U.S. DEPARTMENT OF LABOR

FY 2014 ANNUAL PERFORMANCE REPORT

TABLE OF CONTENTS

Overview............................................................................................................................. 1

Agencies and Programs....................................................................................................... 6

Employment and Training .............................................................................................. 6

Employment and Training Administration (ETA)...................................................... 6

Veterans Employment and Training Service (VETS) ................................................ 6

Worker Protection........................................................................................................... 7

Office of Federal Contractor Compliance Programs (OFCCP).................................. 7

Occupational Safety and Health Administration (OSHA).......................................... 7

Wage and Hour Division (WHD) ............................................................................... 7

Employee Benefits Security Administration (EBSA)................................................. 8

Mine Safety and Health Administration (MSHA)...................................................... 8

Office of Labor-Management Standards (OLMS)...................................................... 8

Policy .............................................................................................................................. 9

Women's Bureau (WB)............................................................................................... 9

Office of Disability Employment Policy (ODEP) ...................................................... 9

Bureau of International Labor Affairs (ILAB) ........................................................... 9

Benefits......................................................................................................................... 10

Office of Workers Compensation Programs (OWCP) ............................................. 10

Federal-State Unemployment Insurance (UI) System (administered by ETA)........ 11

Statistics........................................................................................................................ 11

Bureau of Labor Statistics (BLS).............................................................................. 11

Priority Goals.................................................................................................................... 12

Strategic Review ............................................................................................................... 13

Strategic Goal 1 - Prepare workers for better jobs............................................................ 23

Strategic Objective 1.1 - Advance employment opportunities for US workers in 21st 

century demand sectors and occupations using proven training models through 

increased employer engagement and partnerships........................................................ 23

Strategic Objective 1.2 - Provide marketable skills and knowledge to increase workers’ 

incomes and help them overcome barriers to the middle class through partnerships 

among business, education, labor, community organizations and the workforce system

....................................................................................................................................... 31

Strategic Objective 1.3 - Advance workers’ rights, acceptable work conditions, and 

livelihoods, particularly for the world’s vulnerable populations.................................. 38

Strategic Goal 2 - Improve workplace safety and health.................................................. 41

Strategic Objective 2.1 - Secure safe and healthy workplaces, particularly in high-risk 

industries....................................................................................................................... 41
Strategic Goal 3 - Promote fair and high-quality work environments.............................. 48

Strategic Objective 3.1 - Break down barriers to fair and diverse workplaces and 

narrow wage and income inequality ............................................................................. 48

Strategic Objective 3.2 - Protect workers’ rights.......................................................... 54

Strategic Objective 3.3 - Secure wages and overtime................................................... 63

Strategic Goal 4 - Secure retirement, health, and other employee benefits and, for those 

not working, provide income security .............................................................................. 68

Strategic Objective 4.1 - Provide income support when work is impossible or 

unavailable and facilitate return to work ...................................................................... 68

Strategic Objective 4.2 - Improve health benefits and retirement security for all 

workers.......................................................................................................................... 79

Strategic Goal 5 - Produce timely and accurate data on the economic conditions of 

workers and their families................................................................................................. 82

Strategic Objective 5.1 - Provide sound and impartial information on labor market 

activity, working conditions, and price changes in the economy for decision making, 

including support for the formulation of economic and social policy affecting virtually 

all Americans. ............................................................................................................... 82

Measures Discontinued in FY 2016.................................................................................. 84

Acronyms.......................................................................................................................... 85

Internet Links.................................................................................................................... 86

This report, as well as the FY 2014 Agency Financial Report and the FY 2014 Summary of 

Performance and Financial Information, can be found at http://www.dol.gov/dol/aboutdol/.

If you have questions or comments regarding this report, contact:

Performance Management Center

U.S. Department of Labor

200 Constitution Avenue, NW, Room S-3317

Washington, DC 20210

202-693-7120

All references to non-governmental companies or organizations, their services, products or 

resources in this report are offered for informational purposes and should not be construed as an 

endorsement by the Department of Labor of any of the companies or organizations, or their 

services, products or resources. The Department of Labor does not endorse, takes no 

responsibility for, and exercises no control over non-governmental organizations’ Web sites 

mentioned in this report, or their views or contents; nor does it vouch for the accuracy of the 

information contained on other organizations’ Web sites.
Overview

Overview

Mission: To foster, promote, and develop the welfare of the wage earners, job seekers, and 

retirees of the United States; improve working conditions; advance opportunities for profitable 

employment; and assure work-related benefits and rights.

Agencies that directly support Departmental goals and objectives in this report are grouped by 

program type in the following table. The column on the right indicates, for each agency, which 

Strategic Objectives include performance measures in this report. Brief descriptions of each 

agency and the programs they administer, organized by program type, follow this Overview. 

United States Department of Labor – 1 – FY 2014 Annual Performance Report
Overview

Employment and Training

Employment and Training Administration (ETA) Strategic Objectives 1.1, 1.2, and 3.3

Veterans’ Employment and Training Service (VETS) Strategic Objective 1.1

Worker Protection

Office of Federal Contract Compliance Programs (OFCCP) Strategic Objective 3.1

Occupational Safety and Health Administration (OSHA) Strategic Objectives 2.1 and 3.2

Wage and Hour Division (WHD) Strategic Objectives 3.2 and 3.3

Employee Benefits Security Administration (EBSA) Strategic Objective 4.2

Mine Safety and Health Administration (MSHA) Strategic Objectives 2.1 and 3.2

Office of Labor-Management Standards (OLMS) Strategic Objective 3.2

Policy

Women’s Bureau (WB) Strategic Objective 3.1

Office of Disability Employment Policy (ODEP) Strategic Objective 3.1

Bureau of International Labor Affairs (ILAB) Strategic Objective 1.3

Benefits

Office of Workers’ Compensation Programs (OWCP) Strategic Objective 4.1

Federal-State Unemployment Insurance (UI) System

(administered by ETA) Strategic Objective 4.1

Statistics

Bureau of Labor Statistics (BLS) Strategic Objective 5.1

United States Department of Labor – 2 – FY 2014 Annual Performance Report
Overview

Performance Report Outline

This report explains how DOL manages programs to improve the lives of American workers. It 

also satisfies the requirement of the Government Performance and Results Modernization Act of 

2010 (GPRMA) to provide information on actual performance and progress in achieving goals 

identified in the Annual Performance Plan (APP). Measures and targets for FY 2014 were 

updated in the FY 2013 Annual Performance Report (APR), which was the Department’s FY 

2015 Annual Performance Plan. The FY 2014 APR serves as the FY 2016 APP, updates 

measures and targets for FY 2015, and establishes targets consistent with the FY 2016 

Congressional Budget Justification.

Some measures are dropped or changed between reports. To present the most current 

information, the APR provides complete information for the budget year measures only – in this 

case, those retained or added in FY 2016 – including actual performance for the five preceding 

years, if available, plus targets for the most recent year, the current year, and the budget year. 

Targets and results for measures dropped or changed are in the Measures Discontinued section.

The Strategic Goals sections present results and plans organized by the structure laid out in the 

DOL FY 2014-2018 Strategic Plan (see http://www.dol.gov/dol/aboutdol/). The plan includes 

five strategic goals (general outcomes clearly linked to the Department’s mission), ten strategic 

objectives that articulate more specific goals associated with one or more programs and DOL 

agencies, and 19 performance goals that outline agency contributions to the objectives.

Within each strategic objective section, narratives for each contributing agency explain the data, 

summarize the analyses, provide plans, and provide important context and details as needed to 

interpret the data and brief summary analyses that follow in tabular form. 

These performance goal summary tables list each applicable agency goal, its key indicators, and 

applicable targets, results, and status (whether or not results reach or exceed the target, indicated 

by Y or N). Where “baseline” appears in the target cell for new indicators, no data were 

available for establishing a numerical target. If results improve over the prior year but do not 

reach the target, “I” appears in the status cell. The last three columns identify what worked, what 

didn’t work, and plans to improve results.1

 

Management Issues

Quarterly Operating Plan Reviews

Budget uncertainties and cuts bring pressure to prioritize and to be more productive. To address 

this challenge and continually improve its programs, DOL uses results-based, data-driven 

management techniques. DOL constantly assesses whether efforts are successful, and why – and 

seeks ways of doing better.

1 Some measures are “contextual,” i.e., they are important for management purposes but not for judging Agency 

performance. Contextual measures do not have targets, but they may have projections, which are marked in the 

target cell as [p]. Status (Y, N, or I) does not apply.

United States Department of Labor – 3 – FY 2014 Annual Performance Report

 
Overview

Each DOL agency prepares an annual Operating Plan that details the strategies and resources it 

will apply to reach goals and objectives at all levels of the organization. These operating plans 

seek to balance quantity with quality, establish ambitious targets for continuous improvement of 

program performance, demonstrate prioritization of resource allocation, and identify evidence 

supporting our strategies. Departmental leaders review progress against those operating plans 

each quarter to monitor progress and hold agencies accountable for implementing the plans, 

achieving milestones, and making adjustments as needed. 

Agency heads and senior staff meet each quarter with the Deputy Secretary and the Performance 

Improvement Officer. Agencies’ submit narrative explanations and analysis of quarter and yearto-date data – prepared with Department staff assistance – for discussion at the meeting. 

Discussions focus on implications of the data for strategies (what’s working). Agencies usually 

leave the meeting with action items for the next quarter. 

The review process has focused Departmental leadership on strategic management of core 

functions through the use of program performance and budget data. Identification and discussion 

of key measures, annual and seasonal targets, and how budgets, workload and strategies affect 

results have helped communicate priorities and improve performance against benchmarks. 

Management Challenges

For 2014, the Office of the Inspector General (OIG) identified the following as the most serious 

management and performance challenges facing the Department:

• Protecting the Safety and Health of Workers

• Ensuring the Safety of Students and Staff at Job Corps Centers

• Helping Unemployed Adults, Youth and Veterans Obtain Skills, Training, and Services 

That Result in Training-Related Job Placements

• Protecting the Security of Retirement, Health, and Other Benefit Plans for Workers, 

Retirees, and Their Families

• Reducing Improper Payments

• Securing and Managing Information Systems 

Descriptions of each challenge, progress to date and what remains to be done are summarized in 

the FY 2014 Agency Financial Report (www.dol.gov/dol/aboutdol/).

Evaluations

The Chief Evaluation Office (CEO) in the Office of the Assistant Secretary for Policy works 

closely with agency staff to design, fund, and implement program evaluations. The results from 

evaluations inform policy, advance DOL's mission, and improve its performance-based 

management initiatives in support of GPRMA. For more information see

http://www.dol.gov/asp/evaluation/.

United States Department of Labor – 4 – FY 2014 Annual Performance Report
Overview

Data Completeness and Reliability

The FY 2014 Summary of Performance and Financial Information includes an assessment by the 

Secretary of the reliability and completeness of DOL performance data reported under the 

GPRMA. The Department satisfies this requirement with Agency Head-level attestations that 

the data do not contain significant limitations that can lead to inaccurate assessments of results.

United States Department of Labor – 5 – FY 2014 Annual Performance Report
Agencies and Programs

Agencies and Programs

Employment and Training

Employment and Training Administration (ETA)

The Employment and Training Administration provides employment assistance, labor market 

information, and job training through the administration of the following programs: programs 

authorized by the Workforce Investment and Opportunity Act of 2014 (WIOA) for adults, 

dislocated workers, youth (including Job Corps), and targeted populations; Trade Adjustment 

Assistance (TAA) authorized by the Trade Act of 1974, as amended; Employment Services 

authorized under the Wagner-Peyser Act; Foreign Labor Certification activities authorized by the 

Immigration and Nationality Act; the Senior Community Service Employment Program 

authorized by the Older Americans Act; Apprenticeship programs authorized by the National 

Apprenticeship Act; and Competitive Grants for Worker Training and Placement in High Growth 

and Emerging Industry Sectors authorized under the American Recovery and Reinvestment Act 

of 2009 (Recovery Act).

The public workforce system has a vital role to play in our knowledge-based economy, directly

contributing to our nation’s global competitiveness and economic productivity by providing 

lifelong learning opportunities and a broad array of services. The economy’s downturn posed 

substantial economic and workforce challenges to our nation, but the workforce system is 

responding to these challenges by becoming more flexible and innovative in order to get workers 

back to work quickly and support the workforce needs of employers in the recovering economy, 

particularly in high demand and emerging industry sectors. The workforce system provides 

critical services to a broad array of customers at all skill levels. These services include career 

counseling and case management and assessments that identify transferable skills. ETA and the 

workforce system are committed to continuous improvement and testing and rigorously 

evaluating new ideas and approaches.

Veterans’ Employment and Training Service (VETS)

The Veterans’ Employment and Training Service serves America’s veterans and transitioning 

service members by preparing veterans for meaningful careers, providing employment resources 

and expertise, and protecting veterans’ employment rights.

VETS helps veterans and transitioning service members obtain positive employment outcomes 

through the Jobs for Veterans State Grants (JVSG) program provided at American Job Centers 

and the Transition Assistance Program (TAP) DOL Employment Workshop at military 

installations. JVSG grants are provided to State Workforce Agencies (SWA) to support staff 

dedicated to serving veterans, especially those who require special assistance due to disabilities 

or other significant barriers to employment. VETS coordinates with the Department of Defense 

to provide workshops at military installations worldwide to prepare service members for 

transition to meaningful civilian employment. VETS also provides funding, through the 

United States Department of Labor – 6 – FY 2014 Annual Performance Report
Agencies and Programs

Homeless Veterans’ Reintegration Program (HVRP), to organizations that serve veterans 

experiencing homelessness.

VETS protects the employment and reemployment rights of veterans and members of the 

National Guard and Reserve forces under the provisions of the Uniformed Services Employment 

and Reemployment Rights Act (USERRA) in order that they can serve on active duty without 

harm to their employment status. VETS also assures that veterans who seek Federal 

employment obtain the preferences agencies are required to apply.

Worker Protection

Office of Federal Contractor Compliance Programs (OFCCP) 

The Office of Federal Contract Compliance Programs requires that employers doing business 

with the Federal Government comply with the laws and regulations requiring a fair and diverse 

workplace, free of discrimination and harassment. OFCCP also requires that Federal contractors 

meet contractual equal employment opportunity and affirmative action requirements.

Occupational Safety and Health Administration (OSHA)

The Occupational Safety and Health Administration was established by the Occupational Safety 

and Health Act of 1970 with the mission to assure, so far as possible, that every working man 

and woman in the American workplace has safe and healthful working conditions. OSHA 

ensures the safety and health of America's workers by setting and enforcing workplace safety and 

health standards; delivering effective enforcement; providing training, outreach, and education; 

and encouraging continual improvement in workplace safety and health. Through these efforts, 

OSHA aims to reduce the number of worker illnesses, injuries, and fatalities and contribute to 

the broader goals aimed at promoting economic recovery and the competitiveness of our nation's 

workers.

Wage and Hour Division (WHD)

The Wage and Hour Division is responsible for administering and enforcing a number of laws 

that establish the minimum standards for wages and working conditions in the United States.

