups.
- Number of countries that improve social safety programs that
protect workers and develop labor markets.
FY 1999: N/A |
Performance Results |
FY 2000: The goal was substantially achieved. Three of four
performance indicators were met or surpassed; one indicator was not achieved.
Results are reported after each indicator below.
1. Eight USDOL project countries will commit to
undertake improvements in assuring compliance and implementation of core labor
standards in USDOL project countries which have accepted financial support from
U.S.A./DOL in USDOL project countries which have accepted financial support
from DOL.
Result: A total of 12 projects in 35 countries to
improve the protection of workers' basic rights were established
2. Four project countries commit to undertake
improvements in social safety nets funded by U.S.A./DOL, which may include
labor market information systems; unemployment insurance/social security
systems; employment creation, training/retraining and placement programs;
occupational safety and health including the mining sector; workforce
development initiatives for vulnerable groups
Result: A total of 11 projects to economically
empower workers were implemented in 34 countries
3. Number of countries that improve social safety
programs that protect workers and develop markets.
Result: Projects in target countries were not funded
until September 2000.
4. Number of judicial and legal decisions which
improve core labor standards and workplace safety standards.
Result: In Mexico core labor standards have been
improved with these actions: The Mexican Department of Labor signed a Joint
Declaration with the United States and Canada, committing to promote that
workers be provided information pertaining to collective bargaining agreements
existing in their place of employment and to promote the use of eligible voters
lists and secret ballot elections in disputes over the right to administer the
collective bargaining contract.
FY 1999: N/A |
Indicator |
- 7 countries commit to undertake improvements in assuring
compliance and implementation of core labor standards.
- 6 project countries will commit with US/DOL assistance to make
substantive improvements in raising income levels of working families.
|
Data Source |
ILO Reports; reports by government and nongovernmental
organizations |
Baseline |
Current level of implementation |
Comment |
Multilateral and Bilateral technical assistance programs are being
launched in FY 2000 with new funds. Consequently, outcomes are not anticipated
to be realized until FY 2001, following a number of key project interventions.
Other countries may not share U.S. priorities in determining agendas. |
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Outcome Goal FM: Maintain the Integrity and
Stewardship of the Department's Financial Resources--Performance
Goals
FM1 |
Performance Goal |
FY 2002: All DOL financial systems meet the standards set
in the Federal Financial Management Improvement Act (FFMIA) and the Government
Management Reform Act (GMRA).
FY 2001: Same as FY 2002.
FY 2000: All of DOL financial systems meet the
standards or have prepared corrective action plans to meet the standard by FY
2000.
FY 1999: DOL financial systems and procedures either
meet the "substantial compliance" standard as prescribed in the Federal
Financial Management Improvement Act (FFMIA) or corrective actions are
scheduled to promptly correct material weaknesses identified. |
Performance Results |
FY 2000: The goal was substantially achieved.
FY 1999: The goal was achieved. |
Indicator |
Percentage of financial systems compliant with the Acts |
Data Source |
OIG audit opinion in Accountability Report to be issued in March
2002 |
Baseline |
FY 1997: 8 of 14 systems in compliance (57%) ; FY 1998: 9 of 14
systems in compliance (64%); FY 1999: 17 of 22 (77%) systems in compliance; FY
2000: 15 of 17 (88%) systems in compliance. |
Comment |
|
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FM2 |
Performance Goal |
FY 2002: DOL meets all new accounting standards issued by
the Federal Accounting Systems Advisory Board (FASAB) including the Managerial
Cost Accounting Standard.
FY 2001: Same as FY 2002.
FY 2000: DOL meets all current FASAB
standards
FY 1999: N/A |
Performance Results |
FY 2000: The goal was achieved.
FY 1999: N/A |
Indicator |
Percentage of accounting standards met |
Data Source |
OIG audit opinion in Accountability Report to be issued in March
2002 |
Baseline |
The standard has been met in each year since FY 1997. |
Comment |
|
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Outcome Goal IT: Improve Organizational
Performance and Communication through Effective Deployment of IT
Resources--Performance Goals
IT1 |
Performance Goals |
FY 2002: Improve automated access to administrative and
program systems, services andinformation.
