U.S. DEPARTMENT OF LABOR FY 2006 PERFORMANCE
BUDGET OVERVIEW
The Department of Labor's FY 2006 Performance Budget reflects the
continuing effort to improve the integration of the Department's performance
objectives with resource requirements into a performance-budget submission. The
FY 2006 request of $11.5 billion in discretionary budget authority and 16,945
full-time equivalent employees (FTE) is built around the strategic goals and
performance measures developed for the Department's FY 2003-2008 Strategic
Plan, which articulate the Secretary's policy and program priorities.
The FY 2006 performance budget builds upon the Department's four
strategic goals of A Prepared Workforce, A Secure Workforce,
Quality Workplaces, and A Competitive Workforce. In this budget, DOL
specifically addresses the newly developed fourth strategic goal, A
Competitive Workforce, which focuses on equipping workers to adapt to
rapidly evolving challenges, while promoting job flexibility and minimizing
regulatory burden. In order to better focus the Department's employment and
training programs with the challenges of a Competitive Workforce,
there has been considerable realignment of outcome and performance goals for
these programs.
This performance budget meets the Annual Performance Plan requirement
under the Government Performance and Results Act of 1993, and sets out specific
annual performance targets and the strategies to attain them. Because of the
variety of Departmental agency missions and their extensive and wide-ranging
performance goals, this Overview section provides key agency goals that will be
reflected in the Department's FY 2006 Annual Performance and Accountability
Report. Appendix I has been added to reflect changes in goals from the FY 2005
Performance Budget Overview and Program Year 2004 goals that will be reported
in the FY 2005 Annual Performance and Accountability Report. Appendix II
indicates changes in Program Year 2005 goals from the FY 2005 Performance
Budget Overview that will be reported in the FY 2006 Annual Performance and
Accountability Report.
The mission of the Department of Labor (DOL) is to promote the welfare
of the Nation's job seekers, wage earners, and retirees by improving working
conditions, expanding opportunities for training and employment, protecting
retirement and health care benefits, helping employers find qualified workers,
strengthening free collective bargaining, and tracking changes in employment,
prices, and other national economic measurements.
The FY 2006 budget submission includes several key initiatives:
- Protect workers' safety and health.
- Protect workers' pay, benefits, and union dues.
- Protect veterans' reemployment rights.
- Prepare workers for new opportunities.
In addition to these program-specific priorities, the Department has
been making steady and significant progress in implementing the President's
Management Agenda (PMA) and the Program Assessment Rating Tool (PART). As of
December 31, 2004, DOL has attained Green scores in Human
Capital, Financial Performance, E-Government, and
Budget and Performance Integration; and has current Yellow
status in Competitive Sourcing. All initiatives are at Green
for progress scores. The Department's Faith-based and Community
initiative has also maintained a Yellow status with Green
progress. DOL is now embarked on improving its performance in the new
initiatives of Real Property and Elimination of Improper
Payments.
The Department has also been conducting PART reviews of key programs,
and implementing their recommendations. Twenty-one programs have been reviewed
to date, and agencies are using PART recommendations to improve performance
measures and targets, develop efficiency measures, and focus program
evaluations. A more detailed discussion of the PMA and PART can be found at the
conclusion of the Performance Budget Overview. Agency budget submissions
include program-related discussion of PART reviews and displays of
recommendations and implementation status.
To accomplish the Secretary's priorities in FY 2006, DOL will use its
resources to accomplish four strategic goals and supporting outcome goals.
These goals embrace the range of authorized employment and labor programs
administered by the Department. As shown in the following table, the FY 2006
DOL request of $11.5 billion in discretionary budget authority represents a
$0.5 billion, or a 4 percent decrease from FY 2005.
Goal 1A Prepared Workforce: Enhance
opportunities for America's workforce Outcome Goal 1.1
Increase Opportunities for Employment, Retention and Earnings for New and
Re-emerging Entrants to the Workforce Outcome Goal 1.2
Improve the Effectiveness of Information and Analysis on the U.S.
Economy
Goal 2A Secure Workforce: Promote the
economic security of workers and families Outcome Goal 2.1
Increase compliance with worker protection laws Outcome Goal 2.2
Protect worker benefits
Goal 3Quality Workplaces: Foster quality
workplaces that are safe, healthy and fair Outcome Goal 3.1
Reduce workplace fatalities, injuries, and illnesses Outcome Goal
3.2 Foster equal opportunity workplaces
Goal 4A Competitive Workforce: Maintain
competitiveness in the 21st century economy Outcome
Goal 4.1 Build a demand driven workforce system to address worker
shortages and equip workers to adapt to the competitive challenges of the
21st century Outcome Goal 4.2 Promote job
flexibility and minimize regulatory burden
FY 2006 DOL Request
(Dollars in Billions) |
|
FY 2005 |
FY 2006 |
Change |
Discretionary: |
$12.0 |
$11.5 |
-$0.5 |
Mandatory: |
$38.7 |
$43.0 |
$4.3 |
Total |
$50.7 |
$54.5 |
$3.8 |
Full Time Equivalents (FTE) |
16,776 |
16,945 |
169 |
The following charts illustrate how the FY 2006 DOL Request supports
each Strategic Goal: The Department has included several significant
increases in its FY 2006 submission that support the outcome goals identified
above.
The following table identifies selected initiatives, the increase
requested, and the outcome goals they support:
Agency |
Initiative |
FTE |
Amount (000s)
|
Outcome Goal 1.1 - Increase opportunities
for employment, retention and earnings for new and re-emerging
entrants to the workforce |
ETA |
Prisoner Re-entry Initiative (second year) |
0 |
$15,200 |
VETS |
Homeless Veterans Reintegration Program (HVRP) |
0 |
$1,168 |
Outcome Goal 2.2 Protect worker
benefits |
EBSA |
EFAST Refurbish System Hardware and Software |
0 |
$2,100 |
PBGC |
Continued Service to Participants in Trusteed Plans and to Pension
Plan Practitioners |
0 |
$25,609 |
ESA |
Office of Labor Management Standards (OLMS) Enforcement |
48 |
$5,274 |
ESA |
Office of Labor Management Standards (OLMS) Union Advisory
Services |
0 |
$726 |
ESA |
Federal Employees' Compensation Act (FECA) Central Bill Processing
and Call Center Services |
0 |
$5,000 |
ESA |
Energy Employees Occupational Illness Compensation Program
(EEOICP), Funds for NIOSH/HHS |
0 |
$55,768 |
Outcome Goal 3.1 Reduce workplace
fatalities, injuries, and illnesses |
OSHA |
Improved Data for Analysis and Performance Measurement |
0 |
$1,000 |
OSHA |
Enhance State Plan Compliance Assistance programs |
0 |
$1,000 |
In addition, the FY 2006 DOL budget request includes major transfers of
programs from other Departments to the Department of Labor and further
consolidation of funding streams and accounts including:
- The President's job training reform proposal will provide increased
flexibility and enable states to target resources more effectively. The
proposal consolidates the WIA Adult, Dislocated Worker, and Youth funding
streams, Work Opportunity Tax Credit, Labor Market Information, and the
Employment Service state grants into a single state grant to facilitate
coordination and eliminate duplication of services. In addition, Governors
would be able to supplement this consolidated grant with their state's
resources from several other Federal job training and employment programs.
- A legislative proposal to transfer the Youthbuild program from the
Department of Housing and Urban Development to the Department of Labor, as
recommended by the White House Task Force on Disadvantaged Youth. Moving this
program to DOL will allow for better coordination with similar training
programs and the One-Stop Career Center system and will result in the placement
of Youthbuild in an agency whose mission is closely aligned to the program's
objectives.
- Continued implementation of the new Part E of the Energy Employees
Occupational Illness Compensation Program Act, which replaces the Department of
Energy-administered Part D program. Part E compensates Department of Energy
contractors and their families for illness and death arising from toxic
exposures in DOE's nuclear weapons complex. FY 2006 will be the first full year
of Part E program operation.
The four strategic goals and supporting outcome goals are in turn
supported by performance goals and measures. The performance goals form the
basis of the annual targets and associated strategies and resource requirements
and are presented in greater detail within the agency performance-budgets. The
Department will measure the key agency goals identified below for determining
performance accomplishment in FY 2006.
A strong national economy depends, in part, on preparing new entrants to
the workforce, such as out-of-school youth and ex-offenders reentering society,
to be qualified job candidates who possess the skills that are demanded by
employers. Many industries and sectors of the economy will be adding new jobs
in the coming years or transforming their business processes, requiring new and
different worker skills. To ensure a prepared American workforce, innovative
approaches to workforce development and strong partnerships between the
workforce system, business and industry, and education and training programs
will be required.
How well the Department performs in assuring A Prepared Workforce will
be assessed by targeting accomplishments for programs and initiatives
supporting these two broad outcomes:
- Increasing opportunities for employment, retention and earnings
for new and re-emerging entrants to the workforce.
- Improving the effectiveness of information and analysis on the
U.S. economy.
Agencies supporting this strategic goal are the Employment and Training
Administration, Veterans' Employment and Training Service, the Bureau of Labor
Statistics, the Women's Bureau, the Office of Disability Employment Policy and
the Civil Rights Center.
As stated in the Introduction section above, the Department's employment
and training programs have been realigned between Strategic Goal 1 A
Prepared Workforce and Strategic Goal 4 A Competitive
Workforce. For A Prepared Workforce, this realignment now
emphasizes the programs that are critical in developing workers with the skill
and credentials necessary to fill current and emerging employment needs, while
shifting those programs to A Competitive Workforce that directly
respond to the changing needs of business by linking job seekers with
employment opportunities in high-demand growth industries.
As a result of the shift of ETA performance goals from Strategic Goal 1
to Strategic Goal 4, it should be noted that this request is far lower than in
prior years. Remaining in Strategic Goal 1 are the Apprenticeship, Veterans and
Job Corps programs, all of which serve a large proportion of workers who may be
new to the workforce. Moving to Strategic Goal 4 are the WIA state grant
programs and the Trade Adjustment Assistance program, all of which serve
workers seeking to utilize existing skills and perhaps enhance them in pursuit
of new career opportunities. The WIA Youth program has been added to the
proposed consolidation of WIA funding streams to more effectively and
efficiently prepare people for the competitive workforce. Several ETA goals
(e.g., Work Incentive Grants; Older Americans/SCSEP; and Indian and Native
Americans) have been assigned to Strategic Goal 4.
For a prepared workforce, the Department will concentrate resources
toward preparing those segments of the workforce that do not yet have the
experience, skills or training needed to compete and succeed in their work
life. In FY 2006, the Department proposes to dedicate $2.3 billion of its
discretionary budget authority for agency-specific strategies supporting this
strategic goal. These strategies include $1.6 billion for training and
employment programs in the Employment and Training Administration, $188 million
for training and employment programs targeted at veterans through the Veterans'
Employment and Training Service, and $542.5 million for funding dedicated to
improving the effectiveness of information and analysis on the U.S. economy in
the Bureau of Labor Statistics.
Outcome Goal 1.1 has been reframed this year to emphasize preparing new
entrants to the workforce. A critical aspect in ensuring a prepared workforce
is developing a pipeline of workers with the skills and credentials necessary
to fill the jobs of the 21st century. Strengthening the registered
apprenticeship program, which responds directly to the demands of the labor
market, and re-entrants to the civilian workforce including personnel
separating from the military will ensure that skilled workers are continually
entering productive careers and accessing job opportunities in growth
industries.
Increases in the FY 2006 request supporting this outcome goal
include:
- $1.2 million for VETS to increase by 3,000 the number of homeless
veterans provided employment and training services.
- $15.2 million for the second year of the Prisoner Re-entry
Initiative.
Strategies for Outcome Goal 1.1 include:
- Expand apprenticeship opportunities.
- Help ex-offenders rejoin society and find employment through the
Prisoner Re-entry Initiative.