These labor statutes provide basic protections for all workers and while they differ in scope, all 

of the statutes enforced by WHD are intended to protect and to promote the welfare of the 

nation’s workforce, to provide opportunities for advancement, and to promote fair compensation 

for work performed. The Fair Labor Standards Act (FLSA) minimum wage provisions and the 

prevailing wage laws provide a floor for the payment of fair wages, while the FLSA overtime 

provisions are intended to broaden work opportunities and promote employment. The Migrant 

and Seasonal Agricultural Worker Protection Act and the immigration programs establish 

working conditions intended both to protect the wages and the safety and health of vulnerable 

workers and to provide that the labor force is not displaced by lower-paid foreign or migrant 

labor. The prevailing wage programs provide protection to local middle class workers who may 

be disadvantaged by competition from outside labor who offer their services at wages lower than 

those in the locality. The Family and Medical Leave Act (FMLA) was enacted to help workers 

United States Department of Labor – 7 – FY 2014 Annual Performance Report
Agencies and Programs

balance family and work responsibilities, and the child labor provisions of the FLSA promote the 

safe employment of young workers, encourage their educational endeavors, and provide a path to 

future employment.

Employee Benefits Security Administration (EBSA)

In support of the Secretary’s vision, Promoting and Protecting Opportunity, EBSA has a single 

outcome goal of “improving health benefits and retirement security for all workers.” EBSA is 

charged with protecting more than 142 million workers, retirees and their families which are 

covered by nearly 677,000 private retirement plans, 2.4 million health plans, and similar 

numbers of other welfare benefit plans which together hold estimated assets of $8.5 trillion. 

The retirement and health care benefit security of workers, retirees and their families are 

significant factors in the public’s perception of their overall financial security. EBSA’s mission 

and programs are pivotal in providing benefit security to the public and increasing their 

confidence that their retirement, health and other benefits will be there when needed. EBSA’s 

mission is carried out in a very complex and evolving economic and regulatory environment 

where the public’s demands, needs and perceptions are influenced by many factors. In order to 

enhance benefit security and maintain the public confidence in our private sector based benefits 

system, EBSA administers an integrated program of regulation; compliance assistance and 

education; civil and criminal enforcement; and, research and analysis.

Mine Safety and Health Administration (MSHA)

MSHA protects the safety and health of the nation’s miners through enforcement of the Federal 

Mine Safety and Health Act of 1977 (Mine Act), as amended by the Mine Improvement and 

New Emergency Response Act of 2006 (MINER Act). The mission of MSHA is to prevent 

death, disease, and injury from mining and to promote safe and healthful workplaces for the 

nation’s miners through the enactment and enforcement of mandatory safety and health 

standards; mandated inspections, which require four complete inspections annually at active 

underground mines and two complete inspections annually at active surface mines; and miner 

training and compliance assistance to operators. 

Office of Labor-Management Standards (OLMS)

The Office of Labor-Management Standards administers the Labor-Management Reporting and 

Disclosure Act of 1959, as amended (LMRDA), and related laws. These laws primarily establish 

safeguards for union democracy and union financial integrity and require public disclosure 

reporting by unions, union officers, union employees, employers, labor consultants and surety 

companies.

OLMS also administers employee protections under various Federally-sponsored transportation 

programs that require fair and, equitable protective arrangements for transit employees when 

Federal funds are used to acquire, improve, or operate a transit system. These arrangements must 

be approved by the Department of Labor before Federal funds may be released to grantees.

United States Department of Labor – 8 – FY 2014 Annual Performance Report
Agencies and Programs

Policy

Women’s Bureau (WB)

The Women’s Bureau provides collaborative leadership on policies and activities that impact 72 

million women in the labor force; women now comprise close to 50 percent of the workforce. 

The Women’s Bureau is the only Federal office exclusively concerned with serving and 

promoting the interests of women in the workforce. The Bureau conducts research, projects, and 

evaluations on issues of importance to working women, and provides information about women 

in the labor force to stakeholders and customers. 

The Bureau promotes the implementation of policy, practice, and program changes that may 

reduce barriers to women’s access to and retention in better jobs and ensure their fair treatment 

in the workplace. The Bureau promotes policies and strategies to increase women’s participation 

in non-traditional, high-growth, and higher-paying jobs, such as those in the technology, 

manufacturing, and transportation sectors; and educates workers on their rights and employers on 

their legal obligation to ensure equal pay. 

The Bureau works collaboratively with national, state, and local organizations, governments, and 

employers, providing technical assistance and resources to assist in the implementation of public 

policy, programs, initiatives, and workplace practices and solutions. 

Office of Disability Employment Policy (ODEP)

Although many American workers with disabilities are educated, trained, willing, and able to 

work, they remain out of the labor force at a much higher rate than their similarly qualified 

counterparts without disabilities. The Office of Disability Employment Policy provides national 

leadership by developing and influencing policies and practices to increase the number and 

quality of employment opportunities for people with disabilities. This is done through promoting 

the adoption and implementation of ODEP policy strategies and effective practices. Ultimately, 

ODEP’s goal is to impact the systems that influence the employment outcomes of people with 

disabilities. 

To realize its systems change goal ODEP: undertakes research to create and validate promising 

policy strategies and effective practices; collaborates with Federal agencies, private and public 

sector employers, labor organizations, and other stakeholders to expand physical and 

programmatic access to American Job Centers and the workforce system in general; improve 

employer organizational practices and make workplaces more inclusive; and increase access to 

the employment supports that are crucial to every worker’s success throughout the employment 

process, and especially to a job seeker or worker with a disability.

Bureau of International Labor Affairs (ILAB)

The Bureau of International Labor Affairs leads the U.S. Department of Labor’s efforts to ensure 

that workers around the world are treated fairly and are able to share in the benefits of the global 

United States Department of Labor – 9 – FY 2014 Annual Performance Report
Agencies and Programs

economy. ILAB’s mission is to improve global working conditions, raise living standards, 

protect workers’ ability to exercise their rights, and address workplace exploitation of children 

and other vulnerable populations. 

ILAB leads the U.S. Government’s representation on labor and employment issues in regional 

and multilateral institutions as well as bilateral engagements and works closely with other 

agencies to develop and implement international economic, trade, and labor policies. ILAB’s 

mission advances the Department of Labor’s domestic priorities by supporting the creation and 

retention of good jobs at home through its efforts to level the global playing field through 

promotion and protection of workers’ rights around the world. 

The Department believes that global markets must be governed by fair market rules that protect 

the most vulnerable populations, including women and children, and provide workers a fair share 

of economic prosperity and voice in their work lives. These objectives will contribute to 

achieving the Department’s goals for U.S. workers, build the foundation for inclusive economic 

growth, and contribute to a more balanced pattern of global trade. Pursuing these objectives will 

continue to position the U.S. as a leader on international labor issues and further demonstrate our 

commitment to assist governments that have the political will to foster better livelihoods and 

rights for their workers. 

To these ends, ILAB works closely with other Federal agencies to develop and implement 

international economic, trade, and labor policies, including labor provisions of trade agreements; 

engagement on diplomatic and security issues related to labor and employment in bilateral and 

multilateral for a as well as through international organizations; grants for technical assistance to 

promote labor standards and acceptable conditions of work for workers and to contribute to the 

elimination of the worst forms of child labor; and research and reporting on international labor 

issues.

Benefits

Office of Workers’ Compensation Programs (OWCP)

The mission of the Office of Workers' Compensation Programs is to protect the interests of 

workers who are injured or become ill on the job, their families and their employers by making 

timely, appropriate, and accurate decisions on claims, providing prompt payment of benefits and 

helping injured workers return to gainful work as early as is feasible. OWCP implements four 

Federal workers’ compensation statutes providing monetary, medical, and return-to-work 

benefits for work-related injuries and illnesses to Federal employees, coal mine workers, nuclear 

weapons workers, longshore and harbor workers, contractors serving overseas and certain other 

designated employee groups. The agency adjudicates claims and responsibly administers the 

benefit funds authorized for these purposes.

United States Department of Labor – 10 – FY 2014 Annual Performance Report
Agencies and Programs

Federal-State Unemployment Insurance (UI) System (administered by ETA)

The Federal-state UI program, authorized under the Federal Unemployment Tax Act and Title III 

of the Social Security Act, provides temporary, partial wage replacement for unemployed 

workers, providing them with income support when suitable work is unavailable. To be eligible 

for benefits, unemployed workers must meet eligibility requirements established by state laws 

that conform to Federal law, including that they have worked recently, be involuntarily 

unemployed, and be able and available for work.

Statistics

Bureau of Labor Statistics (BLS)

The Bureau of Labor Statistics of the U.S. Department of Labor is the principal Federal 

statistical agency responsible for measuring labor market activity, working conditions, and price 

changes in the economy. Its mission is to collect, analyze, and disseminate essential economic 

information to support the public and private decision-making that forms the basis of our 

democratic, free-enterprise system. Like all Federal statistical agencies, BLS executes its 

statistical mission with independence, serving its users by providing products and services that 

are accurate, objective, relevant, timely, and accessible. Policies and decisions based on BLS 

data affect virtually all Americans, and the wide range of BLS data products is necessary to 

fulfill the diverse needs of a broad customer base. 

BLS serves the general public, the U.S. Congress, other Federal agencies, State and local 

governments, business, and labor by providing up-to-date, high-quality statistical information. It 

produces some of the Nation’s most timely, sensitive and important economic data and measures 

of economic conditions.

In line with the Interagency Council on Statistical Policy’s Guidelines for Reporting 

Performance by Statistical Agencies, BLS measures accuracy, timeliness, relevance, 

dissemination, and mission achievement. BLS also reports the full cost to produce its data 

products. These six criteria are common among statistical agencies because they represent

critical aspects of a statistical program’s performance. Using these common concepts as a basis 

for measuring and reporting on statistical agency outcomes helps to inform decision-makers 

more consistently about the performance of statistical agencies.

Performance measures that support Strategic Objective 5.1 are available in the 

2016 Congressional Budget Justification in the Cross-Cutting Measures and Detailed Workload 

and Performance Tables.

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Agencies and Programs

Priority Goals

The Department of Labor has identified three performance goals that will be a particular focus 

through FY 2015. These goals are a subset of those used to regularly monitor and report 

performance. Detailed information on measures and progress for these goals is available at 

Performance.gov. This report includes measure data for these goals, as well, but the 

information is organized by contributing agencies’ performance goals under the DOL Strategic 

Plan structure. At the end of each goal statement is an italicized reference to the relevant goal 

numbers in this document.

 

• Worker safety. By September 30, 2015, increase the number of abated workplace 

hazards associated with falls, through inspections at workplaces covered by the 

Occupational Safety and Health Administration, and reduce worker fatality rates in 

mining by five percent per year based on a rolling five-year average. OSHA 2.1 and 

MSHA 2.1

• Industry-recognized credentials. By September 30, 2015, increase the percentage of 

training program completers who attain industry-recognized credentials by 10 

percent. ETA 1.2

• Intensive services to veterans. By September 30, 2015, increase the percent of 

participants who receive intensive services by Disabled Veterans Opportunity Program 

specialists up to 75 percent, with a focus on improving employment outcomes for 

veterans. VETS 1.1

DOL also contributed to the Job Training and Veteran Career Readiness Cross-Agency 

Priority (CAP) Goals. Please refer to www.Performance.gov for more information.

The Cuts, Consolidations and Savings volume of the President’s Budget identifies lowerpriority program activities, as required under the GPRA Modernization Act, 31 U.S.C. 

1115(b)(10). The public can access the volume at: http://www.whitehouse.gov/omb/budget. 

United States Department of Labor – 12 – FY 2014 Annual Performance Report
Strategic Review

Strategic Review Progress Update

The Government Performance and Results Act Modernization Act requires that federal agencies 

report to Congress on “unmet goals” annually. The Office of Management and Budget’s 

Circular A-11, Part 6 mandates that agencies meet this requirement through a Strategic Review: 

Annually, agency leaders should review progress on each of the agency’s strategic 

objectives established by the agency Strategic Plans and updated annually in the Annual 

Performance Plan. These reviews should inform strategic decision-making, budget 

formulation, and near-term agency actions, as well as preparation of the Annual 

Performance Plan and Annual Performance Report.

This document summarizes findings of the Department of Labor’s first Strategic Review of our 

ten Strategic Objectives. 

Strategic Objective 1.1 Advance employment opportunities for US workers in 21st century 

demand sectors and occupations using proven training models through increased employer 

engagement and partnerships. (Area for Improvement)2

Employment and Training Administration and Veterans’ Employment and Training Services 

programs that support this objective include Workforce Investment Act (WIA) Adult, Dislocated 

Worker, National Emergency Grants, Migrant and Seasonal Farmworker, Indian and Native 

American, Trade Adjustment Assistance, Community Service Employment for Older Americans,

Jobs for Veterans State Grants, and Homeless Veterans’ Reintegration Program.

The Department’s funding for the above programs goes to a range of states, localities, and other 

entities, with varying employment and training delivery strategies designed to meet the needs of 

the target group being served. DOL provides leadership for these programs through technical 

assistance, policy guidance, and grants administration. Evaluations indicate some success of 

ETA and VETS programs in meeting employment and training needs of workers and businesses 

and some of them have demonstrated positive trends over the past four years3

. The decentralized 

nature of the workforce system creates challenges in program implementation, as it is more 

difficult to ensure the uniform adoption of evidence-based and best practices and employer 

2 The Department of Labor, in consultation with the Office of Management and Budget, has highlighted this 

objective as a focus area for improvement.

3 Heinrich, Carolyn J., Peter R. Mueser, and Kenneth R. Troske. “Workforce Investment Act Non-Experimental Net 

Impact Evaluation.” Columbia, MD: IMPAQ International, LLC, 2009. 

(http://wdr.doleta.gov/research/keyword.cfm?fuseaction=dsp_puListingDetails&pub_id=2419&mp=y&start=41&so

rt=7)

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Strategic Review

engagement. In addition, the Department has faced issues with the reliability of the 

performance data it collects4.

Many job seekers continue to face challenges in finding employment opportunities because jobs 

now require a higher level of education and credential attainment, pointing to the need for 

different training strategies that focus on the attainment of industry-recognized credentials5

. For 

this reason, the Department is emphasizing the importance of such credentials in its training 

programs, as well as the involvement of employers in the design of training programs to ensure 

they confer skills employers’ value. 

Another barrier to addressing this objective is limited training funds relative to the number of job 

seekers. As a result, only a small fraction of exiters from these programs do so having received 

training. To address this, the 2016 Budget includes increases in funding for the Youth and Adult 

formula grant programs and the Employment Service. Increased funding for the Employment 

Service will help ensure that citizens will receive more intensive service in American Job 

Centers. The Budget also proposes a $16 billion High Growth Sector Training Fund, which will 

double the number of Americans who receive training through the workforce system. 

The recently enacted Workforce Innovation and Opportunity Act (WIOA), which supersedes 

WIA, requires the development of common performance measures and a unified State plan, 

which require unprecedented cross-agency collaboration and should improve performance on 

this strategic objective. WIOA also requires local boards and state workforce agencies as well as 

federal agencies to conduct evaluations in order to continuously improve the workforce 

development system and its outcomes. In addition, last year the Administration created a jobdriven checklist that incorporates evidence-based approaches and best practices and directed 

agencies with training grants to use the checklist to improve programs’ employment outcomes 

and connection to employers. The Homeless Veterans’ Reintegration Program, for example, is 

adding requirements to its grant agreements (e.g., a focus on Job-Driven Training in alignment 

with the Vice President's initiative) and adding performance measures to gauge the success of its 

grantees in getting participants into good jobs. 

Where evidence supports a particular approach, grantees are encouraged – and for some 

competitive grant programs, required – to adopt it. In addition, the Administration is seeking to 

expand the use of models that have been shown to produce positive employment outcomes. For 

example, the 2016 President’s Budget provides new funding to support registered apprentices. 