FY 2000-2001: Increase integration of DOL IT systems
and extend access to automated services
FY1999: N/A |
Performance Results |
FY 2000: This goal was achieved.
FY 1999: N/A |
Indicator |
- Common office automation suite of software DOL-wide (ITC)
- The Remote Terminal Network (RTN) replaced (ITC)
- New automated time and attendance and payroll systems
operational Department-wide (PP2K).
- Establish baseline for LaborNet customer satisfaction using an
on-line survey.
- Implement 15 DOL Public Web Site topical and client-targeted
web interfaces. (ASP)
- Increase the number of DOL Public Web Site users by 5%.
(ASP)
- Reduce the number of page hits users must traverse to obtain
the information they seek by 5%. (ASP)
- Improve the user satisfaction results from the Internet
Customer Satisfaction Survey to average score of 3 or better. (ASP)
|
Data Sources |
a) Agency reports.
- Network inventory monitoring.
- Time and Attendance (T&A) and Payroll transactions.
- Results of on-line Customer Satisfaction Survey.
- Progress reports to the IMG.
- Webtrends Usage Reports.
- Webtrends Usage Reports.
- Internet Customer Satisfaction Survey Results.
|
Baseline |
- FY 2001: DOL does not have a common office automation suite of
software DOL-wide.
- FY 2001: The RTN is fully operational.
- FY 2001: ATA and legacy payroll systems in use.
- FY2002: LaborNet customer satisfaction baseline to be
established.
- FY2000: Zero topical and client-targeted web
interfaces.
- FY2000: Average monthly user sessions:
2,732,919,
Average monthly page hits: 14,
366,961.
- FY 2001: Baseline to be established.
- FY 2000: Average customer satisfaction usability results:
4.05
(Scale: 1=Exactly, 5=Not At All) |
Comment |
|
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Outcome Goal HR: Establish DOL as a Model
Workplace--Performance Goals
HR1 |
Performance Goal |
FY 2002: The right people are in the right place at the
right time to carry out the mission of the Department.
a) A prepared and competent
workforce
b) A diverse workforce
c) Compliance with merit system
principals
FY 2001: N/A
FY 2000: N/A |
Performance Results |
FY 2000: N/A |
Indicators |
a1) Extent of satisfaction by selecting officials with
the quality of applicants referred for their vacancies.
a2) Extent of agreement by program managers that
their workforce enables their program to meet its mission.
b1) Extent of satisfaction of selection officials
with the diversity of the applicants referred for their vacancies.
b2) Extent to which diversity in the DOL workforce
reflects the civilian labor force.
c1) Percent of vacancy announcements that meet
regulatory requirements.
c2) Extent to which DOL employees agree that
personnel actions are carried out in accordance with merit system
principles. |
Data Sources |
a1) Survey of selecting officials.
a2) Survey of program managers.
b1) Survey of selecting officials.
b2) Data on overall DOL representation rates for the
six protected groups.
c1) Accountability review (several DOL agencies are
reviewed each year).
c2) DOL survey or MSPB/OPM survey.
|
Baseline |
a1) To be established in 2001
a2) To be established in 2001
b1) To be established in 2001
b2) 2000 data
c1) To be established in 2001
c2) To be established in 2001, or use 2000 MSPB/OPM
survey results |
Comment |
The following factors may affect the ability to attain
the above goal: DOL's budget; changes in recruitment and hiring procedures;
introduction of new recruitment flexibilities; computer access to programs and
services to all DOL employees. |
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HR2 |
Performance Goal |
FY 2002: Reduce the rate of lost production days by two
percent (i.e., number of days employees spend away from work due to injuries
and illnesses).
FY 2001: Reduce the rate of lost production days by
3.5 percent (i.e., number of days employees spend away from work due to
injuries and illnesses).
FY 2000: Reduce the rate of lost production days by
two percent (i.e., number of days employees spend away from work due to
injuries and illnesses).
FY 1999: N/A |
Performance Results |
FY 2000: This goal was not achieved. The rate of lost production
days was reduced by .05 percent to 57.1 days per 100 employees.