- Improve performance accountability.
- Create more business partnerships.
- Develop more intergovernmental partnerships.
- Demonstrate and assess new ways to assist veterans find jobs.
- Improve educational achievements of Job Corps students.
- Increase participation of Job Corps graduates in employment and
education.
- Disseminate information and influence disability employment policy
and practice.
The performance measures and indicators related to this outcome goal
evaluate the results of our employment and training services they
address whether new and re-emerging participants obtain employment, remain
employed, and receive higher wages.
Outcome Goal 1.1 Increase opportunities for employment,
retention and earnings for new and re-emerging entrants to the workforce
Performance Goal DOL-06-1.1A: Strengthen the registered
apprenticeship system to meet the training needs of business and workers in the
21st Century (ETA) |
Indicators*: The program will use common measures
of entered employment, retention, earnings, and cost per participant
(efficiency)
- Retention: Percent of those employed in the quarter after
registration still employed nine months later
- Earnings increase: The average wage gain for tracked entrants
** employed in the first quarter after registration and still employed nine
months later
- Efficiency: Average cost per registered apprentice
Baseline: TBD in FY 2005
Targets: TBD Efficiency $100 ***
* The Bureau of Apprenticeship and Training is moving to adopt
measures consistent with the common measures, but using the Apprenticeship
reporting system and not UI wage records at this time.
Note: Because apprentices are employed by definition, no entered
employment measure is proposed for apprenticeship programs.
**23 states are federally-registered apprenticeship programs and
enter data on individuals into the Registered Apprenticeship Information System
(RAIS). A group of tracked entrants is defined as the cohort of
apprentices registered and entered into RAIS during a given reporting
period.
***This is an estimate which may be revised using FY 2005 baseline
data. |
Performance Goal DOL-06-1.1B: Improve educational
achievements of Job Corps students, and increase participation of Job Corps
graduates in employment and education (ETA) |
Indicators:
- Percent of Job Corps participants who are in employment or the
military or enrolled in post secondary education and/or advanced
training/occupational skills training in the first quarter after exit
- Percent of students who attain a GED, high school diploma, or
certificate by the end of the third quarter after exit
- Percent of basic-skills-deficient students who achieve literacy
or numeracy gains of one or more Adult Basic Education (ABE) level
- Average cost per participant
Baseline: Not available
Targets: Placement in employment or education: 87%
Attainment of a degree/GED/certificate: 65% Literacy/numeracy gains:
47% Cost per participant: $22,309 |
Performance Goal DOL-06-1.1C: Assist ex-offenders in
successful reintegration into the community and workforce (ETA)
|
Indicators: The program will use common measures
of entered employment, retention, earnings, and cost per (efficiency), as well
as a measure of recidivism, yet to be determined
- Recidivism*: Recidivism rate
- Entered employment: Percent of participants who are unemployed
at the time of registration who are employed in the first quarter after program
exit
- Retention: Percent of participants employed in the first
quarter after program exit who are still employed in both the second and third
quarters after program exit
- Earnings Increase: Of those who are employed in the first
quarter after exit, the increase in earnings between the first quarter and the
third quarter after program exit
- Efficiency: Cost per participant
Baseline: PY 2005
Targets: Entered employment: TBD Employment retention:
TBD Earnings increase: TBD Efficiency: TBD Recidivism: TBD
* Measure to be defined in PY 2005 |
Performance Goal DOL-06-1.1D: Improve the employment
outcomes for veterans who receive One Stop Career Center services and veterans'
program services (VETS) |
Indicator: Veterans and Disabled Veterans:
Employment after program exit
Baseline: Not Available*
Targets: Veterans: TBD Disabled Veterans: TBD
Indicator : Veterans and
Disabled Veterans: Retention in employment after program
exit
Baseline: Not Available*
Targets:
Veterans: TBD
Disabled Veterans: TBD
Indicator: Homeless veterans (subpopulation):
Employment after program exit for homeless veterans participating in the
Homeless Veterans' Reintegration Program (HVRP).
Baseline: Not Available*
Target: TBD
Indicator: Homeless veterans: Retention in
employment after program exit for homeless veteran HVRP participants.
Baseline: Not Available*
Target: TBD
Indicator: Homeless veterans: Cost per homeless
veteran HVRP participant.
Baseline: Not Available*
Target: TBD
During PY 2005, DOL will initiate collection of baseline
performance data consistent with the new Common Measures for federal job
training and employment training programs and will adjust or establish FY 2006
targets, as baseline results become available.
*Baseline data that comply with the definitions and specifications
applicable under the Common Measures have not yet been collected.
Efficiency measures are under development for all other programs.
|
The 21st Century requires public officials, business owners, and private
citizens to be knowledgeable about trends in the global, national, and local
economies. They must have access to up-to-date, high-quality information and
statistics to formulate public policy, negotiate a purchasing agreement, or
decide what field to pursue as a career. In all of these cases, people need
sound data to make sound decisions.
The Department plays a crucial role in public and private
decision-making processes by producing statistics that are relevant, timely,
and accurate. Using the strategies described below, the Department will
identify the most promising types of improvements, ranging from changing a
statistical methodology to expanding the geographical scope of a data series to
designing an entirely new survey. In addition, the Department will identify
ways to improve the accessibility and usability of the data through enhanced
dissemination methods.
Strategies for Outcome Goal 1.2 include:
- Better inform the public.
- Build value through innovation.
- Continually assess program priorities.
- Collaborate with other statistical agencies.
- Address respondents' concerns and burden.
The performance measures for this outcome goal highlight the
accomplishments of the programs. More specifically, the Department's
statistical programs produce detailed information about the labor force,
prices, compensation, and productivity that individuals, corporations, and
public policymakers rely upon. A desirable outcome for a major statistical
agency is the ability to aid its customers in both the public and private
sectors to make better-informed decisions.
The OMB-sponsored Interagency Council on Statistical Policy's
Guidelines for Reporting Performance by Statistical Agencies provides
guidance on measuring and reporting on statistical program performance.
Relevancy, timeliness, and accuracy are identified as critical aspects of
performance as is achieving customer satisfaction with statistical products and
services. Statistical programs need to be improved as shown through setting
ambitious targets for relevancy, timeliness and accuracy measures. All of these
efforts support and track progress in improving information available to
decision-makers.
Outcome Goal 1.2 Improve the effectiveness of information
and analysis on the U.S. economy
Performance Goal DOL-06-1.2A: Improve information
available to decision-makers on labor market conditions, and price and
productivity changes (BLS) |
Performance Measures
|
Performance Targets |
Improve information available to decision-makers on labor
market conditions, and price and productivity changes |
'04 |
'05 |
'06 |
|
|
|
|
Improve relevancy
- Improve data relevance by reflecting changes in the economy, as
measured by the number of series (e.g., Current Employment Statistics,
Employment Cost Index, etc.) converted to the North American Industry
Classification System (12 series in total) [2002 baseline = 1 series]
|
8 |
9 |
12 |
|
|
|
|
Improve accuracy
- Coverage:
Improve coverage by increasing the
percent of domestic output of in-scope services included in the Producer Price
Index (PPI) [1997 baseline = 38.8%]
|
59.2% |
75.7% |
76.0% |
Improve accuracy
- Coverage:
Improve coverage by increasing the
percent of in-scope industries in the labor productivity measures [2000
baseline = 52.9%]
|
58.0% |
58.3% |
58.5% |
Enhance information technology
- Lessen the likelihood of major systems failures that could
affect the PPI's ability to release data on time, as measured by the percent of
the components of the new repricing system completed [2002 baseline = 2%]
|
17% |
40% |
60% |
Enhance efficiency and effectiveness
- Cost per transaction of the Internet Data Collection Facility
(2004 baseline = $6.13)
|
$6.13 |
$3.32 |
$3.24 |
Raise customer satisfaction with BLS products and services (e.g.,
the American Customer Satisfaction Index) [2001 baseline =
74%]1 |
82% |
75% |
|
Deliver economic data on time (Percent of scheduled releases
issued on time.) [2000 baseline = 99%] |
96% |
100% |
100% |
Percent of accuracy measures met (e.g., revision, coverage, etc.)
[2000 baseline = 94%]2 |
83% |
100% |
100% |
1In 2004, the BLS measured users' satisfaction with the
Occupational Outlook Handbook Web site. For 2006, BLS will set new
targets for this measure due to changing its measure of users' satisfaction
from electronic news subscribers to users' satisfaction with its OOH
website. 2Beginning in 2005, response rates are no longer
reflected in this aggregate measure.
Central to the DOL mission are retirement security; compliance
assistance and enforcement toward protecting workers' wages and working
conditions; providing unemployment compensation and other benefits when workers
are unable to work; and expanding, enhancing, and protecting workers'
retirement plans, health care plans, and other benefits. The strategic goal of
A Secure Workforce captures these priorities and consists of two outcome goals,
which focus on safeguarding employees' wages, working conditions, and union
democracy and financial integrity; and assistance in the form of unemployment,
disability, and pension and health care insurance benefits.
- Increase compliance with worker protection laws.
- Protect worker benefits.
Agencies supporting this strategic goal are the Employment and Training
Administration, the Employment Standards Administration, the Employee Benefits
Security Administration, and the Pension Benefits Guaranty Corporation.
The Department proposes $3.4 billion of discretionary budget authority
in FY 2006 to conduct programs and activities that support A Secure
Workforce. These programs include $2.7 billion for state unemployment
insurance administration and other ETA programs, $602.7 million for ESA
workforce protection programs, $137 million for EBSA to protect the nation's
pension and health insurance system, and $297 million of mandatory funds for
PBGC to provide payments to participants in terminated defined-benefit pension
plans and assist at-risk multiemployer plans.
While our commitment to worker protection is steadfast, our approach
focuses on expanding compliance assistance initiatives to help employers comply
with the Department's regulations. Compliance assistance, combined with a
strong enforcement program targeted to the most hazardous worksites and
industries, will help prevent violations, leverage the Department's resources,
and position the DOL to deal with emerging challenges.
Protecting vulnerable populations, and protecting and expanding pension
and health care coverage will continue to be key issues. Continuing changes in
the U.S. economy are not expected to remove or lessen workers' risk of
experiencing unemployment in our dynamic market economy, so the unemployment
insurance (UI) system must continue to adapt to the changing character of the
workforce, job market, and nature of unemployment itself. The FY 2006 budget
includes a UI legislative proposal that strengthens the financial integrity of
the UI program and will reduce erroneous payments, keep state UI taxes down,
and improve the solvency of the trust fund that finances UI benefits. In
addition, the 2006 Budget funds two UI program integrity initiatives that will
help states prevent UI identity theft and assist claimants to return to
work.
The continued growth in internet use and increased networking
capabilities have encouraged American businesses to shift from traditional
brick and mortar organizational structures to business operations
with lines of authority stretching across the globe. Traditional methods of
tracking, analyzing, and reporting on employer personnel practices often do not
align with current business models. In addition, the Nation will increasingly
rely on foreign workers to fill employers' needs in low-wage, labor-intensive
industries such as agriculture, garment, health care, guard and janitorial
services, restaurants, hotel/motels and day-haul. Low-wage industries that
employ large numbers of vulnerable workers, including young workers, are
characterized by consistently high violation rates of minimum wage, overtime
and child labor requirements. Protecting the most vulnerable workers will
continue to be a key focus.
Achieving health care and retirement security is becoming more complex,
due to changing workforce characteristics and economic conditions. Both
employees and employers are facing rising health care costs, further
emphasizing the need for affordable, secure health coverage. In addition, the
once-common defined benefit pension plan is giving way to defined contribution
plans pre-tax individual savings accounts such as 401(k)s. For workers,
this shift means taking on more responsibility for retirement savings and
planning, including making investment decisions and managing investment
risks.