Several studies indicate that completion of registered apprenticeship programs leads to higher 

employment rates and wages. In addition, the Budget provides increased funding for 

4 OIG identifies two management challenges for the Department: Improving Performance Accountability of 

Workforce Investment Act Grants and the Effectiveness of Veterans’ Employment and Training Service Programs. 

Additionally, the Government Accountability Office (GAO) found ETA grantees’ training-related employment data 

unreliable primarily because a significant portion of the data was missing (WIA: Strategies Needed to Improve 

Certain Training Outcome Data, GAO-14-137). 5 The Bureau of Labor Statistics (BLS) Employment Projections, 2010-2020 indicate occupations that typically need 

some type of post-secondary education for entry are projected to grow by 18% by 2020. Other BLS data indicate 

that the unemployment rate for adults without a high school diploma is three times the rate for those with bachelor’s 

degrees or higher. (Table 4, Employment Status of the Civilian Population 25 Years and Over by Educational 

Attainment, January 2014)

United States Department of Labor – 14 – FY 2014 Annual Performance Report

 
Strategic Review

Reemployment and Eligibility Assessments and Reemployment Services (REA/RES) within the 

Unemployment Insurance Budget. This increase is directly supported by a 2011 IMPAQ study 

which found that the receipt of REA/RES in Nevada led to shorter claimant UI duration and 

savings to the UI Trust Fund. 

Strategic Objective 1.2 – Provide marketable skills and knowledge to increase workers’ income 

and help them overcome barriers to the middle class through partnerships among business, 

education, labor, community organizations, and the workforce system. (Adequate Progress)

Employment and Training Administration programs that support this objective include 

Registered Apprenticeship, Workforce Investment Act (WIA) Youth, Job Corps, YouthBuild, 

Trade Adjustment Assistance Community College and Career Training (TAACCCT) Grant, 

Reintegration of Ex-Offenders, and Face Forward. 

A recent study of the Registered Apprenticeship program found that those who complete the 

program earn $240,000 more than non-participants over their careers, with net social benefits of 

over $50,000 per completing participant.6 In addition, the six month average earnings for 

completers of apprenticeship programs increased from $20,335 in FY 2010 to $24,160 in FY 

2014. The FY 2016 President’s Budget includes $50 million for new grants to states, industry, 

and community-based organizations for development of new partnerships to support expansion 

of the apprenticeship model. ETA is leveraging Registered Apprenticeship’s success by 

promoting partnerships with WIA programs and, in FY 2014, formed a Registered 

Apprenticeship College Consortium (RACC) to provide college credit for completion of a 

Registered Apprenticeship program.

Other ETA programs have also demonstrated success in increasing workers’ skills and 

knowledge through partnerships, particularly through targeted technical assistance (TA) efforts. 

The percent of WIA Youth participants who earn a diploma, GED, or certificate by the end of 

the third quarter after exit increased from 60 percent in PY 2010 to 67 percent in PY 2013. In 

the Job Corps programs, the percent of participants who earn a diploma, GED, or certificate by 

the end of the third quarter after exit increased from 64 percent in PY 2010 to almost 67 percent 

in PY 2013. In response to challenges identified by the Department’s Office of Inspector 

General (OIG), Job Corps is refining its processes for planning, requirements determination, 

budgeting, procurement and evaluation to improve oversight. 

As noted in the discussion of Strategic Objective 1.1, higher levels of education and credential 

attainment are critical for today’s job seekers, and resources for training are limited. 

Nevertheless, despite these resource limitations, performance results for credential attainment 

show that ETA exceeded the goal of increasing PY 2009 participant credential attainment by 10 

percent over two years for a range of programs.7

 This result was achieved by guiding state 

formula grants to place greater emphasis on credentials, designing grant competitions, where 

applicable, to specifically promote credential attainment; and providing technical assistance and 

6 Reed, Debbie, et al. (2012). An Effectiveness Assessment and Cost-Benefit Analysis of Registered Apprenticeship in 

10 States, Oakland, CA: Mathematica Policy Research. 

(http://wdr.doleta.gov/research/FullText_Documents/ETAOP_2012_10.pdf) 7 Sources: Workforce Investment Act Standard Record Data and Quarterly System Results.

United States Department of Labor – 15 – FY 2014 Annual Performance Report

 
Strategic Review

training to grantees on resources and strategies for increasing the attainment of industry 

recognized credentials. For example, ETA updated electronic tools to include information on 

credentials related to each occupation – from short-term certificates, apprenticeship, to licensure 

and certifications – and the quality or value of specific certifications.

To address the serious needs of low-income youth and long-term unemployed Americans, the FY 

2016 President’s Budget request includes $287 million for a permanent Reemployment Service 

and Eligibility Assessment program targeting recipients of unemployment benefits identified as 

those most likely to exhaust their benefits as well as all transitioning veterans receiving 

Unemployment Compensation for Ex-Military (UCX) benefits designed to provide them with 

intensive reemployment services, speed their return to work, and prevent long term 

unemployment. The FY 2016 Budget also contains a Unemployment Insurance (UI) reform 

proposal that also includes funding to support “connection to work” strategies for UI claimants, 

and $3 billion for Youth Jobs Plus, which will fund summer and year-round job opportunities for 

600,000 youth as well as innovation grants aimed at improving skills and career options for 

disadvantaged youth. 

Strategic Objective 1.3 Advance workers’ rights, acceptable work conditions, and livelihoods, 

particularly for the world’s vulnerable populations. (Adequate Progress)

The Bureau of International Labor Affairs supports this objective. 

In FY 2014, working through grantees in 60 countries, ILAB provided education or vocational 

services to 75,205 children engaged in or at high risk of entering child labor (exceeding its target 

of 66,760 by 12 percent), and helped increase capacity to address child labor in 28 countries. In 

addition, ILAB funded model programs to address worker rights through technical assistance and 

provided support to improve business compliance and technical capacity of governments and to 

protect worker rights in 22 countries.

ILAB will refine its performance indicators in FY 2015 to more accurately measure not just the 

breadth of ILAB's work and will pilot qualitative measures to gauge policy priority and overall 

project progress.

Strategic Objective 2.1 Secure safe and healthy workplaces, particularly in high-risk industries. 

(Noteworthy Progress)8

The Mine Safety and Health Administration and Occupational Safety and Health Administration 

support this objective. 

In FY 2014, MSHA did not achieve its DOL Priority Goal to reduce mining fatalities. The fiveyear rolling average of fatal injuries per 200,000 hours worked matched the FY 2013 result of 

0.0141. Nevertheless, this is a drop of 25 percent from the FY 2010 result of 0.0187. This 

reduction is attributed to a number of factors, including stronger enforcement and regulation, 

better technology, improvements in mining practices, and improved training. However, deaths in 

8 The Department of Labor, in consultation with the Office of Management and Budget, has determined that 

performance toward this objective is making noteworthy progress.

United States Department of Labor – 16 – FY 2014 Annual Performance Report

 
Strategic Review

Metal and Nonmetal mines spiked early in FY 2014; MSHA is addressing this troubling 

development through education, outreach, technical support, and enforcement strategies. 

In FY 2013, MSHA published a final rule to revise the existing regulation for Pattern of 

Violations (POV). The new rule simplified the existing POV criteria, improved consistency in 

applying the POV criteria, and more adequately achieved the statutory intent to encourage 

chronic violators to comply with the Mine Act and MSHA’s safety and health standards.

OSHA has tracked two measures to monitor its effect on Federal employee safety. The Federal 

agency total injury/illness case rate fell from 3.1 per 100 employees in FY 2010 to 2.4 in FY 

2014, and the Federal agency lost time injury/illness rate (also per 100 employees) fell from 1.4 

to 1.2 over the same period. OSHA contributed to these improved results by providing 

compliance assistance to Federal agencies and by inspecting Federal establishments with high 

numbers of lost time cases. 

OSHA issued a Notice of Proposed Rulemaking for crystalline silica on September 12, 2013, and 

in FY 2014, continued work toward a final rule by holding three weeks of public hearings and 

collecting post-hearing comments and briefs. OSHA estimates that the proposed rule will save 

nearly 700 lives and prevent 1,600 new cases of silicosis per year, once the full effects of the rule 

are realized. 

OSHA has proposed to amend regulations to improve the quantity, quality, and accessibility of 

the data it uses to direct and perform its enforcement functions. The proposed regulation on 

improving tracking of workplace injuries and illnesses will require electronic submission of 

injury and illness information employers are already required to keep under OSHA's regulations. 

Combined with the expanded requirements for employers to report severe injuries to OSHA, 

these data will provide OSHA with a much larger database of information about injuries and 

illnesses in the workplace, helping OSHA use its resources more effectively by enabling OSHA 

to identify the workplaces where workers are at greatest risk. 

Strategic Objective 3.1 Break down barriers to fair and diverse work places and narrow wage and 

income inequality. (Adequate Progress)

The Office of Federal Contract Compliance Programs, the Women’s Bureau, and the Office of 

Disability Employment Policy (ODEP) support this objective. 

In FY 2014 OFCCP completed 3,987 compliance evaluations and complaint investigations of 

Federal contractor and subcontractor establishments, uncovering violations of EEO laws in 

nearly one-third of those reviews and, specifically, found evidence of discrimination at 46 

establishments. The agency also negotiated $11.9 million in back pay and nearly 1,300 potential 

job opportunities on behalf of more than 23,000 workers affected by discrimination. These 

results include resolving 14 cases of pay discrimination and recovering approximately $1.5 

million in back pay and salary adjustments for 713 workers. About one-third of OFCCP’s 

settlements of discrimination cases now involve issues of pay discrimination, while in prior years 

the agency was addressing only a handful of such cases annually.

United States Department of Labor – 17 – FY 2014 Annual Performance Report
Strategic Review

OFCCP completed two major rulemakings in FY 2013 with the announcement of new 

regulations, published in the Federal Register in September 2013, to provide increased job 

opportunities and strengthened protections from discrimination in employment for individuals 

with disabilities and America’s veterans. The regulations also establish a hiring benchmark for 

covered veterans and a workforce utilization goal for individuals with disabilities, data collection 

requirements, and improvements in the accessibility of job listings and notices. In FY 2014 and 

FY 2015, OFCCP continued to execute key administration policy initiatives that protect workers 

and strengthen the middle class. The White House, through two executive orders and a 

presidential memorandum, directed DOL-OFCCP to undertake new rulemaking. In response, the 

agency published a final rule on December 9, 2014, Implementation of Executive Order 13672 

(EO) Prohibiting Discrimination Based on Sexual Orientation and Gender Identity by 

Contractors and Subcontractors, in the Federal Register which will become effective on April 8, 

2015. The final rule includes sexual orientation and gender as protected categories or 

groups. OFCCP also published a Notice of Proposed Rulemaking (NPRM), Prohibitions Against 

Pay Secrecy Policies and Actions, in the Federal Register on September 17, 2014. This NPRM 

prohibits discrimination based on certain pay disclosures, ensures that qualified and productive 

workers are hired at a fair market wage, and supports effective civil rights enforcement by 

enhancing the ability of workers to detect and remediate unlawful discriminatory practices. 

Finally, OFCCP published an NPRM, Advancing Pay Equality Through Compensation Data 

Collection, in the Federal Register on August 8, 2014. This NPRM implements a presidential 

memorandum signed on April 8, 2014, that would allow the agency to target its enforcement 

resources by focusing on companies with the greatest likelihood of being in violation of the 

OFCCP’s regulations on pay discrimination.

Beginning in FY 2010, through the Disability Employment Initiative (DEI), ODEP developed 

strategies designed to increase access to and use of America’s Job Centers’ services by all 

customers, including adults and youth with disabilities. These strategies include promoting the 

Ticket to Work program through Employment Networks. In FY 2015, ODEP and ETA will 

continue to test DEI models that include career pathways for youth and adults with disabilities, 

including those with significant disabilities. The Women’s Bureau will conduct a Working 

Women Survey in order to identify women’s current employment issues and challenges and 

barriers to economic security. The survey will provide the Bureau with information that can be 

used to develop a research and policy agenda to better serve working women. 

Strategic Objective 3.2 Protect workers’ rights. (Adequate Progress)

The Office of Labor-Management Standards and certain programs from the Occupational Safety 

and Health Administration, Mine Safety and Health Administration and the Wage and Hour 

Division support this objective. 

OLMS instituted a risk-based audit targeting model to more effectively identify unions where 

criminal activity may be present by identifying anomalies in union financial reports and using 

other targeting strategies. The Percentage of Targeted Audits that Result in a Criminal Case rose 

from 14.76 percent in FY 2010 to a record 21.70 percent in FY 2014.

OSHA Whistleblower Investigations completed per year increased almost 60 percent over the 

past five years, from 1,904 in FY 2010 to 3,144 in FY 2014. Over the last 17 years, OSHA’s 

United States Department of Labor – 18 – FY 2014 Annual Performance Report
Strategic Review

whistleblower enforcement responsibilities have doubled, and the number of new whistleblower 

cases filed with the agency has steadily increased each year, from about 1,900 new cases filed in 

1997, to 3,092 new cases filed in FY 2014. In response to the growing demand for 

whistleblower investigations, OSHA has recently made several changes to increase the 

effectiveness and efficiency of the whistleblower protection program, including elevating the 

program to a stand-alone Directorate, establishing the Whistleblower Protection Advisory 

Committee, and implementing a new, successful management model in all regional offices.

MSHA has also taken a number of actions to give miners a stronger voice in the workplace on 

their own safety and health. In addition to swiftly responding to safety and health complaints by 

miners, MSHA filed the second highest number of discrimination complaints on behalf of miners

during fiscal year 2014 than any time in history, and tied FY 2013 for the second highest number 

of temporary reinstatements of miners to their jobs in 2014.

For 20 years, enforcement of the Family and Medical Leave Act (FMLA) has been primarily 

complaint-driven, i.e., compliance actions in many cases only applied to a single 

employee/situation. WHD is implementing a new strategy to secure corporate-wide compliance 

through directed investigations. As a result, WHD began conducting more on-site FMLA 

investigations in certain situations. In FY 2014, WHD met its target for reducing the Percent of 

No Violation FMLA Investigations with a result of 38.38 percent – below the FY 2013 baseline 

of 39.74 percent. The no violation rate indicates WHD’s ability to identify, through targeting 

efforts, those employers in violation of FMLA. The lower rate indicates improved results 

identifying employers out of compliance.

Strategic Objective 3.3 Secure wages and overtime. (Adequate Progress)

The Wage and Hour Division and the Employment and Training Administration’s Foreign Labor 

Certification (OFLC) programs support this objective. 

Over the past 5 years, WHD has put more than $1.3 billion in back wages into the pockets of 

those workers who rightly earned them. In FY 2014, WHD’s enforcement program continues to 

evolve from a complaint-based program to a strategic program where directed investigations are 

conducted in priority industries. WHD focused its investigations and resources on workplaces 

with violations better than ever; the percent of directed investigations with no violations fell 

below 22 percent, down from 30 percent in FY 2010.

Misclassification of employees as independent contractors by employers seeking to avoid labor 

laws adversely affects a worker’s ability to receive Unemployment Insurance and Social Security 

benefits, workers’ compensation, health insurance and retirement coverage, and protection under 

the Fair Labor Standards Act and other worker protection laws. WHD has and will continue to 

focus on industries in which misclassification is prevalent. In FY 2014, the percent of directed 

investigations in industries with a high prevalence of employees misclassified as independent 

contractors increased to 21.06 percent – up from 16.44 percent in FY 2010. 