FY 1999: N/A |
Indicator |
Percent decrease in rate of lost production days (target is
2%) |
Data Source |
OWCP Table 2 Reports and personnel data from DOL's Office of
Budget.
OWCP Charge Back System data. |
Baseline |
Initial baseline for lost production days was officially set by
OWCP at 56 days per 100 employees in FY 2001 (based on FY 2000 data). |
Comment |
Factors that will influence achieving the above goal: ability of
the Safety and Health Center to fill currently vacant staff positions; progress
in achieving the FY 2001 goals; and successful implementation of the new system
for filing and tracking of injury/illness reports. |
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HR3 |
Performance Goal |
FY 2002: Reduce the overall occurrence of injuries and
illnesses for DOL employees by 3 percent, and improve the timeliness of filing
injury/illness claims by 5 percent.
FY 2001: Same as FY 2002
FY 2000: Reduce the overall occurrence of injuries
of DOL employees by three percent. Improve the timeliness of filing injury
claim forms by five percent.
FY 1999: N/A |
Performance Results |
FY 2000: Results for this goal have changed. The Annual Report
indicated that this goal (3.6 cases per 100 employees) had not been achieved.
More current and accurate data indicates that this goal was achieved and the FY
2000 injury and illness rate was 3.50 cases per 100 employees, a reduction of
5.7%. The Department also significantly improved the timeliness of filing
injury claims, improving to 57.3% from the previous baseline of 47.4%.
FY 1999: N/A |
Indicator |
a) Percent decrease in total case rate of illnesses,
accidents, & injuries (target is 3%).
b) Increase in timeliness of reporting new injuries
(target is 5%). |
Data
Source |
OWCP time-lag reports for federal agencies for submission of
claims forms CA-1
and CA-2 within 10 working days or 14 calendar
days.
OWCP Table 2 Reports and personnel data from DOL's
Office of Budget. |
Baseline |
a) Initial baseline for timeliness of filing is 47.4% based on
1998 data. Initial baseline injury and illness rate is 3.71 cases per 100
employees based on 1997 data. |
Comment
|
Preliminary data indicated that DOL's injury and illness rate had
increased in FY 2000. As a result, DOL reported that this goal had not been
achieved and accelerated its reduction to 5% in FY 2001 to assist in achieving
the Initiative's overall 5-year goal. More current and accurate data indicates
that this goal was achieved (3.50 cases per 100 employees). As a result, DOL's
FY 2001 goal has reverted to the Initiative's original 3% reduction (3.49 cases
per 100 employees). DOL exceeded the timeliness of filing goal in FY 2000
(57.3%) and has implemented a stretch goal of 65% in FY 2001. Factors that will
influence achieving the above goals: ability of the Safety and Health Center to
fill currently vacant staff positions; progress in achieving the FY 2001 goals;
and successful implementation of the new system for filing and tracking of
injury/illness reports. |
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Outcome Goal PR: Improve Procurement
Management--Performance Goals
PR1 |
Performance Goal |
FY 2002: Complete public-private or direct conversion
competitions on not less than the five percent of the FTE listed on the DOL's
Federal Activities Inventory Reform Act (FAIR) listings.
FY 2001: N/A
FY 2000: N/A |
Performance Results |
N/A |
Indicator |
Percentage of commercial competitive or commercial exempt FTE on
the Department's FAIR inventory included in completed competitions or direct
conversions. |
Data Sources |
DOL Federal Activities Inventory Reform Act inventory.
Completed A-76 competitions.