The profile of workplace injuries has changed along with the changing
economy, requiring new disability management and vocational rehabilitation
approaches. In some Federal agencies, the number of jobs available to
recovering injured workers is declining and the average age of workers is
rising. In general, a 21st century Federal workforce will require
that its workers upgrade their skills. These factors make assisting
return-to-work and reducing disability time loss in workers' compensation cases
a greater challenge for the Department.
The Department is committed to guaranteeing an honest day's pay for an
honest day's work for employees particularly the most economically
disadvantaged and vulnerable workers. This includes administration of the Fair
Labor Standards Act (FLSA), which establishes minimum wage, overtime pay,
recordkeeping, and child labor standards affecting full-time and part-time
workers. This also includes administration of the Migrant and Seasonal
Agricultural Worker Protection Act (MSPA), which regulates the hiring and
employment activities of agricultural employers, farm labor contractors, and
associations using migrant and seasonal agricultural workers. Through its
administration and enforcement of the Labor-Management Reporting and Disclosure
Act (LMRDA), the Department ensures union democracy, financial integrity and
transparency.
Strategies for Outcome Goal 2.1 include:
- Protect workers through compliance assistance.
- Create more knowledgeable employees through outreach and education.
- Target enforcement efforts.
The performance goals associated with this outcome goal are:
American workplaces legally employ and compensate workers and
ensure union financial integrity, democracy and transparency.
Outcome Goal 2.1 Increase compliance with
worker protection laws
Performance Goal DOL-06-2.1A: American workplaces legally
employ and compensate workers (ESA) |
Indicators:Covered American workplaces legally,
fairly, and safely employ and compensate their workers by: Ensuring
customer service:
- Ensuring continued customer service by decreasing the average
number of days to conclude a violation complaint.
Baseline FY 2004: 189
Target: 185
Reduce employer recidivism:
- Reducing employer recidivism by increasing the percent of prior
violators who achieved and maintained Fair Labor Standards Act (FLSA)
compliance following a full FLSA investigation.
Baseline FY 2004: 71%
Target: 73%
Increase compliance in industries with chronic
violations.
- Increasing compliance in low-wage industries by increasing the
percent of low-wage workers across identified low-wage industries paid and
employed in compliance with FLSA and MSPA.
Baseline: Establish in FY 2005
Target: TBD
Ensuring timely and accurate prevailing wage
determinations:
- Ensuring the accuracy and timeliness of prevailing wage
determinations by increasing the number of wage determination data submission
forms processed per 1,000 hours.
Baseline: 1,491
Target: 1,521
- Increase the percent of survey-based DBA wage determinations
issued within 60 days of the receipt of the underlying survey data.
Baseline FY 2002: 100%
Target: 82% |
Performance Goal DOL-06-2.1B: Ensure union financial
integrity, democracy, and transparency (ESA) |
Indicators:
- Union financial integrity. Percent of unions with fraud.
Baseline FY 2004: 9%
Target: 7.5%
- Union financial integrity: Union dollars protected per FTE *
Baseline: TBD in FY 2005
Target: TBD
- Union transparency. Percent of union reports meeting standards
of acceptability for public disclosure.
Baseline: 73%
Target: TBD
* Baseline must be re-measured because of union reporting changes
that will be effective in FY 2006 |
Protecting workers' benefits is a key component of the Department's goal
to promote the economic security of workers and their families. Strategies
address a number of new issues affecting unemployment, foreign labor, and
employee benefits. For example, the Administration projects that unemployment
will decline to 5.1 percent by FY 2007. However, a smaller proportion of
unemployment claims are expected to be as a result of layoffs, and therefore
claims may be more likely to contain eligibility issues and errors.
Specific increases in the FY 2006 request supporting this outcome goal
include:
- $2.1 million for EBSA to support its ERISA Filings Acceptance System
a key element in its employee pension and health benefits security
mission.
- $25.6 million for PBGC to provide continued service to increased
participants in trusteed plans and to pension plan practitioners.
Depending on the rate of economic recovery and the performance of
financial investment, more pension plans may be trusteed under the
administration of the Pension Benefit Guaranty Corporation over the next five
years. In addition, the transition of more Americans to 401(k) and managed
health care plans will place more of the burden for retirement savings and
health care choices on employees. Finally, the workers' compensation programs
administered by DOL face the same challenge as the Nation. An increasingly
aging population and rising health care costs will increase the focus on these
programs, resulting in efforts to improve program efficiency.
Strategies for Outcome Goal 2.2 include:
- Provide oversight and assistance to States.
- Improve information access and analysis.
- Create more knowledgeable consumers through outreach and education.
- Streamline processing.
- Assist return to work through better coordination of medical
treatment.
Performance goals associated with this outcome goal are Make timely
and accurate payments to unemployed workers and facilitate their reemployment;
Minimize impact of work-related injuries; Enhance employee pension and health
benefits security; and Improve pension payment
processing.
Outcome Goal 2.2 Protect worker benefits
Performance Goal DOL-06-2.2A: Make timely and accurate
benefit payments to unemployed workers and facilitate their reemployment (ETA)
|
Indicators:
- Payment Timeliness: Percent of intrastate first payments made
within 21 days*
Baseline (FY 2001): 89.1%
Target: 90.3%
- Detect Overpayments: Establish for recovery a percent of the
amount of estimated overpayments that States can detect and recover.
Baseline (FY 2001): 57.9%
Target: 59.5%
- Facilitate Reemployment: Entered employment rate for UI
beneficiaries
Baseline: (FY 2001): NA
Target: establish baseline **
- Establish Tax Accounts Promptly: Percent of new employer
liability determinations made within 90 days of the end of the first quarter in
which liability occurred.
Baseline (FY 2001): 79.1%
Target: 82.5% within 90 days
*First payment time lapse is measured as the number of days
between the last day of the first week of unemployment for which a claimant is
eligible for a UI payment and the date the first payment is made. Based on
regulation at 20 CFR 640, in the 42 states for which the first eligible week is
a non-compensable waiting week, a payment is timely if made within
14 days of the end of the first week that is compensable. In the other 11
states, a payment is timely if made within 21 days. This rule gives both sets
of states 21 days to process a timely payment.
** Subject to approval for data collection in FY 2006. |
Performance Goal DOL-06-2.2B: Minimize
the impact of work-related injuries (ESA) |
Indicator: For FECA cases of the United States
Postal Service, achieve a lost production days (LPD) rate (LPD per 100
employees) of 146 days.
Baseline FY 2003: 147.6 days
Target: 146 days |
Indicator: For FECA cases of All Other Government
Agencies, achieve a lost production days rate (LPD per 100 employees) of 60
days.
Baseline FY 2003: 56 days
Target: 60 days |
Indicator: Through staff-initiated evaluation of
cases under Periodic Roll Management for changes in medical condition and
fitness for duty, produce $X million in savings in FY 2006
Baseline: NA
Target: TBD |
Indicator: The trend in the indexed cost per case
of FECA cases receiving medical treatment will remain below the comparable
measure for nationwide health care costs.
Baseline: Milliman U.S.A. Health
Costs Index Target: Remain below Milliman HCI |
Indicator: Achieve targets for five
communications performance areas.
Targets: Meet at least four of the
five following targets: Use of FECA program electronic services
2.838 million contacts Average Caller wait times 3.0 minutes
Average time to return calls 2.6 days Calls resolved on the first
try 67% Calls handled according to program quality standards
95% |
Indicator: Reduce the average time required to
resolve disputed issues in Longshore and Harbor Worker's compensation Program
contested cases (New measure in 2005).
Baseline FY 2005: TBD
Target: TBD |
Indicator: Increase by 11 percent above the
baseline the average percent of Black Lung benefit claims for which following
an eligibility decision by the district director, there are no requests for
further action pending one year after the date the claim is filed.
Baseline FY 2001: 66.5%
Target: 77.5% |
Indicator: Increase initial claims for benefits
in the Part B Energy Program that are processed within standard timeframes.
Baseline: 75%
Target: 82% |
Indicator: Increase the percent of Final
Decisions in the Part B Energy Program that are processed within standard
timeframes.
Baseline: 75%
Target: 82% |
Indicator: Issue payments or final decision on X%
of Part E claims previously filed with the Department of Energy under Part D.
Baseline: TBD Target:
TBD |
Performance Goal DOL-06-2.2C: Enhance Employee Pension and
Health Benefits Security (EBSA) |
Indicators:
- Achieve a 69% ratio of closed civil cases with corrected
violations to civil cases closed.
Baseline (FY 1999-2001 Average):
46.04% Target: 69%
- Achieve a 40.2% ratio of criminal cases referred for
prosecution to total criminal cases.
Baseline (FY 1999-2001 Average):
23.45% Target: 40.2%
- Achieve a Customer Satisfaction Index of 65, or comparable
measurement, for participants and beneficiaries who have contacted EBSA for
assistance
Baseline FY 2003: 59
Target: 65
- Achieve 8,757 applications to Voluntary Compliance programs
Baseline (FY 2001-2003 Average):
7,564 Target: 8,757 |
Performance Goal DOL-06-2.2D: Improve service to pension
plan customers (PBGC) |
Indicators:
- Pension Practitioner Service: Achieve a Customer
Satisfaction score of 74 for practitioner callers in FY 2006
Baseline FY 2002: 69
Target: 74 |
- Participant Service: Achieve a Customer Satisfaction
score of 80 for responding to trusteed plan participants' inquires in FY 2006
Baseline FY 2001: 73
Target: 80 |
The goal of quality workplaces requires that American work environments
are safe, healthy, and fair. Achievement of this goal requires the use of
complementary strategies of the compliance assistance, enforcement, and
education, outreach, and training. Each of the Quality Workplaces
goal elements are further defined with results targets in two broad outcome
goals:
- Reducing workplace injuries, illnesses, and fatalities.
- Fostering equal opportunity workplaces.
Agencies supporting this strategic goal are the Occupational Safety and
Health Administration, the Mine Safety and Health Administration, the
Employment Standards Administration, and the Veterans' Employment and Training
Service.
OSHA and MSHA represent the agencies with the largest share of the
Department's budget resources dedicated to supporting Quality
Workplaces. In FY 2006 the Department requests $1.0 billion in
discretionary budget authority to support this strategic goal, including, $467
million for OSHA programs and $280.5 million for MSHA programs.
Significant progress has been made in protecting workers from
occupational safety and health threats. In the past thirty years, workplace
fatalities have been cut in half and occupational injury and illness rates have
declined forty percent. However, the Department continues to confront a variety
of challenges. The number of workers DOL is responsible for protecting has
expanded dramatically, nearly doubling between during this period, from 58
million workers at 3.5 million worksites to 108 million workers at seven
million establishments. Rapid technological advances and dynamic workplace
environments have changed the nature of work, creating new health and safety
challenges. For example, emerging safety and health threats include fall
hazards from wireless communication and HDTV tower construction and
occupational asthma and exposures to new chemicals. The Department's strategies
for reducing workplace hazards have not traditionally addressed these segments
of the workforce. Changes in workplace demographics create an increasing
challenge to work place safety and health the increase of immigrant and
hard-to reach workers, a growing percentage of young workers, those continuing
to work at an older age, and the rapidly increasing number of temporary
workers.
The mining environment, whether underground or surface, is complex and
ever-changing. Unseen geologic instabilities, constantly changing terrain, and
the prevalence of large and complex haulage and mining equipment are a few of
the factors that make maintaining mine safety a continuing challenge.
Equality and fair play are central values in our national life. DOL
promotes these values through its administration of anti-discrimination and
equal employment opportunity regulations for Federal contractors and
subcontractors, who employ more than 20 percent of the labor force in America
or approximately 26 million workers. Many Federal contractors have demonstrated
their commitment to equal opportunity and have adopted inclusive human resource
policies and procedures at all levels. Notwithstanding this past success,
discrimination still exists in the workplace and Federal contractors may still
need assistance to meet their affirmative action obligations.