The Office of the Solicitor of Labor has pursued litigation to recover overtime on behalf of 

misclassified employees in industries ranging from cable installation to nurse staffing agencies, 

United States Department of Labor – 19 – FY 2014 Annual Performance Report
Strategic Review

and has also filed amicus briefs to refocus the case law on the proper standard for determining 

employee status. And ETA’s Office of Unemployment Insurance continues to create incentives 

for state unemployment compensation agencies to identify and address misclassification, 

including updated audit standards and grant opportunities.

OFLC processes employer applications to hire non-citizens for jobs requiring higher-level 

degrees and skills and low-skilled temporary jobs in agriculture and nonagricultural occupations. 

A perennial challenge has been balancing timeliness and quality. In recent years, OFLC has 

implemented program integrity measures to verify that all American jobs are truly open to U.S. 

workers, that they get those opportunities first as the Congress originally intended, and that job 

opportunities are made available to foreign workers only when employers can establish need 

based on a sound labor market test (H-1B Program excepted). 

Strategic Objective 4.1 Provide income support when work is impossible and facilitate return to 

work. (Adequate Progress)

The Office of Workers’ Compensation Programs and the Employment and Training 

Administration’s Unemployment Insurance, Trade Adjustment Assistance, and Employment 

Services programs support this objective. 

OWCP divisions’ claims processing performance has improved steadily over the last several 

years. The percent of Federal employees with work-related injuries or illnesses under the 

Federal Employee Compensation Act (FECA) program’s Disability Management that were 

reemployed by non-postal Federal agencies rose from 89.7 percent in FY 2010 to 90.7 percent in 

FY 2013. Despite a significant increase in the number of claimants due to provisions in the 

Patient Protection and Affordable Care Act that expand coverage, the average number of days to 

process Black Lung claims fell from 238 days in FY 2011 to 234 days in FY 2014. The percent 

of First Payment of Compensation issued within 30 days for Defense Base Act (Longshore) 

cases rose from 55 percent in FY 2010 to 63 percent in FY 2013. And the Energy Employees 

Occupational Illness Compensation Program’s average number of days between filing date and 

final decision for cases sent to NIOSH when a hearing is held fell from 619 in FY 2011 to 469 in 

FY 2014. 

The President’s FY 2016 Budget includes several Unemployment Insurance reforms designed to 

strengthen the program’s ability to ensure a safety net for unemployed workers and stabilizing 

the economy in during economic downturns. Reforms include trust fund solvency measures and 

a reformed Extended Benefit program that would be more responsive earlier in an economic 

downturn and replace the need for temporary emergency programs. ETA’s Office of 

Unemployment Insurance has worked aggressively with States and provided significant technical 

assistance and resources to reduce the improper payment rate and ensure program integrity. 

However, 13 states did not meet the Acceptable Level of Performance (ALP) in FY 2014, an 

improvement over the 18 states not meeting the ALP in FY 2013. States failing to meet the 50 

percent overpayment detection ALP were required to develop a corrective action plan as part of 

their FY 2015 State Quality Service Plan submission.

United States Department of Labor – 20 – FY 2014 Annual Performance Report
Strategic Review

Strategic Objective 4.2 Improve health benefits and retirement security for all workers. 

(Noteworthy Progress)9

The Employee Benefits Security Administration supports this objective by enforcing Title I of 

the Employee Retirement Income Security Act of 1974 (ERISA) and related health benefits laws. 

In FY 2014, EBSA conducted more pension and health plan investigations than in any of the past 

five years and recovered more than $554 million through investigations. EBSA continued to 

develop and implement the Major Cases initiative, which concentrates enforcement resources on 

cases designed to have the greatest impact on the protection of plan assets and the numbers of 

plan participants. Additionally, EBSA developed measures designed to increase the 

effectiveness of its enforcement program while avoiding reliance on raw case numbers.

Given the number of plans that the agency oversees relative to the number of investigators, 

EBSA has to leverage its available resources by focusing on investigations that it believes will 

most likely result in the deterrence, detection, and correction of ERISA violations. To that end, 

EBSA created the Sample Investigation Program (SIP) to measure overall compliance with 

ERISA and the impact of EBSA investigations on compliance rates of investigated employee 

benefit plans. Through the SIP, EBSA has compliance data on a representative sample of a large 

part of its regulated plans. EBSA will review the SIP results and determine if there are areas or 

particular issues (i.e. bonding) where there are high non-compliance rates that EBSA could 

strategically address to improve compliance through multiple approaches including additional 

enforcement, guidance, outreach and education.

In FY 2015, EBSA will continue to analyze the compliance data available to the Agency and use 

lessons learned to improve the SIP as well as the overall enforcement program. Data collected by 

the SIP will be used to evaluate the effectiveness of EBSA’s enforcement targeting strategies, as 

well as the impact of investigations on the compliance of investigated plans. 

EBSA made noteworthy progress in focusing more resources on investigations that have a 

greater potential impact on a larger number of plans, participants and beneficiaries, and real 

progress in measuring outcomes towards the Departmental goal of improving health benefits and 

retirement security for all workers. From FY 2010 to FY 2014 monetary results to participants 

and beneficiaries have increased by 59 percent from $348 million to $554 million.

The Administration is committed to promoting the development of state-level programs that 

provide paid leave to employees for reasons covered under the Family and Medical Leave Act, 

such as for the birth or adoption of a child or care for a sick child or elder relative for an 

extended period. The President’s FY 2016 Budget will include $2.3 billion for a mandatory 

proposal to support as many as five States that wish to launch paid leave programs, following the 

example of California, New Jersey, and Rhode Island. States that participate in the new Paid 

Leave Partnership Initiative would be eligible to receive funds for the initial set-up and benefit 

costs for up to three years. This proposal is paired with a $35 million discretionary State Paid 

Leave Fund to promote state implementation of paid leave programs which benefits workers by 

9 The Department of Labor, in consultation with the Office of Management and Budget, has determined that 

performance toward this objective is making noteworthy progress.

United States Department of Labor – 21 – FY 2014 Annual Performance Report

 
Strategic Review

helping them retain employment while coping with family health issues, helps businesses retain 

skilled workers, and improves child health.

Strategic Objective 5.1 Provide sound and impartial information on labor market activity, 

working conditions, and price changes in the economy for decision making, including support 

for the formulation of economic and social policy affecting virtually all Americans. (Adequate 

Progress)

This objective is supported by the programs of the Bureau of Labor Statistics.

BLS has been, and will continue to be, responsive to users’ needs to understand changes in the 

21st Century economy. In FY 2014, for example, the Current Population Survey added new 

variables to the public use files on self-employed persons’ number of paid employees, and the 

Produce Price Index (PPI) program completed the transition from the current aggregation 

structures that only reflect goods in stage-of-processing type outputs to the new structures that 

reflect goods, services and construction. BLS also demonstrates its responsiveness to users’ 

needs by measuring the timeliness, accuracy, and relevance of its products and services, among 

other metrics. In FY 2014, BLS reached 100 percent of the underlying timeliness and relevance 

targets for its (PFEIs). BLS reached 95% of the underlying accuracy targets for its PFEIs, 

missing the PPI Percentage of industry product line indexes published monthly target by one 

percentage point. PPI changed its approach for delinquent respondents, resulting in fewer 

industry indexes meeting publish-ability requirements. PPI adjusted its outyear targets 

accordingly. 

The external factor most likely to affect the ability of BLS to accomplish its mission is structural 

shifts in the economy and continued budgetary constraints. The structural shifts in the economy 

translate into different, and sometimes new, demands for data as industrial sectors supersede 

others, and as consumer goods replace others. BLS will continue to develop and publish new 

surveys and products to meet the data needs of the American public. BLS also faces challenges 

due to budgetary constraints. For example, the FY 2014 funding level was below the President’s 

Budget, requiring BLS to achieve savings to remain within the reduced level. BLS curtailed the 

Quarterly Census of Employment and Wages (QCEW), largely by reducing the scope and 

collection for select units in the QCEW survey. In addition, BLS has raised the need to promote 

the sharing of existing economic data among BLS, the Census Bureau, and the Bureau of 

Economic Analysis, and to improve the Nation’s economic statistical system by providing the 

resources necessary to align each agency’s data outputs. Amending the current tax code to 

permit BLS to access Federal Tax data such that BLS and the Census Bureau data outputs can be 

made more consistent would benefit the agencies’ statistical products and, thus, our users.

United States Department of Labor – 22 – FY 2014 Annual Performance Report
Strategic Goal 1: Prepare workers for better jobs

Strategic Objective 1.1 – Advance employment opportunities for US workers in 21st century demand sectors 

and occupations using proven training models through increased employer engagement and partnerships

Analysis and Future Plans

Employment and Training Administration

The workforce system helps workers get good jobs, earn good wages, and retain their jobs. As the economy recovers and job growth returns, the 

reintegration of millions of unemployed and underemployed workers into jobs that pay family-sustaining wages is essential for spreading the benefits 

of the recovery more broadly. ETA training and employment programs emphasize, through provision of technical assistance (TA) to the workforce 

system, training for job-seekers that leads to industry-recognized credentials as a means of increasing their earning potential.10

The Workforce Innovation and Opportunity Act (WIOA) was signed into law on July 22, 2014 and is the first reform of the public workforce system 

in more than 15 years. WIOA replaces the Workforce Investment Act (WIA) and the majority of WIOA provisions will become effective beginning 

PY 2015 (July 1, 2015). Programs authorized under WIOA, including the Adult and Dislocated Worker programs, will be undergoing dramatic 

transformation throughout PY 2015 and 2016 as WIOA provisions are implemented and the program is further aligned with the job-driven driven 

training agenda. For example, WIOA significantly broadens available training options beyond traditional classroom training, by encouraging and 

streamlining access to work-based training, including on-the-job training, Registered Apprenticeship, and customized training. Work-based training 

is beneficial to job-seekers, especially the long-term unemployed and low-income, low-skill individuals, and also serves as tool to engage and partner 

with employers. However, such strategies require significant staff and financial resources. It is impossible to project the full impact of the WIOA 

transition on future performance; however, the Department will use information as it becomes available to re-baseline performance targets and 

provide further TA as needed.

Entered employment rates (EER) for the WIA Adult (Adult), Senior Community Service Employment Program (SCSEP), and Indian and Native 

American (INA) Program increased by 1.2, 2.7, and 1.1 percentage points, respectively, over prior year results.11 For the WIA Dislocated Worker 

program, the PY 2013 result was identical to PY 2012. Results for Adult and Dislocated Worker program participants who received training services 

10 This is a DOL Priority Goal. For more information, see www.Performance.gov. 11 Most DOL training and employment programs are forward-funded and report performance on a Program Year (PY) that lags the Federal fiscal year by nine months (e.g., PY 

2013 – July 1, 2013 to June 30, 2014). Exceptions that report on a standard fiscal year are the Apprenticeship program and the Trade Adjustment Assistance program.

United States Department of Labor – 23 – FY 2014 Annual Performance Report

 
Strategic Goal 1

improved, also, by 1.6 and 0.2 percentage points, respectively. These improvements are primarily due to improved labor markets in the U.S., as 

evidenced by a reduction in the average unemployment rate from 7.6 percent in FY 2013 to 6.5 percent in FY 2014. Results for those who receive 

training in Adult and Dislocated Worker programs are significantly higher than results for all participants. In PY 2013, the EER for all Adult exiters 

was 61.1 percent; for those receiving training, it was 76.1 percent. For the same period, comparable results for the Dislocated Worker program were 

60.0 percent and 81.4 percent, respectively. 

Employment Retention Rates (ERR) for the Adult, INA, and National Farmworker Job (NFJP) programs increased in PY 2013 but for Dislocated 

Worker and National Emergency Grants (NEG) programs, the ERR fell from the prior year. The INA program’s ERR increased by 1.5 percentage 

points from 77.9 percent in PY 2012 to 79.4 percent in PY 2013. Among other factors, the improvement in the ERR for the INA program can be 

attributed to the program’s focus on credential related training that will lead to careers with better paying and sustainable jobs. The ERR for NFJP 

improved by 2.5 percentage points from PY 2012.

Average six-month earnings of Adult, Dislocated Worker and NEG program exiters increased slightly in PY 2013 while the average earnings for the 

INA program fell by $195 from $9,671 in PY 2012 to $9,476 in PY 2013. The earnings increases for ETA programs reflect the lack of meaningful 

wage growth for wages nationally.

In PY 2014, ETA will continue testing new ideas and approaches such as aligning Federal, state and local workforce, education and economic 

development systems to meet the needs of workers as well as employer demand, strengthening participation of employers, labor, and philanthropic 

partners in program design and delivery, and increasing use of technology-based training methods. Approaches for the Adult and Dislocated Worker 

programs include testing training and reemployment services, especially for vulnerable populations, and evaluating practices that have shown 

promise over the past decade, such as apprenticeships, on-the-job training, and regional and sector strategies. SCSEP remains a mandatory partner in 

the American Job Center (AJC) network under WIOA. SCSEP participants who can and need to transition to unsubsidized jobs in their communities 

will benefit from this coordination. SCSEP may also be included in a state’s combined state plan, which further promotes the integration of SCSEP 

into the AJC network.

United States Department of Labor – 24 – FY 2014 Annual Performance Report
Strategic Goal 1

ETA – Increase the average earnings of individuals served through the Workforce Investment Act (WIA), Registered Apprenticeship, and Community Service Employment for 

Older Americans (CSEOA), Job Corps, and Trade Adjustment Assistance (TAA) Programs

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Six Months Average 

Earnings (WIA 

Adult)

Target $12,721 $12,865 $13,335 $13,684 $13,945 $14,194 $14,521

Result $13,801 $13,457[r] $13,482 $13,842 -- -- --

Status Y Y Y Y -- -- --

Employment 

Retention Rate (WIA 

Adult)

Target 73.00% 73.10% 80.10% 82.00% 82.10% 82.10% 82.10%

Result 80.00% 80.80% 81.90% 82.80% -- -- --

Status Y Y Y Y -- -- --

Employment 

Retention Rate 

(Indian and Native 

American Program)

Target 74.90% 69.60% 73.10% 78.00%[r] 78.20% 78.20% 78.30% ETA hosted 

performance 

management and 

reporting sessions at 

a national training 

event. Grantee 

performance 

reporting improved, 

providing more 

accurate results.

Result 73.80% 76.80% 77.90% 79.44% -- -- --

Status I Y Y Y -- -- --

Number of 

Participants Served 

(National 

Farmworkers Job 

Program)

Target 18,671[p] 18,340[p] 18,304[p] 18,690[p] 19,157[p] 19,157[p] 19,157[p]

Participants received 

core, intensive, 

training and 

supportive services 

that assisted 

participants in 

stabilizing current 

agricultural 

employment, or 

entering into 

employment in other

occupations.

Result 18,680 20,257 20,330 18,025 -- -- --

Status -- -- -- -- -- -- --

United States Department of Labor – 25 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Employment 

Retention Rate 

(National 

Farmworkers Job 

Program)

Target 69.90% 70.10% 76.50% 83.20%[r] 83.20% 83.30% 83.30%

Result 78.20% 80.90% 83.10% 85.60% -- -- --

Status Y Y Y Y -- -- --

Entered Employment 

Rate (WIA Adult)

Target 49.3% 53.1% 56.9% 61.2% 62.5% 63.1% 64.0%

Result 55.2% 57.2% 59.9% 61.1% -- -- --

Status Y Y Y I -- -- --

Entered Employment 

Rate (Senior 

Community Service 

Employment 

Program)

Target 46.50% 44.10% 48.60% 42.80% 43.90% 44.40% 45.10% ETA provided TA on 

accurate performance 

reporting and use of 

SCSEP Performance 

and Results Quarterly 

Performance Report 

(SPARQ) data for 

program 

management.