Completed direct conversion competitions for DOL
commercial exempt FTE. |
Baseline |
FY 2001 FTE listings. |
Comment |
During the remainder of FY 2001 DOL will: (a) assess and verify
the accuracy of the Department's current system for conducting FAIR Act
inventories; (b) provide recommendations for changes in how DOL inventories are
conducted; (c) where changes are needed, develop and implement a DOL wide
implementation plan; (d) validate and refine the system as needed. |
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Appendix B. Relationship of
Budget Activities to Outcome Goals
Strategic Goal 1--A Prepared Workforce
Outcome Goal 1.1 |
ETA
Training and Employment Services
0174-0-1-504
01 Adult employment and training activities
03 Dislocated worker employment and training
activities
10 Native Americans
11 Migrant and seasonal farm workers
13 National programs
Welfare to Work
0177-0-1-504
01 Formula grants
02 Competitive grants |
Community Service Employment for Older
Americans
0175-0-1-504
01 National programs
02 State programs
Employment Service
0179-0-1-999
10 Grants to States
11 National activities
12 One-stop centers
13 Work Incentive assistance grants |
Program Administration
0172-0-1-504
01 Adult services
03 Workforce security
04 Apprenticeship training, employer and labor
services
05 Executive Direction
06 Welfare to Work |
VETS
Veterans Employment and Training
0164-0-1-702
01 Disabled veterans outreach program
02 Local veterans employment representatives
03 Administration
04 National Veterans Training Institute
05 Homeless veterans program
06 Veterans workforce investment program |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and management |
Departmental Management
0165-0-1-505
01 Program direction and support
02 Legal services
04 Administration and management
07 Women's Bureau
09 Chief Financial Officer
Office of Disability Employment
Policy
0166-0-1-505
01 Office of Disability Employment Policy
02 President's Taskforce on Employment of Adults
with Disabilities |
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Outcome Goal 1.2 |
ETA
Training and Employment Services
0174-0-1-504
05 Youth activities
06 Youth opportunity grants
07 Job Corp
08 Responsible reintegration for youth offenders
13 National programs
14 Expired programs |
Employment Service
0179-0-1-999
10 Grants to States
11 National activities |
Program Administration
0172-0-1-504
02 Youth services
05 Executive Direction |
Office of the Inspector General 0106-0-1-505
01 Program activities
02 Executive direction and management |
Departmental Management
0165-0-1-505
01 Program direction and support
02 Legal services
04 Administration and management
09 Chief Financial Officer |
|
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Outcome Goal 1.3 |
BLS
0200-0-1-505
01 Labor force statistics
02 Prices and living conditions
03 Compensation and working
conditions
04 Productivity and technology
06 Executive direction and staff services
07 Consumer Price Index
9.01 Reimbursable program |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and management |
Departmental Management
0165-0-1-505
01 Program direction and support (ASP)
04 Administration and management
09 Chief Financial Officer
Office of Disability Employment
Policy
0166-0-1-505
01 Office of Disability Employment Policy
02 President's Taskforce on Employment of Adults
with Disabilities |
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Strategic Goal 2--A Secure Workforce
Outcome Goal 2.1 |
PWBA
1700-0-1-601
01 Enforcement and Compliance
02 Policy, regulations and public services
03 Program oversight
9.01 Reimbursable program |
ESA
Direct program
0105-0-1-505
01 Enforcement of wage and hour standards
04 Program direction and support
05 Labor-management standards
9.01 Reimbursable program |
Veterans Employment and Training
0164-0-1-702
03 Administration
04 National Veterans Training Institute |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and
management |
Departmental Management
0165-0-1-505
01 Program direction and support (ASP)
02 Legal services
04 Administration and management
09 Chief Financial Officer |
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Outcome Goal 2.2 |
ETA
Fed Unemployment Benefits &
Allowances
0326-0-1-999
01 Trade adjustment assistance benefits
03 NAFTA adjustment assistance benefits
9.01 Reimbursable program
Training & Employment
Services
0174-0-1-504
13 National programs |
Unemployment Compensation
0179-0-1-999
01 State Administration
02 National Activities
9.01 Reimbursable grants
Unemployment Trust Fund