Improving the safety and health of the American workplace must be done
in partnership with workers, employers, and other levels of government. Each
shares responsibility to seek out and employ the best workplace safety
practices as the conditions and demands of an evolving economy warrant.
The Department strives to make American workplaces the safest in the
world. Over the last several years, the Department has sought to create a
commitment to workplace safety and health by both employers and workers. We are
encouraged by the progress that they have made in reducing workplace injuries
and illnesses. Nevertheless, significant hazards and unsafe conditions continue
to exist in the workplace. According to the National Institute for Occupational
Safety and Health, businesses spend $171 billion a year on costs associated
with occupational injuries and illnesses, expenditures that come straight out
of company profits.
The Department will reach and maintain a healthy balance among
enforcement, education and training, which includes compliance assistance and
technical support, while improving our leadership role in the national safety
and health dialogue, expanding outreach, and expanding opportunities for
voluntary and cooperative programs. We will work to ensure that employers have
access to DOL resources to assist them in preventing workplace injuries and
illnesses. DOL plans to identify the most critical safety and health problems
and create strategies to address them. The FY 2006 request for OSHA includes an
increase of $1.0 million for improved data for analysis and performance
measurement, which is necessary for more meaningful and proactive strategic
management planning; and $1.0 million to enhance State Plan compliance
assistance services and activities.
Strategies for Outcome Goal 3.1 include:
- Strong, effective and fair enforcement;
- Expand outreach, education, and compliance assistance efforts; and
- Encourage partnerships and voluntary programs.
The performance goals related to this outcome goal directly measure
reductions in workplace injuries, illnesses and fatalities, across general
industries and specifically mining. Exposures to health hazards, such as noise
and respirable dust, are also measured in the mining industry.
Outcome Goal 3.1 Reduce workplace
injuries, illnesses, and fatalities
Performance Goal DOL-06-3.1A: Reduce work-related
fatalities (OSHA/MSHA) |
Indicator: Reduce the rate of workplace
fatalities by 9 percent from baseline (for sectors covered by the Occupational
Safety and Health Act) (OSHA)
Baseline: 1.62 fatalities per
100,000 workers (FY 2000 2002 average)
Target: 1.47
fatalities per 100,000 workers (FY 2004 2006 average) |
Indicator: Reduce the mine industry fatal injury
incidence rate by 15 percent from the baseline by the end of FY 2008 (MSHA)
Baseline (FY 2003): 0.0229
fatalities per 200,000 hours worked Target (FY 2006):
0.0208 fatalities per 200,000 hours worked |
Performance Goal DOL-06-3.1B: Reduce work-related injuries
and illnesses (OSHA/MSHA) |
Indicator: Reduce the rate of workplace injuries
and illness by 12 percent from baseline (OSHA)
Baseline: 1.6 days away from work
cases per 100 workers (CY 2002)
Target: 1.4 days away from
work cases per 100 workers (CY 2006) |
Indicator: Reduce the mine industry all-injury
incidence rate by 50 percent from the baseline by the end of FY 2008 (MSHA)
Baseline FY 2000: 5.07
Target: 3.13 |
In the mine industry, improve miner health by implementing the
following Indicators:
Indicators:
- Reduce respirable coal dust samples exceeding applicable
standards by 5% for designated occupations
Baseline: FY 2003/2004 :
10.7% Target: 9.6%
- Increase silica dust samples with a C/E ratio of at least.50 by
5%
Baseline: TBD
Target: 5% increase from baseline
- Increase noise samples in metal and non-metal mines with a C/E
ratio of at least.50 by 5%
Baseline: TBD
Target: 5% increase from baseline
- Reduce noise exposures above the citation level in coal mines
by 5%
Baseline: TBD Target:
5% reduction from baseline
* Targets are under revision because FY 2003 and FY 2004 results
greatly exceeded performance targets. |
DOL is committed to fostering workplaces that are free of discrimination
and that guarantee equal opportunities and fairness to working Americans. The
Department monitors Federal contractors compliance with applicable laws and
executive orders, and ensures that minorities, women, individuals with
disabilities, and eligible veterans are afforded an equal opportunity to
compete for employment and advancement. The Department believes that the best
method to achieve equal opportunity workplaces is by focusing resources on
finding and resolving systemic discrimination, a pattern or practice of
unlawful discrimination involving a significant number of workers. The
Department has developed goals that emphasize the use of compliance assistance
as a component of its enforcement strategy for informing Federal contractors of
their obligations and in helping Federal contractors comply with those
requirements. The Department also protects the civilian employment rights and
opportunities of members and veterans of our military services.
Strategies for Outcome Goal 3.2 include:
- Monitor and vigorously enforce compliance with federal equal
employment opportunity laws.
- Enhance compliance assistance for Federal contractors.
- Minimize the disadvantages to civilian employment that can result
from uniformed service.
The performance goals related to this outcome goal measure decreases in
employment discrimination rates among Federal contractors resulting of OFCCP
activities, and the extent to which program activities lower the barriers faced
by military personnel in the civilian workforce. Achieving these goals will
help ensure that all of America 's workers have equal opportunities to compete
for and achieve rewarding employment free of discrimination.
Outcome Goal 3.2 Foster equal opportunity
workplaces
Performance Goal DOL-06-3.2A: Federal contractors achieve
equal opportunity workplaces (ESA) |
Indicator: Reduce the incidence of discrimination
among Federal contractors.
Baseline FY 2001: 12.5%
Target: 6.0%*
* Targets are under review. |
Indicator: Increase compliance among Federal
contractors in all other aspects of equal opportunity workplace standards.
Baseline FY 2001: 57%
Target: 64%*
* Targets are under review. |
Performance Goal DOL-06-3.2B: Reduce employer-employee
employment issues originating from service members' military obligations
conflicting with their civilian employment (VETS) |
Indicator: Percent USERRA cases conducted in an
effective manner as defined by procedural guidelines and by substantive
analysis
Baseline: TBD (FY 2005)*
Target: TBD
*A target for the USERRA quality measure for PY 2006 will be
established on the basis of the baseline results to be collected during PY
2005.
Indicators:
- Percent of USERRA cases resolved within 90 days after filing
Baseline (FY 2004): 84%
Target: 85%
- Percent of USERRA cases resolved within 120 days after filing
Baseline (FY 2004): 91%
Target: 90%
- Percent of USERRA cases resolved within one year after filing
Baseline (FY 2004): 99%
Target: 98% |
This last strategic goal, A Competitive Workforce, addresses
the issues facing us as the Department adapts and prepares to capture the
vision of the Department's 21st Century Workforce initiatives and
consists of two outcome goals:
- Build a demand driven workforce system to address worker
shortages and equip workers to adapt to the competitive challenges of the
21st century.
- Promote job flexibility and minimize regulatory burden.
Our first outcome goal Build a demand driven workforce system to
address worker shortages and equip workers to adapt to the competitive
challenges of the 21st century focuses on workforce gaps that
are likely to occur, including labor shortages for new and replacement workers,
with an emphasis on knowledge workers. The second Promote job
flexibility and minimize regulatory burden focuses on adopting
innovative approaches for establishing an effective regulatory environment and
expanding workplace flexibility that are consistent with the changing nature of
work in the 21st Century. This goal is supported by the full
complement of DOL agencies.
Our country's economic development and global competitiveness depend on
the competitiveness of our workforce. To succeed, our policies must embrace the
emerging changes in our economy in how we actually work, where we work,
what skills we need, and how we balance our professional and family lives.
While employers and workers bear ultimate responsibility for adapting to
these challenges, DOL has a leadership responsibility to support the needs of
the changing workforce and position the U.S. for continued economic development
and growth. The knowledge-based workplace will require a higher level of
technical skills creating opportunities for many to succeed, but carrying the
potential for some to fall farther behind. At the same time, an increasingly
competitive and global economy will put pressure on our regulatory environment.
Historically, we developed our labor policies and programs under conditions of
labor surpluses and based our employment laws and regulations on traditional,
full-time, long-term work arrangements. Over the next two decades, the
relevance of these, and other assumptions will be challenged.
For a competitive workforce the Department will concentrate resources on
those workforce segments that have work experience and skills, but who also
need skill upgrades, desire to shift industries or occupations, or need help in
readjusting to the changing economy.
The Department requests $6.1 billion in discretionary budget authority
in FY 2006 for programs that strive to maintain competitiveness in the
21st Century economy. This funding level in Strategic Goal 4 is
primarily due to the shift of ETA resources associated with Strategic Goal 1 in
prior year performance budgets, namely the WIA Plus Consolidated Grant program.
This new alignment supports the Secretary's priorities and focus for A
Competitive Workforce.
As the 21st Century unfolds, the American workforce will evolve to
something different. Two powerful forces will transform the workforce and the
manner in which we work:
- A sharp increase in the demand for knowledge workers.
- Greater use of alternate work arrangements that do not fit the
traditional work model.
These forces have significant implications for our economy and the way
DOL approaches its mission. Our challenge is to anticipate these changes to
ensure that our programs and regulatory processes address contemporary work
environment issues in a forward-looking way that contributes to economic
growth, changing technology, and the changing workplace.
Our future prosperity demands the world's most skilled and productive
workforce. A key aspect of meeting this challenge involves the long-term shift
from goods-producing to service-producing employment associated with the
decline in manufacturing employment and the dramatic increase in the demand for
knowledge workers people whose jobs require formal and advanced
schooling. Knowledge workers now account for a third of the American workforce,
outnumbering factory workers by two to one. The demand for knowledge workers is
outpacing supply, resulting in attractive, high-paying jobs going unfilled.
When companies do not find the talent they need within our borders, they seek
it abroad. Global competition will reinforce the economic premium on knowledge
workers, leaving low or unskilled U.S. workers increasingly vulnerable.
The shift to knowledge work will reinforce the ongoing trend of
non-traditional work arrangements. Today, few workers can count on
spending their entire careers within one company. A recent BLS press release
from the National Longitudinal Survey states that individuals held an
average of 10.2 jobs from ages 18-38. Full-time, stable,
long-term employment arrangements will continue to decline. Instead, a growing
number of workers will be part-timers, temporaries, consultants, or
contractors.
Competing demands for Americans' time are also increasing. Among the
world's industrialized nations, only the workers of Australia and Korea report
working more hours than American and Japanese workers. Many workers are
struggling to meet their family obligations, which have expanded in many cases
to taking care of their elderly parents. Consequently, the need to balance work
demands and home life will continue to be a growing concern.
DOL has made significant progress advancing labor issues for many years.
However, for us to provide essential leadership to meet future challenges, we
are shifting to a more forward-looking role that emphasizes:
- Identifying high-growth careers that require some post-secondary
education but not four year degrees.
- Identifying high-growth industries and the career ladders they offer.
- Promoting training in industries with skill shortages through grants
for training in community and technical colleges.
- Focusing on success by reforming Federal job training and employment
programs.
- Offering better, faster foreign labor certification.
- Fostering a competitive economic environment.
- Implementing practical, effective regulations and regulatory
approaches.
The nation's future success will largely depend on our ability to
continue to meet the needs of employers for new and skilled workers. To this
end, DOL is committed to ensuring that the workforce investment system is
responsive to the changing needs of business and is focused on linking job
seekers with opportunities in high growth industries. DOL will strengthen
partnerships among the workforce system, business and industry, education and
training providers, and economic development agencies. These partnerships are
critical to understanding the skills demanded by the labor market and will
enable the Department to make informed investments in job training.
Furthermore, DOL will take the necessary steps to ensure that the tools and
information needed to understand emerging workforce issues are available.
Finally, to maintain the nation's competitiveness, the workforce investment
system will reach out to available workers, particularly in special target
populations, so that there are enough skilled workers to fill the jobs of the
21st century.