ETA funded a FY 2014 

pilot project for grantees to 

try new strategies to 

engage employers and 

promote hiring of program 

participants. Promising 

practices will be shared 

among all grantees.

Result 47.60%[r] 40.60%[r] 42.50%[r] 45.20% -- -- --

Status Y N I Y -- -- --

Employment 

Retention Rate 

(Dislocated Worker)

Target 78.00% 78.00% 87.43% 84.40%[r] 84.60% 84.60% 84.70%

Result 81.90% 84.10% 84.30% 83.80% -- -- --

Status Y Y I N -- -- --

Employment 

Retention Rate 

(National Emergency 

Grants)

Target 76.80% 77.10% 83.90% 88.40%[r] 88.60% 88.60% 88.70%

Result 84.20%[r] 88.30%[r] 88.90%[r] 88.10% -- -- --

Status Y Y Y N -- -- --

Entered Employment 

Rate - Training 

(WIA Adult)

Target 69.60% 71.20% 74.50% 75.80%[r] 77.10% 77.70% 78.60%

Result 69.60% 71.20% 74.50% 76.10% -- -- --

Status Y Y Y Y -- -- --

United States Department of Labor – 26 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

Participants Served 

(Indian and Native 

American Program)

Target 31,789 32,000 28,948 27,439 28,047 28,047 33,000 ETA emphasized 

training through a 

pilot study on 

credentialing. 

Grantees were able to 

leverage WIA 

funding and also had 

a small increase in 

program funding to 

serve more 

participants.

Result 39,372 38,238 35,464 36,498 -- -- --

Status Y Y Y Y -- -- --

Six Month Average 

Earnings (Dislocated 

Worker)

Target $17,550 $15,418 $15,930 $16,364[r] $16,694 $16,998 $17,401

Result $17,550 $16,500 $15,930 $15,977 -- -- --

Status Y Y Y I -- -- --

Number of 

Participants Served 

(Senior Community 

Service Employment 

Program)

Target 105,540[p] 70,852[p] 70,718[p] 67,019[p] 68,528[p] 68,528[p] 68,528[p] Grantees coordinated 

outreach with 

American Job 

Centers, agencies on 

aging, and 

community based 

organizations to 

recruit more 

participants.

Funding fluctuations 

challenged grantees 

planning around 

recruitment.

ETA will continue basic 

technical assistance to 

improve grantees’ 

outreach and recruitment 

for program participants.

Result 106,071[r] 77,331[r] 67,551[r] 67,814 -- -- --

Status -- -- -- -- -- -- --

Six Month Average

Earnings (National 

Emergency Grants)

Target $12,585 $12,953 $17,935 $18,619[r] $18,979 $19,321 $19,770

Result $17,155 $19,134 $18,138 $18,264 -- -- --

Status Y Y Y I -- -- --

Entered Employment 

Rate - Training 

(Dislocated Worker)

Target -- -- -- 82.40% 83.50% 84.00% 84.90%

Result 77.70% 80.60% 81.20% 81.40% -- -- --

Status -- -- -- I -- -- --

United States Department of Labor – 27 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Entered Employment 

Rate (Dislocated 

Worker)

Target 49.30% 49.70% 58.60% 61.20%[r] 62.30% 62.80% 63.70%

Result 57.30% 61.10% 60.00% 60.00% -- -- --

Status Y Y Y N -- -- --

Sources: WIA Adult - Annual State WIA performance reports (ETA-9091) and quarterly reports (ETA-9090). Dislocated Worker - Annual State WIA performance reports (ETA9091) and quarterly reports (ETA-9090). INAP - quarterly reports (ETA-9084). MSF- WIA Standard Participant Record (WIASPR) and Program Status Summary Reports (ETA9095). SCSEP - SCSEP Performance and Results Quarterly Performance Report (SPARQ).

Notes: Targets for most of the programs that support this strategic objective have been adjusted based on a regression model that accounts for the effect of unemployment rates on 

program performance outcomes and OMB’s assumptions about future economic conditions. Due to changes in performance measures and definitions under WIOA that take effect 

in the last quarter of FY 2016 (July 1, 2016) targets will be base lined for FY 2017 and FY 2018. 

Veterans’ Employment and Training Service

VETS assesses the performance of the American Job Center system on behalf of veterans served by the Jobs for Veterans State Grants (JVSG) by 

tracking the services provided to participants and participants’ employment outcomes. Over the past two fiscal years, VETS Federal staff have

provided monitoring, oversight, and technical assistance to State Workforce Agencies (SWAs) to aggressively increase the rate of intensive services 

provided to JVSG participants. Intensive services include comprehensive and specialized assessments of skill levels and needs, development of an 

individual employment plan, group and individual career counseling and planning, and short-term skills development (such as interview and 

communication skills). Since FY 2009, intensive service rates have increased from 20% to nearly 50%.

In April 2014, the Department released guidance which clarified that only veterans with significant barriers to employment, or other veteran 

populations specified by the Secretary, may be referred to the JVSG program. The guidance also outlined the statutorily-mandated responsibilities of 

Disabled Veterans’ Outreach Program (DVOP) specialists to provide intensive services to veterans, and of Local Veterans’ Employment 

Representative (LVER) staff to conduct outreach activities to local businesses and employers. In FY 2015, VETS Federal staff will launch the first 

full-year of formal audits of American Job Centers to enforce compliance with JVSG policies and provide technical assistance to states, where 

appropriate. 

VETS also reports on the average earnings of participants, six months after exit from the program. This measure is tracked for all veterans and for the 

subset of post-9/11 Era veterans, or those who served after September 1, 2001. The FY 2014 result for all veterans fell short of the target as a result 

of serving a greater number of veterans with significant barriers to employment. Prior to the release of guidance, many DVOP specialists were 

serving all veterans, not just those with significant barriers. The post-9/11 Era veterans exceeded the target for average earnings for FY 2014. This 

group, which is significantly younger than the overall veteran population, has experienced higher unemployment rates during the economic recovery. 

Their increase in earnings is indicative of improving economic conditions.

United States Department of Labor – 28 – FY 2014 Annual Performance Report
Strategic Goal 1

Beginning in January 2013, 100% of Transition Assistance Program (TAP) DOL Employment Workshop sites implemented a new curriculum and 

transitioned to contract facilitation. In FY 2014, VETS implemented a standardized assessment tool to measure the delivery of Employment 

Workshop by contract facilitators. VETS staff conduct on site assessments, using the tool to rate instructors on 10 elements. The score, as well as 

any identified weaknesses or best practices are communicated to VETS leadership and the facilitation contractor. For FY 2015, VETS has revised 

the tool to ensure more consistency in reviewers scoring of facilitators and to provide additional narrative justification of scoring.

VETS conducts compliance investigations under the Uniformed Services Employment and Reemployment Rights Act (USERRA). Beginning in FY 

2012, VETS implemented a metric to assess the quality of USERRA investigations. Each quarter, a sampling of closed cases is reviewed by 

experienced USERRA investigators. The results of this measure continued to improve, with FY 2014 cases receiving an average score of 91.5%. 

VETS is committed to continuous improvement of its USERRA program, and will continue to implement process improvements in FY 2015.

VETS – Provide increased rates of intensive services to veterans and their families to advance their employment opportunities and protect the employment and reemployment 

rights of service members

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average six-month 

earnings of veterans 

served by DVOP 

specialists

Target -- -- $15,750 $16,000 $16,500 $16,500 $16,500 FY 2014 was the first 

year that only 

veterans with 

significant barriers to 

employment were 

referred to DVOP 

specialists. 

Previously, JVSG 

was providing 

services to all 

veterans.

Grantees must 

continue to increase 

the level of intensive 

services to veterans 

with significant 

barriers to 

employments. These 

services mitigate 

barriers and facilitate 

entry into 

employment.

VETS will provide 

technical assistance to 

state grantees to increase 

intensive service rates. 

The agency has set 

aggressive targets to 

provide 90% of 

participants with these 

services through FY 2016.

Result $14,751 $15,619 $16,129 $16,242 $15,748 -- --

Status -- -- Y Y N -- --

Average six-month 

earnings of post-9/11 

Era veterans served 

by DVOP specialists

Target -- -- -- Base $15,000 $16,000 $16,250 JVSG eligibility was 

expanded to include 

any veteran, ages 18-

24, and specific 

groups of 

transitioning service 

members.

Result -- -- -- $14,742 $15,725 -- --

Status -- -- -- -- Y -- --

United States Department of Labor – 29 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of JVSG 

Veterans receiving 

intensive services

Target -- -- 32.0% 38.0% 50.0% 75.0% 90.0%

DOL released 

guidance to States 

emphasizing the 

importance of 

intensive services for

veterans with 

significant barriers to 

employment. VETS 

also began auditing 

States' provision of 

these services.

Delayed release of 

guidance in FY 2014 led 

to a partial, not full year of 

implementing guidance to 

increase rates of intensive 

services. 

As FY 2015 will be the 

first full year under the 

new guidance and auditing 

process, VETS anticipates 

significant increases in 

intensive services through 

the next two fiscal years.

Result 22.0% 25.0% 31.0% 39.2% 47.4% -- --

Status -- -- I Y I -- --

Average facilitator 

TAP assessment 

score

Target -- -- -- -- Base TBD 92.0% FY 2014 was the first 

full year of Federal 

staff's use of a 

standardized 

assessment tool for 

TAP facilitation. 

This tool ensure that 

each TAP site is 

reviewed using the 

same criteria.

Using feedback from 

Federal staff, VETS has 

improved the tool for FY 

2015. The revised tool 

allows for additional 

narrative analysis to 

support TAP assessment 

scores.

Result -- -- -- -- 90.8% -- --

Status -- -- -- -- -- -- --

Percent of Closed 

USERRA Cases 

Meeting the 

Agency's Quality 

Standard

Target -- -- Base 84.0% 84.0% 92.0% 92.0% VETS continues to 

improve the quality 

of investigations. 

The case reviews 

have identified best 

practices, allowing 

the agency to put 

processes in place 

that ensure 

investigation quality.

VETS will continue to use 

the quality review process 

to improve investigations 

and implement best 

practices.

Result -- -- 83.3% 83.4% 91.5% -- --

Status -- -- -- I Y -- --

Sources: State reported outcomes via the VETS-200 Reports, except for the states of Pennsylvania, Texas, and Utah, which use the ETA-9133 Reports. The Veterans' 

Employment and Training Operations and Programs Activity Report (VOPAR) system, USERRA Information Management System.

Notes:

United States Department of Labor – 30 – FY 2014 Annual Performance Report
Strategic Goal 1

Strategic Objective 1.2 – Provide marketable skills and knowledge to increase workers’ incomes and help them 

overcome barriers to the middle class through partnerships among business, education, labor, community 

organizations and the workforce system

Analysis and Future Plans

Employment and Training Administration

In PY 2013, ETA worked to increase the number of participants earning industry-recognized credentials (a DOL Priority Goal) through investments 

in youth education and training under the WIA Youth (Youth), Job Corps, YouthBuild, and Reintegration of Ex-offender (RExO) programs, and 

through increased collaboration with Registered Apprenticeship program sponsors (including employers) and the workforce and education systems 

via the Apprenticeship program. 

As noted in the narrative for Strategic Objective 1.1, implementing WIOA will be ETA’s primary focus in FY 2015/PY 2014. 

In PY 2013, credentials attainment improved (up to 59.0 percent in PY 2013 from 57.2 percent in PY 2012), on average, for the programs 

contributing to this DOL Priority Goal, including Adult, Dislocated Worker, NEGs, Youth, Trade Adjustment Assistance, Apprenticeship, RExO, 

Job Corps, and YouthBuild. 

Literacy and numeracy outcomes improved significantly in PY 2013. For Youth participants, over half (52.4 percent) gained one Adult Basic 

Education (ABE) level – up from 47.5 percent in PY 2012 and 41.5 percent in PY 2011. This is attributed to technical assistance and training 

provided on this measure to improve grantee understanding of the measure; in other words, results were likely under-reported in PY 2011-12. For 

YouthBuild participants, the PY 2013 result of 59.50 percent was 1.0 percentage points higher than in PY 2012. Per WIOA, this measure will be 

replaced in PY 2016 with a measure of skills gains.

Credentials earned (e.g., diploma, high school equivalency, or certificate) also increased. Youth participant results improved by over 4 percentage 

points to 66.6 percent. As with the literacy/numeracy data, ETA believes this reflects improved understanding of what qualifies as a credential – that 

prior year results were actually better than reported – improved performance, and more youth receiving a credential. For YouthBuild, the result fell

by 0.01 percentage points to 67.19 percent. For Job Corps, industry-recognized certification attainment increased to 93.50 percent from 89.00 

percent the previous year. 

United States Department of Labor – 31 – FY 2014 Annual Performance Report
Strategic Goal 1

Placement in employment, continued education, or the military fell for Youth participants, but only by 0.6 percentage points from an all-time high of 

66 percent. Job Corps students were placed at a rate of almost 77 percent – up by two percentage points from PY 2012. The YouthBuild result was 

51.86 percent – up from PY 2012 by roughly 1.86 percentage points. The lower placement rates for YouthBuild in comparison to the WIA Youth 

and Job Corps programs is likely connected to the focus on connecting to construction-related placements. The addition of Construction Plus will 

continue to give additional placement options to grantees.

In FY 2014, Apprentices’ six month average earnings fell by an insignificant $11 from FY 2013. However, the completion rate (timely receipt of a 

certificate) improved by two percentage points to 46 percent. DOL announced the availability of $100 million in grant funding to expand Registered 

Apprenticeship programs in high-skilled, high-growth industries. The funds are projected to assist U.S. workers with training to fill jobs that: 1) are 

projected to hire a substantial number of new workers; 2) are being transformed by technology and innovations that require 21st century skills for 

workers; 3) are new and emerging industries and/or businesses that are projected to grow; or 4) have a significant impact on the economy overall. 

The American Apprenticeship Grants competition will focus on public-private partnerships between employers, business associations, joint labormanagement organizations, labor organizations, training providers, community colleges, local and state governments, the workforce system, nonprofits and faith-based organizations.

United States Department of Labor – 32 – FY 2014 Annual Performance Report
Strategic Goal 1

ETA – Increase the number of participants earning industry-recognized credentials.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Six Months Average 

Earnings 

(Apprenticeship)

Target $19,324 $19,352 $19,352 $19,999 $25,201 $25,642 $26,217

The six-month 

average earnings for 

completers was 

$30,116, over $5,950 

more than for all 

program participants. 

The result for 

program completers 

show it pays to 

complete an 

apprenticeship.

As apprenticeship 

expands into new 

occupations outside 

of construction and 

this particular 

industry's higher 

wages, the overall 

average six months 

earnings may show 

some downward 

fluctuation.

Expansion into high 

growth, high skilled 

industries like health care, 

information technology 

will align apprenticeship 

programs with postsecondary education and 

create pathways to longterm careers.

Result $20,335 $22,210 $23,409 $24,171 $24,160 -- --

Status Y Y Y Y N -- --

Apprenticeship 

National Completion 

Rate: Percent of an 

apprenticeship cohort 

who receives a 

certificate of 

apprenticeship 

completion within 

one year of the 

expected completion 

date.