8042-0-7-999
01, 02, 03 Federal State withdrawals
10, 11 Federal administrative expenses
20 Veterans employment and training
21 Interest on refunds |
Program Administration
0172-0-1-504
03 Workforce security
05 Executive Direction |
Outcome Goal 2.2 continued
|
ESA
Direct program
0105-0-1-505
01 Enforcement of wage and hour standards
03 Federal programs for workers compensation
04 Program direction and support
05 Labor-management standards
9.01 Reimbursable program |
Black Lung Disability Trust Fund
8144-0-7-601
01 Disabled coal miners benefits
02 Administrative expenses
03 Interest on advances
Special Workers Compensation
Expenses
9971-0-7-601
01 Longshore and Harbor Workers Compensation Act
02 DC Compensation Act |
Special Benefits
1521-0-1-600
01 Longshore and harbor workers compensation
benefits
02 Federal Employee Compensation Act benefits
Panama Canal Commission Compensation
Fund
5155-0-2-602 |
PWBA
1700-0-1-601
01 Enforcement and Compliance
02 Policy, regulations and public services
03 Program oversight
9.01 Reimbursable program |
PBGC
4204-0-3-601
01 Single employer benefits payment
02 Multi-employer program financial assistance
9.03 Administrative expenses
9.04 Services related to terminations |
Departmental Management
0165-0-1-505
01Program direction and support
02 Legal services
04 Administration and management
05 Adjudication
09 Chief Financial Officer |
Office of the Inspector General:
0106-0-1-505
01 Program activities
02 Executive direction and management |
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Outcome Goal 2.3 |
ETA
Training & Employment
Services
0174-0-1-504
03 Dislocated worker employment and training
activities
Employment Service
0179-0-01-999
12 One-stop centers |
Federal Unemployment Benefits & Allowances
0326-0-1-999
02 Trade adjustment assistance
training
04 NAFTA adjustment assistance training
Program Administration
0172-0-1-504
01 Adult services
05 Executive Direction |
Departmental Management
0165-0-1-505
01 Program direction and support
02 Legal services
04 Administration and management
09 Chief Financial Officer |
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Strategic Goal 3--Quality Workplaces
Outcome Goal 3.1 |
OSHA
Direct Program
0040-0-1-554
01 Safety and health standards
02 Federal enforcement
03 State programs
04 Technical support
05 Federal compliance assistance
06 State consultation grants
07 Training grants
08 Safety and health statistics
09 Executive direction and administration
9.01 Reimbursable program |
MSHA
Enforcement
1200-0-1-554
01 Coal
02 Metal/non-metal
03 Standards development
04 Assessment
05 Educational policy and development
06 Technical support
07 Program administration
9.01 Reimbursable program |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and management |
Departmental Management
0165-0-1-505
01 Program direction and support
02 Legal services
04 Administration and management
09 Chief Financial Officer |
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Outcome Goal 3.2 |
ESA
Direct Program
0105-0-1-505
02 Federal contractor EEO standards enforcement
04 Program direction and support |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and management |
Departmental Management
0165-0-1-505
01 Program Direction and support
02 Legal services
04 Administration and management
08 Civil Rights
09 Chief Financial Officer |
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Outcome Goal 3.3 |
ETA
Training and Employment Services
0174-0-1-504
13 National programs |
Departmental Management
0165-0-1-505
01 Program direction and support (ASP)
02 Legal services
04 Administration and management
09 Chief Financial Officer |
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Outcome Goal 3.4 |
Departmental Management
0165-0-1-505
01 Program direction and support
02 Legal services
03 ILAB
04 Administration and management
09 Chief Financial Officer |
Office of the Inspector General
0106-0-1-505
01 Program activities
02 Executive direction and
management |
Appendix C. Cross-Walk
of Congressional Committees to Strategic Goals
Congressional Committee |
Goal 1: A Prepared Workforce |
Goal 2: A Secure Workforce |
Goal 3: Quality Workplaces |
Departmental Management Goals |
Senate Government Affairs Committee |
x |
x |
x |
x |
House Government Reform and Oversight Committee |
x |
x |
x |
x |
Senate Committee on Health, Education, Labor, and Pensions |
x |
x |
x |
x |
House Education and Workforce Committee |
x |
x |
x |
x |
House Appropriations Subcommittee for Labor, Health and Human
Services |
x |