The Department's ability to contribute to maintaining a competitive
workforce will be assessed through our efforts to: develop more responsive
workforce information by establishing a research and information analysis
agenda that contributes to our ability to forecast emerging workforce issues;
address worker shortages in sectors of the American economy; and, build a
demand-driven workforce system, with particular emphasis on assisting high
growth industries. Included in this outcome goal is $250 million for a second
year of funding of the President's Community College Initiative to provide
Community Based Job Training Grants.
The youth population is once again a growing segment of our population.
The majority of jobs will continue to require workers who have acquired
knowledge and skills via two-year colleges, vocational training, moderate to
long-term on-the-job training and real work experience. The result for those
who do not obtain the education and skills that the workplace demands is quite
clear. Since 1979, according to 2003 BLS data, high school
drop-outs are three times more likely to be unemployed than college graduates,
and real earnings of college graduates have increased 19 percent, while those
of high school graduates fell 5 percent.
To make our programs more comprehensive and supportive of the needs of
youth, adults, and business, we have adopted the following new principles and
strategies to guide our programs:
Strategies for Outcome Goal 4.1 include:
- Establish a business intelligence and research function that
identifies trends and provides policy guidance.
- Increase individual control over employment and training.
- Improve the administration and delivery of services to trade-impacted
workers.
- Increase employment opportunities for persons with barriers to
employment.
- Increase opportunities for participation of low-income and hard-
to-serve populations in employment and training programs through partnerships
with community- and faith-based organizations.
- Improve communication and collaboration among businesses, workers
and training providers.
- Establish crosscutting strategic initiatives with other government
agencies.
- Stimulate investment in longer term and continuing training.
- Build a demand-driven workforce system.
- Improve the Foreign Labor Certification Programs.
- Ensure that youth programs have a strong educational component.
- Bolster opportunities for individuals with disabilities, minorities
and disadvantaged populations.
- Equip individuals with the information they need to develop the
knowledge, skills, and abilities sought by the new economy.
- Increase attainment of high school credentials.
- Enhance the mix and relevance of career offerings in youth training
programs.
- Increase business and intergovernmental partnerships.
Many of the challenges described in Outcome Goal 4.1 will impact the
Nation more significantly in the years beyond the current strategic plan
timeframe. The major activities realigned under Goal 4, including the
consolidated WIA grant programs, Trade Adjustment Assistance, and the Senior
Community Employment Service Program will use the common measures of entered
employment, employment retention, earnings, and efficiency, as highlighted
below.
Performance Goal DOL-06-4.1A: Improve opportunities for
employment, retention, and earnings for youth, adults, and dislocated workers
through a Consolidated WIA Program (ETA) |
Indicators (Primary)*:
- Percent of participants who are employed in the first quarter
after program exit after having been
- unemployed at registration
- Percent of those employed in the first quarter after program
exit still employed in the second and third quarters after program exit
- Earnings Increase I: The increase in earnings of participants
employed between the period one quarter prior to registration and the first
quarter after exit.
- Earnings Increase II: The increase in earnings of participants
employed between the first quarter after program exit and the third quarter
after program exit
- Cost per participant
Baselines: TBD
Targets: TBD
* Proposed consolidation will require collection
of new baseline information, including cost per individual, since the number of
individuals and services provided is likely to change as a result of the
consolidation.
Dislocated workers includes those served by National Emergency
Grants
Indicators (Secondary):
- Percent of participants not in post-secondary education,
employment, or the military at registration who enter employment or enroll in
post-secondary education or advanced training/occupational skills
training, or the military in the first quarter after exit;
- Percent of participants enrolled in education (at registration
or at any point during the program) who attain a diploma, GED, or certificate
by the end of the third quarter after exit;
- Percent of participants deficient in basic skills who achieve
literacy or numeracy gains of one Adult Basic Education (ABE) level (Gains will
be measured annually and/or upon program exit. One ABE level is
approximately equivalent to two grade levels)
Baselines: Baseline for the entered
employment/education and education attainment measures will be established in
PY 2005. The literacy/numeracy measure baseline will be established in PY
2006. Targets: Entered Employment/Training: TBD
Attainment of Diploma/Certificate: TBD Literacy/Numeracy Gains: Baseline
data will be collected |
Performance Goal DOL-06-4.1B: Assist workers impacted by
international trade to better compete in the global economy through the Trade
Adjustment Assistance Program (ETA) |
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: FY 2001: 65%
Target: 70%
- Retention: Percent of those employed in first quarter after
program exit still employed in the third quarter after program exit
Baseline: FY 2001: 90%
Target: 89%
- Earnings: Average percentage of pre-separation earnings earned
by participants who are employed in the third quarter after program exit
Baseline: FY 2001: 85%
Target: 80%
- Efficiency: The cost per training participant, including
training services, job search and relocation allowances and income support
Baseline:
Target: $16,000
Note: while targets have been established for prior measures, FY
2006 is also the baseline year for common measures. |
Performance Goal DOL-06-4.1C: Assist older workers to
participate in a demand-driven economy through the Senior Community Employment
Service Program (ETA) |
Indicators:
- Entered Employment: Percent of participants leaving the program
employed in the first quarter after program exit
- Retention: Percent of participants employed in the first
quarter after program exit still employed in the second and third quarters
after program exit
- Earnings Increase I: The earnings increase of individuals
employed between the period of one quarter prior to registration and the first
quarter after program exit
- Earnings Increase II: The earnings increase of individuals
employed between the first quarter after program exit and the third quarter
after program exit
- Efficiency: Average cost per participant
Baseline:Common Measures baselines
will be established in PY 2004 and targets will be set in subsequent years
Targets: TBD Efficiency: $4,772 |
Performance Goal DOL-06-4.1D: Address
worker shortages through the Foreign Labor Certification
Program (ETA) |
Indicators:
- Percent of H-1B applications processed within seven days of the
filing date for which no prevailing wage issues are identified
Baseline: 99% Target:
100%
- Percent of employer applications for labor certification under
the streamlined system that are resolved within six months of filing
Baseline: Collect baseline data in
FY 2005 Target: Set target in FY 2006
- The average cost for processing a new PERM application
Baseline: Collect baseline data in
FY 2005 Target: Set target in FY 2006
- Number of audits conducted for the H-2B program
Baseline: Collect baseline data in
FY 2005 Target: 5% over baseline
- Percent of accepted H-2A applications processed within 30 days
of the date of need where there are no pending State actions
Baseline: 70%
Target: 95% |
Performance Goal DOL-06-4.1E: Build a
demand-drive workforce system (ETA) |
The Community College Initiative/Community Based Job Training
Grants will be funded for the first time in PY 2005, as authorized and
appropriated through the FY 2005 Omnibus Appropriations Act. ETA intends to
develop information collection systems to address the common measures of:
Indicators:
- Entered Employment Percent of participants employed in
the first quarter after program exit
- Retention Percent of participants employed in the first
quarter after program exit still employed in both the second and third quarters
after program exit
- Earnings Increase I The earnings increase of individuals
employed between the period of one quarter prior to registration and the first
quarter after program exit
- Earnings Increase II The earnings increase of
individuals employed between the first quarter after program exit and third
quarter after program exit
- Efficiency Average cost per participant
- Capacity Building: ETA may also develop a measure(s) of
capacity building to complement the common measures since the program includes
capacity building goals.
|
ETA also operates programs for Native Americans, the disabled (Work
Incentive Grants), and the proposed community based job training grants that
also will use the common measures of entered employment, retention, earnings,
and efficiency. Other significant undertakings by ETA include providing
workforce information to business, workers, and education through the e-tools
web services and an extensive research and evaluation program, as mandated
under WIA. Details on these activities may be found in ETA portion of the FY
2006 ETA budget. ETA also administers several employment-based foreign labor
certification immigrant and non-immigrant programs and has given priority to
continuously improving program performance through process reengineering to
achieve expeditious and cost-effective application processing.
Many employers, to compete more effectively in the highly competitive
global economy, have restructured their companies, downsized their workforces,
and increasingly relied on non-traditional employment practices that include
part-time, temporary, and contractor-supplied workers. Experts expect these
non-traditional work arrangements to increase substantially in coming decades.
It is estimated that within 25 years, half the people who work for an
organization will not be on its payroll. At the same time, on average,
Americans are working more hours and many have difficulty balancing work
demands with their personal lives.
We need to promote the greater flexibility desired by workers and
employers. This includes examining and possibly adjusting our regulatory
environment employment related laws, regulations and regulatory
practices in light of non-traditional work arrangements and the need to
reduce regulatory burden. In particular, some regulations written decades ago
may no longer be applicable or effective; they may impose costs on employers
without yielding any corresponding benefits to the workforce.
Strategies for Outcome Goal 4.2 include:
- Assess and revise regulations.
- Re-analyze our regulatory approaches to reduce regulatory burden.
- Promote flexible work practices.
The performance goal related to this outcome of promoting job
flexibility and minimizing regulatory burden while protecting workers centers
around taking a comprehensive and strategic approach toward our ability to
influence the work environment and implement a new regulatory infrastructure.
Many of the indicators represent key steps in analyzing the changes needed and
are therefore more output oriented during the current strategic planning cycle.
Outcome-oriented performance goals will be developed after new policies and
programs have been implemented based on the results of the proposed
evaluations.
Outcome Goal 4.2 Promote job flexibility
and minimize regulatory burden
Performance Goal DOL-06-4.2A: Maximize regulatory
flexibility and benefits and promote flexible workplace programs (ASP)
|
Wage and hour, worker safety, pension and health care regulations,
to the greatest extent practicable, are performance-based and provide maximum
flexibility to employers in developing a compliance approach.
Indicator: FY 2006: Review identified significant
regulations and develop revisions
Target: Initiate rulemaking for
revisions as appropriate |
New and current regulations maximize net benefits. Regulations
that impose greater societal costs than benefits are revised, consistent with
applicable governing statutes
Indicator: FY 2006: Regulations identified for
revisions for withdrawals as appropriate
Target: Initiate rulemaking as
appropriate |
DOL ensures compliance with its regulations in the most
cost-effective manner. Non-cost-effective practices are modified or eliminated,
consistent with governing statutes.
Indicators:
- Develop plan to reduce unit cost per enforcement action.
Initiate changes to non-cost effective practices
Target: Reduce unit cost per
enforcement action by X% |
- Best practices for, and models of, flexible workplace practices
are identified and publicized
Baseline: FY 2004: Develop best
practices studies Target (FY 2006): Best practices
disseminated |
- Increase the percentage of small employers with access to
health care benefit plans*
Baseline: 2004% Target:
TBD%
* Consistent with and contingent upon the passage of Association
Health Plan legislation now pending before Congress. |
In 2001, the Office of Management and Budget (OMB) released the
President's Management Agenda (PMA), designed to help agencies improve
management performance. The five government-wide PMA initiatives are:
- Strategic Management of Human Capital
- Competitive Sourcing
- Improved Financial Performance
- Expanded E-government
- Budget and Performance Integration
DOL is also participating in three program initiatives that apply only
to selected Federal
Departments and Agencies:
- Faith-Based and Community Initiative
- Real Property
- Elimination of Improper Payments
In order to measure progress against demonstrated goals, OMB's PMA
portfolio managers were asked to identify where they would be proud to be in
their respective PMA components as of July 1, 2004 and yet again as of July 1,
2005. In turn, Federal agency leadership was tasked with identifying separate
Proud to Be goals related to PMA implementation. The Department set
ambitious but reachable goals for its PMA implementation, and as of the
December 31, 2004 PMA scorecard, the Department of Labor remains near the top
of all Cabinet Departments with four Green status scores on the five
government-wide President's Management Agenda components along with five
Green progress scores. DOL also maintained a Yellow status
and Green progress score for its implementation of the
Faith-based and Community initiative.
|
Current Status |
Progress |
Human Capital |
Green
|
Green
|
Competitive Sourcing |
Yellow
|
Green
|
Financial Performance |
Green
|
Green
|
E-Government |
Green
|
Green
|
Budget & Performance Integration |
Green
|
Green
|
On December 14, 2004, the Department received two President's Quality
Awards in the Strategic Management of Human Capital and Budget and
Performance Integration the highest recognition by the Federal
Government for managerial excellence. However, we recognize our work on PMA
implementation is far from over. We must still remain steady on the five
government-wide PMA components improving in implementation where we can.