Target -- -- -- 40.00% 45.00% 46.00% 48.00% Construction industry 

growth, technical 

assistance to 

sponsors, and 

improvements in the 

economy encourage 

sponsors to graduate 

apprentices in a 

timely manner which 

positively impacts 

completion rates.

Result -- -- -- 44.00% 46.00% -- --

Status -- -- -- Y Y -- --

Percent of 

participants who 

achieve literacy or 

numeracy gains of 

one adult basic 

education level 

Target -- 40.40% 40.80% 46.90% 46.20% 46.00% -- Calculations for this 

measure are complex, 

and grantees continue 

to request technical 

assistance.

ETA was exploring 

options to simplify 

calculations, but WIOA 

eliminates this specific 

measure entirely. ETA is 

exploring options to 

Result -- 41.50% 47.50% 52.40% -- -- --

Status -- Y Y Y -- -- --

United States Department of Labor – 33 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

(WIA Youth) capture this type of 

information in the WIOA 

skills gain measure.

Percent of 

participants who earn 

a diploma, high 

school equivalency 

or certificate by the 

end of the third 

quarter after exit. 

(WIA Youth)

Target 55.40% 54.70% 59.60% 62.30% 62.20% 62.20% -- States continue to 

request technical 

assistance for 

identifying the 

credentials that WIA 

youth population are 

most likely to 

achieve, and can be 

included as positive 

results for this 

measure.

ETA will continue to 

identify strategies for 

increasing credential 

attainment, and provide 

technical assistance.

Result 59.50% 62.60% 62.30% 66.60% -- -- --

Status Y Y Y Y -- -- --

Percent of 

participants entering 

employment or 

enrolling in postsecondary education, 

the military or 

advanced 

training/occupational 

skills training in the 

first quarter after 

exit. (WIA Youth)

Target 53.10% 53.30% 59.70% 66.40% 66.80% 66.90% --

ETA continues to 

emphasize creating and 

sustaining career pathways 

to assist youth entrance 

into the labor market.

Result 59.00% 59.30% 66.00% 65.40% -- -- --

Status Y Y Y N -- -- --

Percent of students 

who attain a GED, 

HSD, or certificate 

by the end of the 

third quarter after 

exit from the 

program (Job Corps)

Target 56.00% 57.00% 58.00% 58.00% 67.00% 67.50% --

Increased emphasis 

on academics for 

GED/HSD 

attainment, 

particularly in 

anticipation of the 

2014 High School 

Equivalency (HSE) 

Result 64.40% 64.90% 70.51% 66.78% -- -- --

Status Y Y Y Y -- -- --

United States Department of Labor – 34 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

changes, and 

continued focus on 

career technical 

training.

Percent of Job Corps 

students who achieve 

literacy or numeracy 

gains of one or more 

adult basic education 

levels

Target -- 60.00% 61.00% 62.00% 66.50% 67.00% -- Increased emphasis 

on literacy/numeracy 

training especially 

with LEP 

populations.

Result -- 64.70% 69.16% 66.06% -- -- --

Status -- Y Y Y -- -- --

Percent of Job Corps 

students who attain 

industry-recognized 

certifications

Target -- 50.00% 51.00% 70.00% 94.00% 94.50% -- Additional technical 

assistance and 

clarification of 

industry-recognized 

credentials increased 

performance 

reporting.

Result -- 77.30% 89.00% 93.50% -- -- --

Status -- Y Y Y -- -- --

Percent of Job Corps 

Participants entering 

employment or 

enrolling in postsecondary education 

and/or advanced 

training/occupational 

skills training in the 

first quarter after exit 

from the program

Target 65.3% 66.3% 67.3% 65.0% 77.0% 77.5% -- From PY 2010 

onward, Job Corps 

targets were adjusted 

to economic 

conditions. At the 

same time, 

performance 

improved allowing us 

to exceed the targets.

Result 73.4% 73.3% 74.6% 76.7% -- -- --

Status Y Y Y Y -- -- --

Percent of graduates 

placed in an 

occupation or 

industry related to 

their training (Job 

Corps)

Target -- -- -- 69.00% 67.00% 67.50% -- Job Training Match 

Crosswalk was 

revised in PY 2011 to 

reflect narrower 

job/training matches. 

The results have been 

Result -- -- 69.30% 66.70% -- -- --

Status -- -- -- N -- -- --

United States Department of Labor – 35 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

lower since then.

Percent of 

participants deficient 

in basic skills who 

achieve literacy or 

numeracy gains of 

one adult basic 

education level 

(YouthBuild)

Target -- 52.00% 58.80% 58.50%[r] 57.80% 57.60% 57.20%

YouthBuild had four 

MIS trainings that 

help grantees enter 

data correctly and 

understand the 

measure.

Continue to offer technical 

assistance to support this 

measure.

Result -- 58.33% 59.13% 59.50% 59.31% -- --

Status -- Y Y Y Y -- --

Entered Employment 

Rate for Non-Youth 

(RExO)

Target -- 58.10% 58.50% 59.30% 60.60% 61.20% --

Offenders face many 

barriers to 

employment, and a 

placement rate of 

close to 60 percent 

reflects a strong 

program.

This goal, as well as 

the other performance 

goals, largely reflects 

how at-risk the 

population of exoffenders is that ETA 

serves in a given year.

ETA will continue to 

provide technical 

assistance to grantees to 

improve services to 

offenders, including the 

use of experienced 

coaches, monitoring by 

Regional Office project 

officers.

Result -- 68.55% 58.60% 57.78% -- -- --

Status -- Y Y N -- -- --

Recidivism Rate for 

Non-Youth (RExO)

Target -- 22.00% 22.00% 22.00% 22.00% 21.00% --

Result -- 12.00% 13.20% 10.59% -- -- --

Status -- -- I N -- -- --

Placement into 

Employment or 

Education 

(YouthBuild)

Target -- 41.70% 50.20% 50.00%[r] 50.40% 50.50% -- YouthBuild had four 

Management 

Information System 

(MIS) trainings that 

Continue to offer technical 

assistance to support this 

measure.

Result -- 47.50% 49.62% 51.86% 52.37% -- --

Status -- Y I Y Y -- --

United States Department of Labor – 36 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

help grantees enter 

data correctly and 

understand the 

measure.

Percent of Training 

Program Exiters who 

Earn an Industry 

Recognized 

Credential (APG)

Target -- -- 59.00% 59.50% 62.90% -- --

WIA program data 

has been consistent.

Smaller grant cohorts 

(NEG, ARRA High 

Growth, and 

Emerging Industries) 

fluctuate due to 

smaller cohorts.

ETA continues to work 

towards improving APG 

performance by highlighting 

the importance of credential 

attainment and accurate 

reporting and continuing to 

provide technical assistance 

on best practices

Result -- -- 57.20% 59.00% -- -- --

Status -- -- -- I -- -- --

Percent of 

participants who earn 

a diploma, high 

school equivalency, 

or certificate by the 

end of the third 

quarter after exit 

(YouthBuild)

Target 60.70% 60.00% 62.90% 67.20%[r] 67.10% 67.10% 67.10%

YouthBuild had four 

MIS trainings that 

help grantees enter 

data correctly and 

understand the 

measure.

Change to new high 

school equivalency 

may have caused less 

than 1 percent to not 

to understand the 

measure fully.

Continue to offer technical 

assistance to support this 

measure.

Result 62.13% 66.18% 67.22% 66.84% 66.84% -- --

Status Y Y Y N N -- --

Average wage of 

graduates at initial 

placement (Job 

Corps)

Target $9.10 $9.25 $9.30 $9.35 $10.00 $10.10 -- Wage targets were 

based on past 

performance and as 

economic conditions 

improved, graduate 

wages also increased.

Result $9.40 $9.60 $9.70 $9.90 -- -- --

Status Y Y Y Y -- -- --

Sources: Apprenticeship – Registered Apprenticeship Partners Information Data System (RAPIDS). YouthBuild – grantees’ quarterly reports. Job Corps – Job 

Corps Management Information System. WIA Youth – Annual State WIA performance reports (ETA-9091). APG: State/Grantee Quarterly Reports. 

Apprenticeship – Registered Apprenticeship Partners Information Data System (RAPIDS). YouthBuild – grantees’ quarterly reports. RExO – grantees’ 

quarterly reports. Job Corps – Job Corps Center Information System. WIA Youth – Annual State WIA performance reports (ETA-9091). APG – State/Grantee 

Quarterly Reports.

Notes: Targets for most of the programs that support this strategic objective have been adjusted based on a regression model that accounts for the effect of 

unemployment rates on program performance outcomes and OMB’s assumptions about future economic conditions. In the next few months, these targets will be 

updated based on more recent program results. Due to changes in performance measures and definitions under WIOA that take effect in the last quarter of FY 

2016 (July 1, 2016) targets will be base lined for FY 2017 and FY 2018.

United States Department of Labor – 37 – FY 2014 Annual Performance Report
Strategic Goal 1

Strategic Objective 1.3 – Advance workers’ rights, acceptable work conditions, and livelihoods, 

particularly for the world’s vulnerable populations

Analysis and Future Plans

Bureau of International Labor Affairs (ILAB)

In FY 2014, ILAB met or exceeded targets on five of six reported outcome measures established in FY 2011. In FY 2015, ILAB will 

continue refining performance measures to more accurately capture the effectiveness of its work. ILAB will pilot qualitative

performance measures to gauge policy priority and overall project progress this year. 

Policy

As a result of ILAB activities in FY 2014, various countries and international fora adopted 35 policy positions (one more than 

targeted) that reflect USG international labor interests and priorities. Additional FY 2014 accomplishments include:

adoption of Paraguay’s First Action Plan on Forced Labor; a new strategic plan in Ghana with both employers and unions creating a 

national action plan to eliminate the worst forms of child labor; a Constitutional reform to increase employment age from 14 to 15 in 

Mexico; legislation across the Philippines against child labor; and as a result of ILAB’s ongoing trade negotiations , the Government 

of Vietnam agreed to make initial changes to their labor laws to improve compliance with international labor standards. However, 

additional commitments and actions are expected as part of the ongoing trade negotiation process. 

Grant-Funded Technical Assistance

In FY 2014, ILAB managed 69 active grants for at least part of the year, totaling approximately $357 million, and met or exceeded 

targets for all performance measures related to grant-funded technical assistance. ILAB focused on priority countries and initiatives 

while keeping adequate regional coverage. As in FY 2014, ILAB will continue funding child labor projects that have a broader worker

rights and livelihoods component for FY 2015. ILAB will also focus on countries where the political and institutional context offers 

particular opportunities for the effective application of an integrated approach benefiting both child labor eradication and worker 

rights goals. 

United States Department of Labor – 38 – FY 2014 Annual Performance Report
Strategic Goal 1

Grant-Funded Technical Assistance –Worker Rights in Trading Partner Countries

In FY 2014, ILAB funded model programs in 22 countries to strengthen government enforcement of labor laws, improve voluntary 

compliance by businesses with international labor standards, and strengthen the capacity of workers’ organizations to represent 

workers. ILAB worked closely with governments, multilateral and regional organizations, and business and workers’ organizations.

Grant-Funded Technical Assistance – Child Labor

In FY 2014, ILAB initiated new projects to provide livelihood services to vulnerable households, continued efforts building global 

capacity to combat child labor, and oversaw and managed projects initiated in previous fiscal years. ILAB worked with grantees in

over 60 countries, reaching 75,205 children engaged in or at high risk of entering child labor, exceeding its annual target by12 percent. 

ILAB also worked on specific projects to help increase the capacity of governments to address child labor in 28 countries through 

passage of new child labor legislation, training labor inspectors, and adoption of national action plans to address child labor.

DM – Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of policy 

positions adopted by 

international fora and 

countries that reflect 

ILAB and DOL 

priorities

Target -- Base 34 34 34 34 38 Greater engagement 

of stakeholders 

throughout the year, 

especially leading up 

to major policy 

events.

This outcome measure will 

be modified or removed as 

ILAB further develops 

qualitative measures to 

track the progress of 

policy priorities over time.

Result -- 34 36 45 35 -- --

Status -- -- Y Y Y -- --

Number of children 

engaged in or at 

high-risk of entering 

the worst forms of 

child labor provided 

education or 

vocational services

Target -- Base 81,181 67,077 66,760 28,538 28,538

ILAB continues to 

expand its provision 

of services in new 

projects. Several 

projects exceeded 

their service 

provision targets.

A few projects did not 

meet their targets. The 

most significant 

example was an ILAB 

funded child labor 

elimination project in 

Liberia, which 

suspended all project 

services due to the 

Ebola outbreak.

ILAB continues to work 

with grantees to ensure 

they set appropriate targets 

through close monitoring 

and communications with 

the projects.

Result -- 100,006 100,436 90,217 75,205 -- --

Status -- -- Y Y Y -- --

Target -- Base 13 15 15 15 17

Result -- 13 7 15 16 -- --

Status -- -- N Y Y -- --

United States Department of Labor – 39 – FY 2014 Annual Performance Report
Strategic Goal 1

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of countries 

in which worker 

rights and/or 

working conditions 

are improved

Greater engagement 

of stakeholders and 

increased relationship 

building.

This outcome measure will 

be removed as ILAB 

further develops new 

performance measures to 

capture improvements in 

workers’ rights and 

working conditions.

Number of countries 

with improved 

capacity of the 

government and/or 

other social partners 

to protect worker 

rights and/or 

improve working

conditions as a result of 

DOL interventions

Target -- Base 18 21 16 20 22

Greater engagement 

of stakeholders and 

increased relationship 

building.

This outcome measure will 

be removed as ILAB 

further develops new 

performance measures to 

capture improvements in 

workers’ rights and 

working conditions.

Result -- 18 8 20 17 -- --

Status -- -- N I Y -- --

Sources: Grantee Technical Progress Reports, Project Monitoring and Internal Records

Notes:

United States Department of Labor – 40 – FY 2014 Annual Performance Report
Strategic Goal 2: Improve workplace safety and health

Strategic Objective 2.1 – Secure safe and healthy workplaces, particularly in high-risk industries

Analysis and Future Plans

Occupational Safety and Health Administration

In FY 2014, OSHA continued work on establishing baselines and targets for DOL Priority Goals to secure safe and healthy workplaces, particularly 

in high risk industries. In addition, OSHA reached its targets in two of the four quantitative measures. OSHA did not reach the target for number of 

safety inspections or the target for the number of health inspections. The inability of OSHA investigators to perform their inspections or lay 

groundwork early in the year, due to the government shutdown, significantly impaired the numbers of safety and health inspections completed. To 

increase focus on those industries and workplaces with the greatest potential for health and safety hazards, in FY 2014 OSHA established a baseline 

for the percent of inspection that are National Emphasis Programs (NEP) and Local Emphasis Programs (LEP). In FY 2015, OSHA is targeting for 

68.7 percent of all investigations to be NEP/LEP. 

In FY 2015, OSHA will continue to use enforcement, regulation, compliance assistance, and outreach to meet the agency’s priorities of reducing 

workplace injuries, illnesses, and fatalities. The number of workplaces in the U.S. makes it impossible for OSHA compliance officers to inspect more 

than a fraction of them in a year, so OSHA will strategically prioritize its resources to target those issues and areas which will yield the greatest 

impact. 

For example, OSHA will continue to tailor its programmed and unprogrammed inspection programs to most effectively meet its mandate of securing 

safe and healthy workplaces. 

