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