DOL has just begun to tackle the just-launched Federal Real Property Asset
Management initiative, which was designed to apply management to
underused and unneeded Federal real property. Further, DOL is also one of 15
Federal agencies responsible for implementing the Eliminating Improper
Payments Program initiative that was just launched in August 2004. The
initiative will combat the estimated $45 billion in annual improper payments
government-wide.
In preparation for the FY 2006 budget, seven Department of Labor
programs were evaluated using the Program Assessment Rating Tool (PART).
Additionally, two programs were re-evaluated. The outcomes of these evaluations
underline DOL's efforts to produce results for American employees and
employers. Of these nine programs, five were rated as Adequate and four were
rated as Moderately Effective. These include two programs previously rated as
Results Not Demonstrated: Employee Benefits and Security Administration and the
Office of Federal Contractor Compliance Programs.
Programs Rated as Moderately Effective for FY 2006 Budget
- Employee Benefits and Security Administration
- Job Corps
- Pension Benefit Guaranty Corporation
- Foreign Labor Certification H-1B Program
Programs Rated as Adequate for FY 2006 Budget
- Bureau of Indian and Native American Affairs
- Bureau of International Labor Affairs
- Employment Service
- Foreign Labor Certification Permanent Program
- Office of Federal Contractor Compliance Programs
The 21 DOL programs that have been evaluated from FY 2004 FY 2006
through the PART process represent roughly half of its programs, with the
remaining programs scheduled for evaluation in the next two budget cycles. The
positive impact of PART on DOL management is evident in many ways, especially
in program planning and internal evaluation. Together with the President's
Management Agenda, the PART has created an incentive for a more transparent
government. To cite one example, in response to PART recommendations each DOL
program evaluated with the PART from FY 2004 FY 2006 will now publicly
report its performance in terms of efficiency. This will allow citizens to
better understand the costs associated with a better prepared and more
competitive workforce, a secure workforce, and quality workplaces.
DOL PART RATINGS AND RANKINGS*
|
Program |
FY 2004 Rating |
FY 2005 Rating |
FY 2006 Rating |
BLS |
Moderately Effective |
Effective |
|
ESA/FECA |
Moderately Effective |
|
|
OSHA |
Adequate |
|
|
EBSA |
Results Not Demonstrated |
|
Moderately Effective |
ETA/Trade Adjustment Act |
Results Not Demonstrated |
Ineffective |
|
ESA/OFCCP |
Results Not Demonstrated |
|
Adequate |
ETA/Dislocated Workers |
Results Not Demonstrated |
Adequate |
|
ETA/Youth Activities |
Results Not Demonstrated |
Ineffective |
|
ETA/Older Americans |
Results Not Demonstrated |
Ineffective |
|
ESA/Black Lung |
|
Moderately Effective |
|
ETA/UI Administrative Grants |
|
Moderately Effective |
|
MSHA |
|
Adequate |
|
ETA/Migrant & Seasonal Farmworkers |
|
Ineffective |
|
ESA/WHD Davis-Bacon Act |
|
Results Not Demonstrated |
|
ETA/Job Corps |
|
|
Moderately Effective |
ETA/Native Americans Program |
|
|
Adequate |
ETA/Employment Service |
|
|
Adequate |
ETA/Foreign Labor Certification (H-1B) |
|
|
Moderately Effective |
ETA/Foreign Labor Certification (PERM) |
|
|
Adequate |
PBGC |
|
|
Moderately Effective |
ILAB |
|
|
Adequate |
*Programs do not undergo a PART review each year; some programs receive
a follow-up PART if additional information is considered significant.
Agency Efficiency Measures
As of June 14, 2004 Efficiency Measures have been substantially
developed for all programs and have been included in agency budget submissions,
per the requirements of the President's Management Agenda. The Department will
continuously improve overall program effectiveness and efficient use of
taxpayer dollars through the use of performance measurement.
Strategic Goal 1 A Prepared
Workforce: Enhance opportunities for America 's workforce
Outcome Goal 1.1 Increase
employment, earnings and retention
Performance Goal DOL-04-1.1A: Increase employment,
retention and earnings of individuals registered under the Workforce Investment
Act Adult Program (ETA) |
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: 74% (PY 2003)
Target: Entered Employment: 75%
- Retention: Percent of those employed in the first quarter after
program exit still employed in the third quarter after program exit
Baseline: 85% (PY 2003)
Target: Retention: 85%
- Earnings Gain: Average earnings change for those who are
employed in the first quarter after program exit and still employed in the
third quarter after program exit
Baseline: $3,260
Target: Earnings Gain: $3,300
- Average cost per participant
Baseline: NA
Target: $2,192 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
DOL-04 -1.1B: Improve the outcomes for job searchers and
employers who receive public labor exchange services (ETA) |
Indicators:
- Entered Employment: Percent of job seekers registered with the
public labor exchange who enter employment with a new employer by the end of
the second quarter following registration.
Baseline: 61% (PY 2003 )
Target: 58%
- Retention: Percent of job seekers who will continue to be
employed two quarters after initial entry into employment with a new employer.
Baseline: 80% (PY 2003 )
Target: 72%
- Average Cost Per Participant
Baseline: NA
Target: $52 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
DOL-04-1.1C: Increase the employment, retention, and
earnings replacement of individuals registered under the Workforce Investment
Act Dislocated Worker Program (ETA) 2 |
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: 82% (PY 2003)
Target: 82%
- Retention: Percent of those employed in the first quarter after
program exit still employed in the third quarter after program exit
Baseline: 90% (PY 2003)
Target: 91%
- Earnings Replacement: The average earnings replacement rate for
those who are employed in the first quarter after program exit and still
employed in the third quarter after program exit
Baseline: 91% (PY 2003)
Target: 91%
- Average cost per participant
Baseline: NA
Target: $3,195 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-04-1.1D: Improve the employment
outcomes for veterans who receive public labor exchange services and veterans'
program services (VETS) |
Indicator: Veterans: Percent of Veteran job
seekers employed in the first or second quarter following registration.
Baseline: 58% (PY 2003)
Target: 58% |
Indicator: Veterans: Percent of Veteran job
seekers still employed two quarters after initial entry into employment with a
new employer.
Baseline: 79% (PY 2003)*
Target: 80% |
Indicator: Disabled veterans: Percent of Disabled
Veteran job seekers employed in the first or second quarter following
registration.
Baseline: 53% (PY 2003)
Target: 54% |
Indicator: Disabled veterans: Percent of Disabled
Veteran job seekers still employed two quarters after initial entry into
employment with a new employer.
Baseline: 77% (PY 2003)*
Target: 78% |
Indicator: Homeless veterans (subpopulation):
Entered employment rate for homeless veterans participating in the Homeless
Veterans' Reintegration Program (HVRP)
Baseline: 61% (PY 2003)
Target: 60% |
Indicator: Homeless veterans: Employment
retention rate after 6 months for homeless veteran HVRP participants.
Baseline: TBD (PY 2004)**
Target: N/A |
*PY 2003 results include only the first two quarters of retention
data reported under the UI wage record based reporting system.
**Baseline to be established on the basis of reported results for
PY 2004.
Efficiency Measures are under development for all other programs.
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.1A: Strengthen the registered
apprenticeship program to meet the training needs of business and workers in
the 21st century (ETA) |
Apprenticeship is moving to adopt measures consistent with the
common measures, but using the Apprenticeship reporting system and not UI
records at this time.
Indicators:
- Retention: Percent of those employed in the quarter after
registration still employed nine months later
Baseline: To be established in FY
2005 Target: TBD
- Earnings Increase: The average wage gain for tracked entrants*
employed in the first quarter after registration and still employed nine months
later
Baseline: To be established in FY
2005 Target: TBD
- Efficiency: Average cost per registered apprentice
Baseline: To be established in FY
2005 Target: $103**
* Twenty-three states are federally-registered apprenticeship
programs and enter data on individuals into the Registered Apprenticeship
Information System (RAIS). A group of "tracked entrants" is defined as the
cohort of apprentices registered and entered into RAIS during a given reporting
period.
** This is an estimate which may be revised using FY 2005 baseline
data. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.1B: Provide national
leadership to increase access and employment opportunities for youth and adults
with disabilities receiving employment, training, and employment support
services by developing and testing, and disseminating effective practices
(ODEP) |
Indicators:
- Increase by 5 percent the number of people with disabilities
served through ODEP projects.
- Increase by 5 percent the entered employment rate at pilot
sites.
- Increase by 10 percent the 3-month and 6-month retention rates
for people with disabilities served by the pilots.
- Increase by 10 percent effective practices identified at pilot
sites and through other research-related initiatives.
Baseline: Baseline data source
will be program data from pilot projects and other research initiatives,
external independent evaluation, and (with BLS) new data from Current
Population Survey. Baseline data will be available at the close of FY 2004.
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Outcome Goal 1.2 Increase opportunities
for youth employment
Performance Goal DOL-04-1.2A: Increase placements and
educational attainments for youth served through the WIA youth program * (ETA)
|
Indicators:
- Placement: Percent of 19-21 year-old youth employed in the
first quarter after exit
Baseline: 71% (PY 2003)
Target: 68%
- Diploma or Equivalent Attainment Rate: Percent of 14-18
year-old youth who enter the program without a diploma or equivalent who attain
a secondary school diploma or equivalent by the first quarter after exit
Baseline: 63% (PY 2003)
Target: 53
- Retention: Percent of 19-21 year-old youth employed in the
first quarter after exit still employed in the third quarter after program exit
Baseline: 81% (PY 2003 )
Target: 79%
- Average Cost per Participant
Baseline: NA
Target: $2,663 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-04-1.2B: Improve educational
achievements of Job Corps students, and increase participation of Job Corps
graduates in employment and education * (ETA) |
Indicators:
- Entered Employment, Training, Education Rate: Percent of Job
Corps graduates (within 1 year of program exit) and former enrollees (within 90
days of program exit) who enter employment or enroll in post-secondary
education or advanced/occupational skills training
Baseline: TBD
Target: 85%
- Diploma or Equivalent Attainment Rate: Percent of students
earning a high school diploma, GED or certificate while enrolled in a Job Corps
program
Baseline: TBD
Target: 64%
- Literacy and Numeracy: Percent of students who achieve literacy
or numeracy gains of one Adult Basic Education (ABE) level (one ABE level is
approximately equivalent to two grade levels)
Baseline: TBD
Target: 45%
- Efficiency: Average cost per participant
Baseline: TBD
Target: $22,503 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.3A: Improve information
available to decision-makers on labor market conditions, and price and
productivity changes (BLS) |
Performance Measures
|
Performance Targets |
Improve information available to decision-makers on labor
market conditions, and price and productivity changes |
|
|
|
|
'03 |
'04 |
'05 |
Improve relevancy |
|
|
|
Improve data relevance by reflecting changes in the economy, as
measured by the number of series (e.g., Current Employment Statistics,
Employment Cost Index, etc.) converted to the North American Industry
Classification System (12 series in total) [2002 baseline = 1 series] |
4 |
8 |
9 |
Improve accuracy |
|
|
|
Coverage: |
|
|
|
Improve coverage by increasing the percent of domestic output of
in-scope services included in the Producer Price Index (PPI) [1997 baseline =
38.8%] |
54.0% |
59.2% |
75.7% |
Improve coverage by increasing the percent of in-scope industries
in the labor productivity measures [2000 baseline = 52.9%]1 |
60.9% |
58.0% |
58.3% |
Enhance information technology |
|
|
|
Lessen the likelihood of major systems failures that could affect
the PPI's ability to release data on time, as measured by the percent of the
components of the new repricing system completed [2002 baseline = 2%] |
10% |
17% |
40% |
Enhance efficiency and effectiveness |
|
|
|
Cost per transaction of the Internet Data Collection Facility
(2004 baseline = $6.13) |
|
$6.13 |
$3.32 |
Raise customer satisfaction with BLS products and services (e.g.,
the American Customer Satisfaction Index) [2001 baseline =
74%]2 |
74% |
82% |
75% |
Deliver economic data on time (Percent of scheduled releases
issued on time.) [2000 baseline = 99%] |
100% |
96% |
100% |
Percent of accuracy measures met (e.g., revision, response rates,
etc.) [2000 baseline = 94%]3 |
98% |
83% |
100% |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
1In 2004, the percent of industries covered declined due to
changes in industry definitions as a result of the conversion to NAICS.