Unprogrammed inspections, primarily complaints/fatalities/referrals, are a vital part of OSHA’s work; properly screening complaints and responding 

in a timely manner are effective ways to target dangerous workplaces. On January 1, 2015, OSHA’s new reporting requirements went into effect, 

requiring employers to report, in addition to all work-related fatalities, all work-related in-patient hospitalizations, as well as amputations and losses 

of eyes, to OSHA within 24 hours of the event. Previously employers had to report all work-related fatalities and in-patient hospitalizations of three 

or more workers. With the new reporting requirements, OSHA is expecting tens of thousands of additional reports. OSHA will no longer send 

United States Department of Labor – 41 – FY 2014 Annual Performance Report
Strategic Goal 2

inspectors following receipt of every report. However, OSHA will engage with all employers that report severe work-related injuries to assure that 

all hazards are corrected. 

Programmed inspections are based on analyses of workplace and industry risks and statistics; they are data-driven, focusing on workplaces, practices, 

and substances posing the greatest risk to workers. Of these, NEP and LEP investigations have historically been critical in supporting the Secretary’s 

goal of securing safe and healthy workplaces.

Corporate Wide Settlement Agreements (CSAs) and the Severe Violator Enforcement Program (SVEP) are additional tools OSHA uses to target 

establishments which require improvement across a number of locations (CSAs) or are particularly recalcitrant (SVEP). In FY 2015 OSHA will 

continue to utilize CSAs to maximize the impact and scope of OSHA’s enforcement actions and resources, and SVEP to target high-risk workplaces.

OSHA – Improve workplace safety and health through the enforcement of occupational safety and health regulations and standards

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Safety Inspections

Target 30,200 33,200 33,720 31,993 30,108 29,883 29,943 Hard work to 

overcome the 

impediment of the 

shutdown led to 

several quarters of 

extremely high 

productivity (over 

100% of targeted 

numbers), and 

targeting for 

NEPs/LEPs was 

precise and 

productive.

The inability of 

CSHOs to perform 

their inspections or 

lay groundwork early 

in the year due to the 

government shutdown 

significantly impaired 

performance in this 

area.

With full year funding, 

and new reporting 

requirements providing 

increased data for 

targeting, the outlook for 

safety inspection 

performance in FY2015 is 

very good.

Result 34,320 33,341 33,580 31,948 29,345 -- --

Status Y Y I N N -- --

Health Inspections

Target 8,500 6,800 7,280 6,907 7,527 7,602 7,842 OSHA’s CSHOs and 

management 

increased 

productivity to 

overcome the 

impediment of the 

government 

shutdown, 

outperforming targets 

in the quarter after 

See above.

With full year funding, 

more targeting data from 

new reporting rules, and a 

focus on Industrial 

Hygiene and Process 

Safety Management, FY 

15 is set for a substantial 

increase in health 

inspections.

Result 6,649 7,317 7,381 7,280 6,818 -- --

Status I Y Y Y N -- --

United States Department of Labor – 42 – FY 2014 Annual Performance Report
Strategic Goal 2

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

the shutdown.

Percent of 

inspections that are 

LEP/NEP

Target -- -- -- -- 68.7% 68.7% --

Through strategic 

targeted programs 

both nationally and 

regionally, OSHA 

was able to allocate 

inspection resources 

to high hazard 

workplaces.

This was a new 

measure tracked for 

the first time in FY 

2014 to assist in 

setting a baseline. 

There is no relevant 

historical data or 

context to evaluate 

FY2014 performance.

OSHA plans to continue 

targeting resources to high 

hazard workplaces. With 

the new reporting 

requirements in FY 15,

there may be a shift to 

respond to reported 

injuries (unprogrammed). 

As a result, there may be a 

decrease in LEP/NEP 

inspections.

Result -- -- -- -- 77.1% -- --

Status -- -- -- -- Y -- --

Number of hazards 

abated associated 

with falls in 

construction

Target -- -- -- -- Base Base -- This was a new 

measure tracked for 

the first time in FY 

2014 to assist in 

setting a baseline. 

There is no relevant 

historical data or 

context to evaluate 

FY2014 

performance.

Result -- -- -- -- 9,148 -- --

Status -- -- -- -- -- -- --

Number of hazards 

abated associated 

with falls in general 

industry

Target -- -- -- -- Base Base -- This was a new 

measure tracked for 

the first time in FY 

2014 to assist in 

setting a baseline. 

There is no relevant 

historical data or 

context to evaluate 

Result -- -- -- -- 941 -- --

Status -- -- -- -- -- -- --

United States Department of Labor – 43 – FY 2014 Annual Performance Report
Strategic Goal 2

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

FY2014 

performance.

Percent of FAME 

recommendations 

addressed

Target -- -- -- -- Base 60% -- Baseline successfully 

established, including 

a database to track 

the metric against.

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --

Number of personnel 

trained in OSHA's 

training programs

Target -- -- -- -- 883,517[

p]

836,930[

p] -- OSHA external training programs, 

the OTI Education 

Centers, Outreach 

Training, and Susan 

Harwood Training 

Grant Programs, all 

showed increases in 

the numbers trained 

in FY 2014.

Internal training 

programs at OTI 

experienced a 24% 

decrease in FY 2014 

due to sequestration 

cuts in travel and 

contract budgets, and 

the government shut 

down.

Result 890,384 857,166 833,117 885,293 938,056 -- --

Status -- -- -- -- -- -- --

Sources: OIS, OPM, OWCP, BLS-CES, CEO, IMIS

Notes:

Mine Safety and Health Administration 

In FY 2014, MSHA did not achieve its DOL Priority Goal to reduce mining fatalities. After falling by 25 percent from FY 2010 to FY 2013, 

the rate remained stable in FY 2014 at 0.0141, largely because of a surge in metal and nonmetal (MNM) fatalities. In FY 2015, MSHA will continue 

to develop and implement new ways to make enforcement more effective, less predictable, and more strategic, with the goal of continuing the longterm trend of reduced fatality rates. 

Mining deaths are preventable. In order to prevent mine deaths, operators must have in place effective safety and health management programs that 

are constantly evaluated, find-and-fix programs to identify and eliminate mine hazards, and training for all mining personnel. MSHA has undertaken 

a number of measures to prevent mining deaths: increased monitoring and strategic enforcement through impact inspections at mines with troubling 

compliance histories; a more robust Pattern of Violations (POV) program; special initiatives such as "Rules to Live By," which focuses attention on 

the most common causes of mining deaths; and outreach efforts such as "Safety Pro in a Box," which provides guidance to the metal/nonmetal 

mining industry on best practices and compliance responsibilities. These efforts will continue in FY 2015. 

United States Department of Labor – 44 – FY 2014 Annual Performance Report
Strategic Goal 2

MSHA conducted comprehensive health inspections at 16.8 percent of MNM mines in FY 2014 – significantly exceeding the target of 10 percent. 

MSHA exceeded its FY 2014 target by conducting more comprehensive health inspections at MNM mines than anticipated. In conjunction with 

established Agency health priorities, inspectors must use a strategy to review potential hazards at each mine and then, if warranted, select “high risk” 

occupations for personal sampling. Walk-around observations, reviews of materials mined and/or produced, discussions with miners and mine 

management, and direct-read area sampling were used to determine which occupations or areas are “high risk” and, if warranted, should be sampled. 

Some mines also receive a more comprehensive inspection, based on analysis and mine inspector observations. MSHA has set an ambitious target of 

20% in FY 2015.

 

In FY 2014, MSHA initiated investigations for all 103(g) imminent danger complaints within one day of receipt. Informed miners are an essential 

element in maintaining a safe and healthful environment in all mines, at all times. The Mine Act gives miners the right to be a full stakeholder in 

their own health and safety. MSHA will continue to give these complaints the highest priority in FY 2015. 

In FY 2014, MSHA exceeded its target for timely review of roof control and ventilation plans by six percentage points with a result of 76 percent 

against a target of 70 percent. At the end of FY 2013, MSHA evaluated the process for reviewing roof control and ventilation plans and decided to 

revise the reviews to account for the Operator’s time involved in the approval process. As expected, this procedural change resulted in positive 

effects on the timeliness of plan reviews in FY 2014. 

In addition to the exceptional work performed at MSHA every day, there were numerous achievements in 2014 that are worthy of recognition. 

Among them: MSHA issued a final rule on respirable dust that was decades in the making and the implementation has been highly successful. 

Continuing work to end black lung disease, MSHA recorded the lowest yearly average dust concentrations in underground coal mines in history in

FY 2014. MSHA expanded stakeholder outreach by initiating quarterly conference calls with the mine safety and health training community across 

the country. MSHA field training operations were realigned to better implement the Mine Act. The Coal and Metal/Nonmetal district citation and 

order settlement project was implemented and will improve MSHA citation and order writing consistency. MSHA upgraded emergency response 

capabilities to ensure that Mine Emergency Operations (MEO) sites are ready to respond efficiently and finalized work on the state-of-the-art mine 

rescue communications systems. MSHA acted to protect miners’ voices with the most 105(c) discrimination cases filed on behalf of miners who 

were retaliated against for expressing safety or health concerns. Efforts to reverse a spike of fatalities in metal/nonmetal mines that began in late 

2013 have focused on making mines safer. 

United States Department of Labor – 45 – FY 2014 Annual Performance Report
Strategic Goal 2

MSHA – Prevent death, disease, and injury from mining and promote safe and healthful workplaces for the Nation's miners

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Five-year rolling 

average of fatal 

injuries per 200,000 

hours worked

Target 0.0171 0.0178 0.0156 0.0143 0.0134 0.0134 TBD

Result 0.0187 0.0164 0.0150 0.0141 0.0141 -- --

Status -- Y Y Y N -- --

Percent of MNM 

mines receiving 

comprehensive 

health inspections

Target -- -- -- -- 10.0% 20.0% 20.0% Techniques were 

used to determine 

which occupations or 

areas are “high risk” 

and, if warranted, 

should be sampled. 

Mines determined to 

be “high risk” receive 

a more 

comprehensive 

inspection.

In conjunction with 

established Agency health 

priorities, inspectors 

strategically review 

potential hazards and, if 

warranted, select “high 

risk” occupations for 

personal sampling.

Result -- -- -- -- 16.8% -- --

Status -- -- -- -- Y -- --

Number of 103(g) 

imminent danger 

complaint 

investigations 

initiated within 1 day 

of receipt

Target -- -- -- 100% 100% 100% 100%

Result -- -- -- 100% 100% -- --

Status -- -- -- Y Y -- --

Number of approved 

instructor evaluations

Target -- -- 675 775 775 800 850 Staff were assigned to 

other (one-time) 

priorities such as 

pattern of violation 

audits, the MNM fatal 

outreach initiative, 

and two-week 

training related to the 

office realignment.

MSHA will continue onsite monitoring of 

instructors to ensure they 

are providing effective 

health and safety training 

to miners and place special 

emphasis on evaluation of 

contract instructors.

Result -- -- 715 856 682 -- --

Status -- -- Y Y N -- --

Percent of regular 

mandated inspections 

completed

Target -- -- -- -- 99% 100% -- The target was 

reduced in the first 

quarter to reflect the 

impact of the Federal 

government shutdown 

Result -- -- -- -- 99% -- --

Status -- -- -- -- Y -- --

United States Department of Labor – 46 – FY 2014 Annual Performance Report
Strategic Goal 2

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

that made it 

challenging to 

conduct complete 

inspections of all 

operating mines in 

that quarter.

Percent of mine roof 

control plan reviews 

completed timely

Target -- -- -- -- 70% 70% -- MSHA evaluated the 

process for reviewing 

roof control and 

ventilation plans 

revised the process to 

account for the 

operator’s time in the 

approval process. 

This change 

positively impacted 

timeliness.

Result -- -- -- -- 76% -- --

Status -- -- -- -- Y -- --

Sources: Injury data – Mine operators' and non-exempt contractors' Mine Accident, Injury, and Employment reports and MSHA's Standardized Information System.

Notes: MSHA’s fatality rate reflects the number of fatalities per 200,000 hours worked during the prior five-year period. The FY 2015 result is required to calculate the FY 2016 

target for this measure

United States Department of Labor – 47 – FY 2014 Annual Performance Report
Strategic Goal 3: Promote fair and high-quality work environments

Strategic Objective 3.1 – Break down barriers to fair and diverse workplaces and narrow wage and income 

inequality

Analysis and Future Plans

Office of Federal Contractor Compliance Programs (OFCCP)

In FY 2014 OFCCP continued its commitment to an aggressive posture of Active Case Enforcement that supports the agency’s three main strategies 

of effective enforcement, outreach to workers, and regulatory reform. To capture activities in support of these strategies, OFCCP increased the 

number of performance measures from six in FY 2011 to 19 in FY 2012 to 27 in FY 2013 to 28 in FY 2014 and collected data on additional 

measures to be reported in FY 2014. 

OFCCP continued its strategic approach to balancing quantity and quality in FY 2014, and results show that the agency continues to make progress 

towards finding this balance. OFCCP initiated its comprehensive strategy in FY 2011 by laying the foundation for embedding sustainable 

organizational change through the initiation of comprehensive regulatory reform, expanded scope of enforcement, unprecedented outreach to workers 

and vulnerable populations, redesign of quality assurance monitoring, on-boarding and training of hundreds of new compliance officers, and 

structural reorganization across the agency at many levels. 

Enforcement – The FY 2014 enforcement targets were set at levels that would enable compliance officers to balance quantity and quality by 

maintaining an aggressive audit posture while enforcing disciplined case management that reduces the number of aged cases, resulting in fewer case 

closures with deficiencies and promoting effective enforcement through case triaging. Balancing quantity and quality is a major operational shift and 

cultural change for the organization that can only be fully realized over time. To increase enforcement impact, OFCCP focused its resources on 

larger and more complex systemic discrimination cases in both compensation and hiring, and used the Mega Project strategy, focusing on 

construction projects that include a greater number of Federal contractor and subcontractor workers. These and other strategies make OFCCP more 

efficient. Even though OFCCP conducted eight percent fewer compliance evaluations in FY 2014 than in FY 2013, the number of employees 

receiving back pay more than doubled – 9,268 (FY13) to 22,952 (FY14). Back pay to workers increased during the same period from $7.8 million to 

$11.9 million.

United States Department of Labor – 48 – FY 2014 Annual Performance Report
Strategic Goal 3

Outreach/Education – Since 2011, OFCCP has refined its relationship building strategy by prioritizing the development of effective and strategic 

relationships with an array of stakeholders to drive positive workplace change for workers. In FY 2014, the regions developed comprehensive and 

diverse lists of stakeholders who can help OFCCP achieve its priority goals centered on outreach, enforcement, and regulatory reform. In FY 2015, 

OFCCP will leverage these relationships to support specific case enforcement, such as increasing the number of affected class members 

located, connecting job placement providers with contractors that have job opportunities, and increasing participation in Mega Projects. 

OFCCP will continue to work with the Chief Evaluation Office to support the evaluation of its relationship building efforts – to improve its outreach 

program design and performance. The evaluation will be completed in 2017.