x |
x |
x |
Senate Appropriations Subcommittee for Labor, Health and Human
Services |
x |
x |
x |
x |
House Budget Committee |
x |
x |
x |
x |
Senate Budget Committee |
x |
x |
x |
x |
Joint Economic Committee |
x |
x |
x |
x |
Senate Indian Affairs Committee |
x |
|
|
|
House Ways and Means Committee |
x |
x |
|
|
Senate Finance Committee |
x |
x |
|
|
House Veteran's Affairs Committee |
x |
x |
|
|
Senate Veteran's Affairs Committee |
x |
x |
x |
|
House Small Business Committee |
|
x |
x |
|
House Resources Committee |
|
|
x |
|
Senate Small Business Committee |
|
x |
x |
|
Senate Environment and Public Works Committee |
|
|
x |
|
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Appendix D. List of
Acronyms
AJB America's Job Bank ALMIS America's Labor Market
Information System BLS Bureau of Labor Statistics APP Annual Performance
Plan CFO Chief Financial Officer CFR Code of Federal Regulations CMS
Case Management System COP Continuation of Pay CPI Consumer Price
Index DOD U.S. Department of Defense DOI U.S. Department of
Interior DOJ U.S. Department of Justice DOL U.S. Department of
Labor DOLAR$ Department of Labor Accounting & Related Systems DOT
U.S. Department of Transportation DVOP Disabled Veterans' Outreach
Program ED U.S. Department of Education EEO Equal Employment
Opportunities EEOC Equal Employment Opportunity Commission EO Equal
Opportunity ERISA Employee Retirement and Income Security Act ESA
Employment Standards Administration ETA Employment and Training
Administration FAIR Federal Activities Inventory Reform Act FASAB
Federal Accounting System Advisory Board FBI Federal Bureau of
Investigation FECA Federal Employees' Compensation Act FFMIA Federal
Financial Management Improvement Act FM Financial Management FTE Full
Time Equivalent FY Fiscal Year GAO General Accounting Office GMRA
Government Management Reform Act GPRA Government Performance and Results
Act GSA General Services Administration HHS U.S. Department of Health and
Human Services HR Human Resources HUD U.S. Department of Housing and
Urban Development HVRP Homeless Veterans Reintegration Project ILAB
Bureau of International Labor Affairs ILO International Labor
Organization IMIS Integrated Management Information System INS
Immigration and Naturalization Service IPEC International Program for the
Elimination of Child Labor IRS Internal Revenue Service IT Information
Technology JTPA Job Training Partnership Act LMRDA Labor-Management
Reporting and Disclosure Act LVER Local Veterans' Employment
Representative LWDII Lost Work Day Injury and Illness Rate MOU Memorandum
of Understanding MSHA Mine Safety and Health Administration NAFTA North
American Free Trade Agreement NIOSH National Institute for Occupational
Safety and Health OASAM Office of the Assistant Secretary for Administration
and Management OCFO Office of the Chief Financial Officer ODEP Office of
Disability Employment Policy ODI OSHA Data Initiative OFCCP Office of
Federal Contract Compliance Programs OIG Office of the Inspector General
OMB Office of Management and Budget O*NET Occupational Information
Network OPM Office of Personnel Management OSBP Office of Small Business
Programs OSHA Occupational Safety and Health Administration OSOS One-Stop
Operating System OTE OSHA Office of Training and Education OWCP Office of
Workers' Compensation Programs P&F Program and Financing PBGC Pension
Benefit Guaranty Corporation PPI Producer Price Index PRM Periodic Roll
Management PROVET Providing Reemployment Opportunities for Veterans PWBA
Pension and Welfare Benefits Administration PY Program Year QCM Quality
Case Management SBA Small Business Administration SBREFA Small Business
Regulatory Enforcement Fairness Act SESA State Employment Security
Agency SIMPOC Statistical Information and Management System on Child
Labor SOL Office of the Solicitor SSA Social Security
Administration TAA Trade Adjustment Assistance TANF Temporary Assistance
for Needy Families TAP Transition Assistance Program TAPR Trade
Adjustment Performance Report TECS Technology for Excellent Customer
Service UI Unemployment Insurance USAID Agency for International
Development USDA U.S. Department of Agriculture VA U.S. Department of
Veterans Affairs VEVRA Vietnam Era Veterans Readjustment Assistance
Act USAID U.S. Agency for International Development VETS Veterans'
Employment and Training Service WB Women's Bureau WHD Wage and Hour
Division WHISARD Wage Hour Investigator Support and Reporting
Database WIA Workforce Investment Act WOTC Work Opportunity Tax
Credit WtW Welfare-to-Work
|