2In 2004, the BLS measured users' satisfaction with the
Occupational Outlook Handbook website. 3Beginning in
2005, response rates are no longer reflected in this aggregate measure.
Goal 2 A Secure Workforce:
Promote the economic security of workers and families
Outcome Goal 2.1 Increase
compliance with worker protection laws
Performance Goal DOL-05-2.1A: American workplaces legally
employ and compensate workers (ESA) |
Indicators: Covered American workplaces legally,
fairly, and safely employ and compensate their workers by:
- Ensuring customer service: Ensure continued customer
service by decreasing the average number of days to conclude a violation
complaint.
Baseline: FY 2004 189 days
Target: 187 days
- Reduce employer recidivism: Increase the percent of
prior violators who achieved and maintained Fair Labor Standards Act (FLSA)
compliance following a full FLSA investigation.
Baseline FY 2004: 71%
Target: 72%
- Increase compliance in industries with chronic
violations: Increase the percent of low-wage workers across identified
low-wage industries paid and employed in compliance with FLSA and MSPA.
Establish baseline FY 2005
Target: TBD
- Ensuring timely and accurate prevailing wage
determinations: Increase the number of wage determination data submission
forms processed per 1,000 hours.
Baseline FY 2004: 1,491
Target: 1,506
- Issue 81 percent of all survey-based DBA wage determinations
issued within 60 days of the receipt of the underlying survey data.
Baseline FY 2002: 100%
Target: 81% |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal 2.1B: Ensure union financial integrity,
democracy, and transparency (ESA) |
Indicators:
- Union financial integrity: Percent of unions with fraud
Baseline FY 2004: 9%
Target: 7.5% (to be measured in FY 2006)
- Union financial integrity: Union dollars protected per FTE*
Baseline: TBD in FY 2005
- Union transparency. Percent of union reports meeting OLMS
standards of acceptability for public disclosure. New baseline will be
established in FY 2006.
Baseline: TBD
Target: TBD |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Outcome Goal 2.2 Protect worker
benefits
Performance Goal DOL-05-2.2A: Make timely and accurate
benefit payments to unemployed workers, and facilitate their reemployment (ETA)
|
Indicators:
- Payment Timeliness: Percent of intrastate first payments made
within 21 days
Baseline: FY 2001: 89.1%
Target: 89.9%
- Detect Overpayments: Percent of the amount of estimated
overpayments that States can detect and recover established for recovery
Baseline: FY 2002: 57.9%
Target: 59.5%
- Establish Tax Accounts Promptly: Percent of new employer
liability determinations made within 90 days of the end of the first quarter in
which liability occurred.
Baseline: FY 2002: 79.1%
Target: 82.4% |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-2.2B: Minimize the impact of work
related injuries (ESA) |
Indicators:
- For FECA cases of the United States Postal Service, achieve a
lost production days rate (LPD per 100 employees) of 148 days.
Baseline FY 2003: 147.6 days
Target: 148 days
- For FECA cases of All Other Government Agencies, achieve a lost
production days rate (LPD per 100 employees) of 61 days.
Baseline FY 2003: 56 days
Target: 61 days
- Through use of the Periodic Roll Management, produce $17
million in savings in the FECA program.
Baseline: NA
Target: +17m $
- The trend in the indexed cost per case of FECA cases receiving
medical treatment will remain below the comparable measure for nationwide
health care costs.
Baseline: Milliman
U.S.A. Health Costs Index Target: Remain below U.S. trend
- Achieve targets for five communications performance areas.
Target: Meet 60% of the following
targets: Use of FECA program electronic services 2.58 million
contacts Average Caller wait times 3.1 minutes Average time to
return calls 2.7 days Calls resolved on the first try 64%
Calls handled according to program quality standards 92%
- Reduce by 14 percent over the FY 2002-established baseline the
average time required (calendar days) to resolve disputed issues in Longshore
and Harbor Worker's Compensation Program contested cases
Baseline FY 2003: 285 calendar
days Target: 245 calendar days
- Increase to 76.5 percent the number of Black Lung benefit
claims for which following an eligibility decision by the district director,
there are no requests for further action from any party pending one year after
receipt of the claim.
Baseline FY 2001: 66.5%
Target: 76.5%
- Increase to 80 percent the number of Initial Claims for
benefits in the Part B Energy Program that are processed within standard
timeframes.
Baseline: 75%
Target: 80%
- Increase to 80 percent the number of Final Decisions in the
Part B Energy Program that are processed within standard timeframes.
Baseline: 75%
Target: 80%
Pay compensation benefits to 1200 claimants under Part E by the
end of the Fiscal Year |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-2.2C: Secure pension, health and
welfare benefits (EBSA) |
Indicator: Enhance Pension and Health Benefits
Security
Enforcement: Achieve a 66% ratio of closed civil cases
with corrected violations to civil cases closed
Baseline FY 2002: 50%
Target: 66%
Achieve a 37.7% ratio of criminal cases referred for prosecution
to total criminal cases
Baseline FY 2002: 25%
Target: 37.7%
Participant Assistance: Achieve a Customer Satisfaction
Index of 63, or comparable measurement, for Participants and Beneficiaries who
have contacted EBSA for assistance
Baseline: FY 2003: 59
Target:63
Achieve 8,340 additional applications to its Voluntary Compliance
programs
Baseline: (FY 2001-2003 average)
7,564 Target: 8,340 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-2.2D: Improve service to pension
plan customers (PBGC) |
Indicators:
- Pension Practitioner Service: Achieve a Customer
Satisfaction score of 72 for practitioner callers in FY 2005
Baseline FY 2002: 69
Target: 72
- Participant Service: Achieve a Customer Satisfaction
score of 78 for responding to trusteed plan participants' inquires in FY 2005
Baseline FY 2001: 73
Target: 78 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Goal 3 Quality Workplaces: Foster
Quality Workplaces that are safe, healthy and fair
Outcome Goal 3.1 Reduce workplace
injuries, illnesses, and fatalities
Performance Goal DOL-05-3.1A: Reduce work-related
fatalities (OSHA/MSHA) |
Indicator: Reduce the rate of workplace
fatalities by 6 percent in from baseline (for sectors covered by the
Occupational Safety and Health Act) (OSHA)
Baseline: 1.62 fatalities per
100,000 workers (FY2000-2002 average) Target: 1.52
fatalities per 100,000 workers (FY 2003-2005 average) |
Indicator: Reduce the mine industry fatal injury
incidence rate by 15 percent from the baseline by the end of FY 2008. (MSHA )
Baseline FY 2003: .0229 fatalities
per 200,000 hours worked Target: .0215 fatalities per
200,000 hours worked |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-3.1B: Reduce work-related injuries
and illnesses (OSHA/MSHA) |
Indicator: FY 2005: Reduce the rate of workplace
injuries and illness by 8 percent from baseline. (OSHA)
Baseline: CY 2002 rate of 1.6 days
away from work cases per 100 workers (CY 2002). Target:
1.5 days away from work cases per 100 workers (CY 2005) |
Indicator: Reduce the mine industry all-injury
incidence rate by 50 percent from the baseline by the end of FY 2008. (MSHA)
Baseline FY 2000: 5.07|
Target: 3.48
In the mine industry, improve miner health by implementing the
following Indicators:
Indicators:
- Reduce respirable coal dust samples exceeding applicable
standards by 5% for designated occupations;
- Establish a new baseline for silica dust. A C/E ratio of .50
will be used as a new sampling benchmark where C = dust concentration result
and E = the enforceable level (from which future sampling performance will be
targeted for improvement)
- Establish a new baseline for noise in metal and non-metal
mines. A C/E ratio of .50 will be used as a new sampling benchmark where C =
noise concentration result and E = the enforceable level (from which future
sampling performance will be targeted for improvement)
- Establish a new baseline for noise in coal mines. The new
baseline will utilize a new methodology involving improved sampling, compliance
assistance, and enforcement which will ensure miners are evaluated at coal
mines to determine if they are being exposed to excessive levels of noise.
Baseline (FY 2003/2004) Coal dust:
10.7 Target Coal dust: 10.1
Baselines: Silica dust: TBD
Noise (metal/non-metal): TBD Noise (coal): TBD
Baselines and targets are under revision because FY 2003 and
FY2004 results greatly exceeded performance targets (previous targets were not
challenging based in large part on the sampling approach utilized). As a
result, MSHA is restructuring its health goal and sampling approach to better
protect miner health. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Outcome Goal 3.2 Foster equal opportunity
workplaces
Performance Goal DOL-05-3.2A: Federal contractors achieve
equal opportunity workplaces (ESA) |
Indicator: Reduce the incidence of discrimination
among Federal contractors.
Baseline FY 2001: 12.5%
Target: 7%*
Targets are under review. |
Indicator: Increase compliance among Federal
contractors in all other aspects of equal opportunity workplace standards.
Baseline FY 2001: 57%
Target: 62%*
* Targets are under review. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-3.2B: Reduce employer-employee
employment issues originating from service members' military obligations
conflicting with their civilian employment (VETS)
|
Indicators:
- Percent of USERRA cases resolved within 90 days after filing
Baseline: 84% (FY 2004)
Target: 85%
- Percent of USERRA cases resolved within 120 days after filing
Baseline: 91% (FY 2004)
Target: 90%
- Percent of USERRA cases resolved within one year after filing
Baseline: 99% (FY 2004)
Target: 98% |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Outcome Goal 3.3 Reduce exploitation of
child labor, protect the basic rights of workers, and strengthen labor markets
Performance Goal DOL-05-3.3A: Contribute to the
Elimination of the Worst Forms of Child Labor Internationally
(ILAB)2 |
Indicators:
- Number of children prevented or withdrawn from exploitive child
labor and provided education/training opportunities as a result of DOL-funded
IPEC projects.
Baseline: 243,322
Target (FY 05): 116,000
- Number of countries with increased capacity to address child
labor as a result of DOL-funded IPEC projects.
Baseline: 26 Target (FY
05): 20
- Number of target children enrolled in education programs as a
result of DOL-funded Education Initiative projects.
Baseline: 42,000 Target
(FY 05): 50,000
- Percentage of children persisting in educational programs as a
result of DOL-funded Education Initiative projects.
Baseline: 40% Target
(FY 05): 65%
- Percentage of children completing educational programs as a
result of DOL-funded Education Initiative projects
Baseline: 40% Target
(FY 05): 50%
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-3.3B: Improve living standards and
conditions of work internationally (ILAB)2 |
Indicators:
- Percentage of USDOL project beneficiaries who consider a
USDOL-funded project to have improved their conditions of work
Baseline: 62%
Target: 83%
- Increased compliance with national labor laws.
Baseline: To be established in FY
05/06 Target: Estimated 10% increase in compliance above
baseline
- Percentage of targeted individuals whose economic situation has
benefited from USDOL project assistance
Baseline: 39 percent
Target (FY 05): 43 percent
- Reduced HIV/AIDS risk behaviors among targeted workers
Baseline: To be established by FY
02/05 Target: 10% reduction in risk behavior
- Reduced level of employment related discrimination against
persons living with HIV/AIDS
Baseline: To be established by FY
02/05 Target:10% reduction in employment-related
discrimination |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Goal 4 A Competitive Workforce:
Maintain competitiveness in the 21st Century economy
ETA Activities in Support of Outcome Goal 4.1
|
In Program Year 2006, many of ETA's programs are shifted to Goal
4. However, in PY 2004, ETA is undertaking several activities that directly
support Goal 4, and while these activities are not Departmental goals, progress
in these areas may be included in the FY 2005 Annual Performance and
Accountability Report (APAR). Some of these activities are not line items in
the budget but reflect DOL's commitment and progress in developing a
competitive workforce, even as the larger programs transition into this goal in
2006. Some the activities that may be included in the narrative section of the
FY 2005 APAR include:
- Workforce Information System
- Local Employment Dynamic Program
- Hispanic and Asian-American Initiatives
- H-1B Technical Skills Training Grant Program
- Employment Retention and Advancement Project
- High Growth Job Training Initiative
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
DOL-04 -4.1A: Build a demand-driven workforce system by
increasing accessibility to workforce information (ETA) 2
|
Indicators:
- Number of job openings listed with the public labor exchange
(with both State Workforce Agencies and America 's Job Bank)
Baseline: 12.5 million (PY 2003
)
Target: 12,994,000
- Number of job searches conducted by job seekers in America 's
Job Bank
Baseline: 169 million (PY 2003)
Target: 170,788,000
- Number of resume searches conducted by employers in America 's
Job Bank
Baseline: 8 million (PY 2003)
Target: 8,090,000 |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-0-4.1B: Increase the employment,
retention and earnings replacement of workers dislocated in important part
because of trade who receive trade adjustment assistance benefits
(ETA)2 |
Indicators*:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: 65% (FY 2001)
Target: 70%
- Retention: Percent of participants employed in first quarter
after exit who are still employed in the third quarter after exit
Baseline: 90% (FY 2001)
Target: 89%
- Earnings replacement: Average percent of pre-separation
earnings for those employed in the third quarter after program exit
Baseline: 85% (FY 2001)
Target: 80%
- Efficiency: The average cost per training participant in FY
2005 (including training services, job search and relocation allowances, and
income support)
Baseline: NA Target:
$16,000
* Entered employment, retention, and earnings replacement reflect
current measurement and not the common measures definition. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-4.1A: Address
worker shortages through the Foreign Labor Certification
Program (ETA) |
Indicators:
- Percent of H-1B applications processed within seven days of the
filing date for which no prevailing wage issues are identified
Baseline: 99%
Target: 100%
- Percent of employer applications for labor certification under
the streamlined system that are resolved within six months of filing
Baseline: Collect baseline data in
FY 2005 Target: Set target in FY 2006
- The average cost for processing a new PERM application
Baseline: Collect baseline data in
FY 2005 Target: Set target in FY 2006
- Percent of the H-2B applications processed within 60 days of
receipt
Baseline: 70% Target:
90% |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Outcome Goal 4.2 Promote job flexibility
and minimize regulatory burden
Performance Goal DOL-05-4.2A: Maximize regulatory
flexibility and benefits and promote flexible workplace programs (ASP)
|
Indicator: Wage and hour, worker safety, pension
and health care regulations, to the greatest extent practicable, are
performance-based and provide maximum flexibility to employers in developing a
compliance approach.
- FY 2005: Develop plan to review significant regulations for
maximum flexibility
- FY 2006: Review identified significant regulations and develop
revisions
Target: Initiate rulemaking for
revisions as appropriate
Indicator: New and current regulations maximize
net benefits. Regulations that impose greater societal costs than benefits are
revised or eliminated, consistent with applicable governing statutes.
- FY 2005: Establish criteria and timeline for review (DOL
Agencies)
- FY 2006: Regulations identified for revision; revisions for
withdrawals as appropriate
Target: Initiate rulemaking as
appropriate
Indicator: DOL ensures compliance with its
regulations in the most cost-effective manner. Non-cost-effective practices are
modified or eliminated, consistent with governing statutes. (DOL Agencies)
- FY 2005: Baseline unit cost. Develop plan to identify practices
that are not cost-effective
- FY 2006: Develop plan to reduce unit cost per enforcement
action. Initiate changes to non-cost effective practices
Target: Reduce unit cost per
enforcement action by X%
Indicator: Best practices for, and models of,
flexible workplace practices are identified and publicized
Baseline FY 2004: Develop best
practices studies Target: FY 2006: Best practices
disseminated
Indicator: Increase the percent of small
employers with access to health care benefit plans *
Baseline: CY 2004
Target: X%
* Consistent with and contingent upon the passage of Association
Health Plan legislation now pending before Congress. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
This Appendix shows the Department of Labor Program Year 2005 goals.
These goals cover the period from July 1, 2005 June 30, 2006, and will
be reported in the FY 2006 Annual Performance and Accountability Report.
Performance Goal DOL-05-1.1A: Increase employment,
retention and earnings of individuals registered under the Workforce Investment
Act Adult Program (ETA) |
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: 76% (PY 2003)
Target: Entered Employment: 76%
- Retention: Percent of those employed in the first quarter
after program exit still employed in the third quarter after program exit
Baseline: 86% (PY 2003)
Target: Retention: 86%
- Earnings Gain: Average earnings change for those who are
employed in the first quarter after program exit and still employed in the
third quarter after program exit
Baseline: $3,260 (PY 2003)
Target: Earnings Gain: $3,400
- Average cost per participant
Baseline:
Target: $2,064
Note: while targets have been established for prior measures, PY
2005 is also the baseline year for the common measures. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.1B: Improve the outcomes for job
searchers and employers who receive public labor exchange services (ETA)
|
Indicators:
- Entered Employment: Percent of job seekers registered with the
public labor exchange who enter employment with a new employer by the end of
the second quarter following registration
Baseline: 61% (PY 2003)
Target: 61%
- Retention: Percent of job seekers who will continue to be
employed two quarters after initial entry into employment with a new employer
Baseline: 80% (PY 2003)
Target: 78%
- Average cost per participant
Target: $46
Note: while targets have been established for prior measures, PY
2005 is also the baseline year for the common measures. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.1C: Increase the employment,
retention, and earnings replacement of individuals registered under the
Workforce Investment Act Dislocated Worker Program
(ETA)2 |
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
Baseline: TBD
Target: 83%
- Retention: Percent of those employed in the first quarter after
program exit still employed in the third quarter after program exit
Baseline: TBD
Target: 92%
- Earnings Replacement: The average earnings replacement rate for
those who are employed in the first quarter after program exit and still
employed in the third quarter after program exit
Baseline: TBD
Target: 92%
- Average cost per participant
Target: $1,867
Note: while targets have been established for prior measures, PY
2005 is also the baseline year for the common measures. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.1D: Improve the employment
outcomes for veterans who receive One Stop Career Center services and veterans'
program services (VETS) |
Indicators:
- Veterans: Percent of Veteran job seekers employed in the first
or second quarter following registration
Baseline: 58% (PY 2003)
Target: 59%
- Veterans: Percent of Veteran job seekers still employed two
quarters after initial entry into employment with a new employer
Baseline: 79% (PY 2003)*
Target: 81%
- Disabled veterans: Percent of Disabled Veteran job seekers
employed in the first or second quarter following registration
Baseline: 53% (PY 2003)
Target: 55%
- Disabled veterans: Percent of Disabled Veteran job seekers
still employed two quarters after initial entry into employment with a new
employer
Baseline: 77% (PY 2003
estimate) Target: 79%
- Homeless veterans (subpopulation): Entered employment rate for
homeless veterans participating in the Homeless Veterans' Reintegration Program
(HVRP)
Baseline: 61% (PY 2003)
Target: 61%
- Homeless veterans: Employment retention rate after 6 months for
homeless veteran HVRP participants
Baseline: TBD (PY 2004)**
Target: TBD
- Homeless veterans: Cost per homeless veteran HVRP participant
Baseline: TBD (PY 2004)**
Target: TBD
*PY 2003 results include only the first two quarters of data
reported on retention.
** Baseline to be established on the basis of reported results for
PY 2004.
Efficiency Measures are under development for all other programs
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.2A: Increase placements and
educational attainments for youth served through the WIA youth program (ETA)
|
Indicators:
- Placement: Percent of 19-21 year-old youth employed in the
first quarter after exit
Target: 69%
- Diploma or Equivalent Attainment Rate: Percent of 14-18
year-old youth who enter the program without a diploma or equivalent who attain
a secondary school diploma or equivalent by the first quarter after exit
Target: 53%
- Retention: Percent of 19-21 year-old youth employed in the
first quarter after exit still employed in the third quarter after program exit
Target: 80%
- Efficiency: Average cost per participant
Baseline: TBD
Target: $2,996
Note: While targets have been established, PY 2005 is also the
baseline year for two of the youth common measures. |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
Performance Goal DOL-05-1.2B: Improve educational
achievements of Job Corps students, and increase participation of Job Corps
graduates in employment and education (ETA) |
Indicators:
- Entered Employment, Training, Education Rate: Percent of Job
Corps graduates (within 1 year of program exit) and former enrollees (within 90
days of program exit) who enter employment or enroll in post-secondary
education or advanced/occupational skills training.
Baseline: TBD
Target: 85%
- Diploma or Equivalent Attainment Rate: Percent of students
earning a high school diploma, GED or certificate while enrolled in a Job Corps
program.
Baseline: TBD
Target: 64%
- Literacy and Numeracy: Percent of students who achieve literacy
or numeracy gains of one Adult Basic Education (ABE) level (one ABE level is
approximately equivalent to two grade levels).
Baseline: TBD
Target: 45%
- Efficiency: Average cost per participant
Baseline: TBD
Target: $ 22,693 |
DOL Performance Goal DOL-05-4.1A: Build a
Demand Driven Workforce |
The Community College Initiative/Community Based Job Training
Grants will be funded for the first time in PY 2005, as authorized and
appropriated through the FY 2005 Omnibus Appropriations Act. ETA intends to
develop information collection systems to address the common measures below:
Indicators:
- Entered Employment: Percent of participants employed in the
first quarter after program exit
- Retention: Percent of participants employed in the first
quarter after program exit still employed in both the second and third quarters
after program exit
- Earnings Increase I: The earnings increase of individuals
employed between the period of one quarter prior to registration and the first
quarter after program exit
- Earnings Increase II: The earnings increase of individuals
employed between the first quarter after program exit and third quarter after
program exit
- Efficiency: Average cost per participant
- Capacity building: ETA may also develop a measure(s) of
capacity building to complement the common measures since the program includes
capacity building goals.
Targets: Since the grants will be
new in PY 2005, data for these indicators is not expected to be adequate for
establishing a baseline.
Baseline data will be collected in PY2006-PY2007
|
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
DOL-05-4.1B: Build a demand-driven workforce system by
increasing accessibility to workforce information (ETA) 2
|
Indicators:
- Number of job openings listed with the public labor exchange
(with both State Workforce Agencies and America's Job Bank)
Baseline: 12.5 million (PY 2003)
Target: Baseline will be reestablished
- Number of job searches conducted by job seekers in America's
Job Bank
Baseline: 169 million (PY 2003)
Target: Baseline will be reestablished
- Number of resume searches conducted by employers in America's
Job Bank
Baseline: 8 million (PY 2003)
Target: Baseline will be reestablished
- Number of page views on America 's Career Infonet
Target: Baseline to be
established |
Goals with changes in the wording or targets are
identified by the endnote 1. New goals are identified by the endnote
2.
|