Regulatory Agenda – During FY 2014 and into early FY 2015, OFCCP continued executing its policy and regulatory agenda. The agency issued 

guidance on gender identity and transgender status, completed and issued a final rule on discrimination based on sexual orientation and gender 

identity that becomes effective in FY 2015, and obtained OMB-approval of a revised scheduling letter authorizing the collection of specific data and 

information. The new scheduling letter and itemized listing should enhance OFCCP’s ability to preliminarily identify possible pay and other forms of 

discrimination at the desk audit phase of all OFCCP compliance evaluations. Moreover, pursuant to an Executive Order and a Presidential 

Memorandum signed in April 2014, OFCCP issued Notices of Proposed Rulemaking proposing measures to prohibit discrimination based on the 

disclosure of pay information and measures that would require companies doing business with the Federal Government to collect and report summary 

employee compensation data. To increase employment opportunities for women and people of color on large, economically significant construction 

projects, OFCCP launched its Mega Construction project by issuing formal guidance and providing staff training on new processes and procedures. 

In FY 2015, OFCCP anticipates finalizing rules that replace the agency’s outdated sex discrimination guidance, that create pay transparency, and that 

focuses OFCCP’s enforcement efforts while addressing possible pay discrimination. 

OFCCP – Enforce affirmative action and nondiscrimination in Federal contractor workplaces

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of Supply 

and Service (S&S) 

Evaluations 

Completed

Target -- -- 3,500 3,840 3,840 3,840 3,840 Q4 case closures 

were at 104% of 

target, still only 

partially offsetting 

Q1/Q3 weakness. 

OFCCP maintained 

an excellent quantityquality balance with 

Major Deficiencies 

exactly at target for 

the FY.

S&S reviews were 

impacted by the 

shutdown and 

preparation/ 

resumption activities 

and the decision to 

shift focus to systemic 

compensation cases 

that require much more 

time to 

investigate/conciliate.

In FY 2015 OFCCP will 

continue to maintain the 

quantity-quality balance in 

its S&S compliance 

evaluations.

Result 4,445 3,382 3,447 3,898 3,602 -- --

Status -- -- I Y N -- --

United States Department of Labor – 49 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

Construction 

Evaluations 

Completed

Target -- -- 400 380 450 450 450 In the past OFCCP 

over performed by 

focusing on 

construction reviews 

that could be 

completed more 

quickly. Now, the 

agency is focusing on 

more complex cases 

that require more 

time to complete.

Construction reviews 

also are sensitive to 

FTE inputs and so 

were severely 

impacted by the 

government 

shutdown.

In FY 2015 OFCCP will 

continue to maintain the 

quantity-quality balance in 

its construction 

compliance evaluations 

and also will increase its 

focus on Mega Projects.

Result 515 550 511 447 385 -- --

Status -- -- Y Y N -- --

Number of 

Compliance 

Evaluations and 

Complaint 

Investigations 

Completed

Target -- -- -- -- -- 4,290 4,290 This measure is the 

sum of the two 

measures above, so 

the same things that 

worked or didn’t 

work, as well as the 

performance 

improvement plans, 

also apply here.

Result -- -- -- -- 3,987 -- --

Status -- -- -- -- -- -- --

Number of S&S 

FAAP Evaluations

Target -- -- 80 96 96 76 76

Using a compliance 

coordination model 

implemented in FY 

2013, FAAP 

evaluations in Q4 

were a solid 21% 

above target.

FAAP evaluations 

also were impacted 

by the government 

shutdown. Moreover, 

a majority of FAAP 

evaluations now are 

being investigated for 

systemic 

discrimination, which 

takes longer to 

investigate.

In FY 2015 OFCCP will 

use the same model that 

has yielded many more 

cases with systemic 

discrimination. Due to the 

length/complexity of 

FAAP cases, a more 

reasonable target also has 

been set.

Result 26 82 59 85 70 -- --

Status -- -- N I N -- --

Sources: OFCCP case management system

Notes:

United States Department of Labor – 50 – FY 2014 Annual Performance Report
Strategic Goal 3

Women’s Bureau

In FY 2014, the Bureau successfully met or exceeded all its annual targets, completing 21 policy and research outputs and developing 16 technical 

assistance (TA) tools. The Bureau released policy papers and research on topics such as paid leave, the gender wage gap, and work-family issues in 

conjunction with the 50th Anniversary on the President’s Commission on the Status of Women and the White House Working Families Summit. The 

Bureau also initiated a Paid Leave Grant Program to fund paid leave feasibility studies to support the development or implementation of paid family 

and medical leave programs at the state level. Currently, the Bureau receives anecdotal feedback from its collaborators as to how they have used its 

products. Sister DOL agencies, constituent groups, and advocacy organizations use the Bureau’s research and often distribute its publications to their 

members/stakeholders.

The majority of WB’s collaborators took an action to increase awareness and education. Policy change is a longer-term outcome goal, and WB 

predicts that policy implementations will increase over time. WB will use the survey tool to collect data to improve future WB products to increase 

implementation.

DM – Reduce barriers inhibiting or preventing women's access to and retention in better jobs, and ensure women's fair treatment in the workplace. 

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of policy 

and research outputs 

created

Target 17 16 11 3 20 18 20 In FY 2014, WB 

released policy 

papers and research 

on paid leave, the 

gender wage gap, and 

work-family issues in 

conjunction with the 

White House 

Working Families 

Summit.

WB needs to better 

assess the usefulness 

of its products. WB 

receives anecdotal 

feedback from its 

collaborators but has 

opportunities to more 

systematically collect 

this information.

The WB plans to develop 

a survey instrument to 

collect customer feedback 

after events such as 

roundtables, webinars, 

summits, etc.

Result 18 6 11 3 21 -- --

Status Y N Y Y Y -- --

Percent of 

collaborators who 

implement 

recommended 

policies/strategies

Target -- -- Base -- -- 20.00% 22.00% The majority of 

WB’s collaborators 

took an action to 

increase awareness 

and education.

Policy change is a 

longer-term outcome 

goal, and WB predicts 

that policy 

implementations will 

increase over time.

The bureau's survey of 

collaborators will help to 

determine how WB can 

improve its products and

outreach to encourage 

more implementation.

Result -- -- 6.00% 12.00% 20.00% -- --

Status -- -- -- -- -- -- --

Sources: WB tracks information using quarterly productivity reports.

Notes:

United States Department of Labor – 51 – FY 2014 Annual Performance Report
Strategic Goal 3

Office of Disability Employment Policy

In FY 2014, ODEP met the three targets used to gauge progress against its mission to develop and influence policies and practices that increase 

employment opportunities for people with disabilities. ODEP develops strategies to increase access to and use of American Job Centers services by 

adults and youth with disabilities through the Disability Employment Initiative (DEI). ODEP’s technical assistance centers advise, assist, train and 

promote the adoption and implementation of ODEP sponsored or validated policy strategies and effective practices. In FY 2014, ODEP provided 

technical assistance to help Federal contractors successfully implement the new regulation section 503 of the Rehabilitation Act of 1973, which 

requires Federal contractors to take affirmative action to employ and advance in employment, qualified individuals with disabilities. ODEP also 

implemented an initiative to help people with disabilities acquire industry recognized credentials through innovative partnerships with community 

colleges.

In FY 2015, ODEP will work with the Advisory Committee on Increasing Competitive Integrated Employment for Individuals with Disabilities, 

which is a two-year body established by the recently enacted Workforce Innovation and Opportunity Act (WIOA) to make recommendations to the 

Secretary of Labor and Congress on increasing employment opportunities for people with significant disabilities in competitive, integrated 

employment and improving the implementation of the section 14(c) certificate program carried out under the Fair Labor Standards Act. To increase 

the likelihood of ODEP’s policies being adopted and implemented at the state level, in FY 2015, ODEP will seek the active participation of partners 

representing critical state legislative and administrative bodies (e.g., National Council of State Legislatures, National Governors Association, and 

Council of State Governments).

ODEP – Reduce barriers to fair and diverse workplaces for workers with disabilities.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of Policy 

Outputs

Target 32 41 35 47 82 128 128

ODEP's Employment 

First Leadership 

State Mentoring 

Program and its 

technical assistance 

centers continue to 

serve as the greatest 

source of policy 

outputs.

Result 35 42 39 54 114 -- --

Status Y Y Y Y Y -- --

United States Department of Labor – 52 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of Effective 

Practices

Target 23 24 85 145 149 193 193 ODEP's Employment 

First Leadership 

State Mentoring 

Program and its 

technical assistance 

centers continue to 

serve as the greatest 

source of effective 

practices.

Result 23 44 131 192 153 -- --

Status Y Y Y Y Y -- --

Percent of customers 

that find technical 

assistance center 

information useful

Target -- -- -- 85% 85% 85% 85% ODEP technical 

assistance centers 

provide quality 

advice, assistance, 

and training to 

promote the adoption 

and implementation 

of validated policy 

strategies and/or 

effective practices.

Result -- -- -- 98% 96% -- --

Status -- -- -- Y Y -- --

Sources: ODEP's Data Management System

Notes:

United States Department of Labor – 53 – FY 2014 Annual Performance Report
Strategic Goal 3

Strategic Objective 3.2 – Protect workers’ rights

Analysis and Future Plans

Office of Labor-Management Standards

In FY 2014, OLMS exceeded all six of its performance goals. These six performance goals include three priority measures established in FY 2008 

and three additional measures established in FY 2011. 

In FY 2008, OLMS established baselines for its three priority measures: the elapsed number of days to resolve union officer election complaints, the 

percent of electronically filed reports, and the percent of targeted audits that result in criminal cases. These measures and their targets were 

established to promote OLMS effectiveness and efficiency and to increase union financial integrity, democracy, and labor-management transparency. 

These are major tenets of the Department’s goal to Protect Workers’ Rights (Strategic Objective 3.2).

OLMS strives to more effectively identify unions where criminal activity may be present by identifying anomalies in union financial reports, by 

analyzing and finding other predicates to financial malfeasance, and by using other targeting strategies. OLMS has become more successful in this 

area, exceeding its financial integrity performance goal for five consecutive years – culminating with a “fallout” rate of 21.7 percent in FY 2014. 

Fallouts occur when OLMS performs compliance audits of unions and discovers possible criminal activity that results in the opening of a criminal 

investigation. As a means to continue this improvement, OLMS established a work group that identified targeting methods and “red flags” that may 

indicate criminal activity. This workgroup continues its work and the increased accumulation of statistical data have enabled the workgroup to make 

further strides in predicting fraud and embezzlement. By instituting risk-based audit targeting models, fewer audits can be undertaken while 

increasing the percentage of audits that result in the opening of a criminal case, thereby maintaining a level number of criminal cases). Fewer audits 

mean that OLMS can be more efficient in the assignment of resources to areas directly supporting the Department’s objectives.

OLMS has invested in new technology to facilitate the electronic filing of union financial reports. Between FY 2010 and FY 2012, OLMS 

implemented a web-based system for the electronic filing of Form LM-2, LM-3, and LM-4 union annual reports. In FY 2014, the availability of 

these electronic forms as well as an electronic form for the LM-30 (implemented in FY 2013), coupled with outreach efforts coordinated through 

OLMS’ district offices, resulted in OLMS exceeding its FY 2014 goal of 34.5 percent as 45 percent of all filings were submitted electronically (an 

increase of almost 3 percent over FY 2013). Electronic filing is now available to over three quarters of those entities required to file reports under the 

LMRDA. The success of the e-filing program coupled with the extent of the program’s reach enabled OLMS to increase its target in FY 2015 from 

42.5 percent to 44.5 percent. OLMS has noted that approximately 10 percent of e-filers in one year revert to manual filing in the next year. In FY 

United States Department of Labor – 54 – FY 2014 Annual Performance Report
Strategic Goal 3

2015 and beyond, OLMS will address this problem through analysis of existing data in order to determine if there are common factors among this 

population that can be addressed.

In passing the LMRDA in 1959, Congress established a 60-day deadline for court action by the Secretary of Labor upon receipt of an election 

complaint. Quicker resolution of election complaints accelerates restoration of democratic voice and a democratically operated union. In FY 2008, 

OLMS began tracking elapsed days, with 92 elapsed days as the baseline. OLMS has met its goal in each subsequent year. In FY 2014, OLMS 

achieved the days elapsed per case goal by completing cases in an average of just over 72 days (against a goal of 74 days). This result was a slight 

increase from the 71 elapsed days achieved in FY 2013. Much of the increase can be attributed to two factors – an increase in the number of election 

cases (135 actual against 109 planned) and the occurrence of a major supervised election case requiring that a substantial number of investigators be 

temporarily reassigned, thus reducing their availability to process the existing election cases at that time. OLMS continues to fine-tune methods for 

further reducing its elapsed days including finding new ways to utilize a team-based approach for handling election cases (when resources permit) 

and engaging in early-involvement with the Office of the Solicitor in cases that may result in litigation. Between these continued improvements and 

a return to a normal work level, OLMS expects again to exceed this measure in FY 2015.

In FY 2011, OLMS began tracking three additional measures. For these three measures, OLMS intends to reduce the number of chronically 

delinquent filers of labor organization financial reports, increase the number of LM-10 and LM-20 persuader reports filed, and increase its web site 

satisfaction index score. Baselines for these measures were established in FY 2010.

In FY 2010, OLMS determined there were 2,070 chronically delinquent filers, unions that have not filed a required financial report on time in each of 

the prior three years. Because timely filing is a basic tenet of financial transparency, OLMS determined that reducing the number of these 

chronically delinquent unions was important to this goal. For FY 2014, OLMS established a target of 1,670 chronically delinquent filers. OLMS 

exceeded this target, ending the year with 1,168 chronically delinquent filers – thus exceeding the goal by about 500 filers. OLMS expanded its 

efforts to reduce this number by identifying, in a more timely manner, those unions that were already chronically delinquent entering the fiscal year, 

and, in addition, those unions that have been delinquent the past two filings (one year short of meeting the definition of chronically delinquent). 

OLMS targets these at-risk unions, offering compliance assistance to these and existing chronically delinquent filers in an effort to avoid another

untimely filing. 

Under the LMRDA, employers and outside agents/consultants are required to file a Form LM-10 or LM-20 when they arrange for services that are 

designed to influence or persuade employees with regard to their rights to organize and bargain collectively. For FY 2011, OLMS established a goal 

of obtaining 545 persuader reports. For FY 2014, OLMS had a goal of 765 reports. OLMS efforts resulted in the submission of 1,014 LM-10 and 

LM-20 persuader reports – 249 above the target for this measure. As in prior years, many of the FY 2014 submissions were delinquent reports for 

past years from filers who were unaware that these reports were required. OLMS expects that in time, most delinquent reports will be filed and 

subsequent filings will be for the current year only. However, at the present time, additional filers continue to be identified, thus expanding the 

baseline universe as well as the number of past due reports received. If in the future, all required filers are identified and past due reports are 

received, OLMS would expect that the number of filings will level off, or possibly decline. One major effort under this initiative is to cross-match 

United States Department of Labor – 55 – FY 2014 Annual Performance Report
Strategic Goal 3

LM-10 and LM-20 reports – because both the company and the persuader are required to file a report for the same set of services. A secondary effort 

is an educational effort that informs potential filers as to the requirements under the LMRDA.

The final measure is customer satisfaction with the OLMS web site. OLMS established an index baseline of 58 in FY 2010 and a goal to increase the 

index score to 62 in FY 2014. This goal was exceeded as the OLMS customer satisfaction index score in FY 2014 was 63. OLMS will continue to 

analyze the customer satisfaction surveys to identify areas where improvements to the web site can be implemented. These improvements are 

expected to increase the customer satisfaction score. OLMS has also started to track and analyze user metrics with respect to on-site behavior and 

has fine-tuned its ability to analyze this data to provide insights into how users are interacting with the OLMS web site. This analysis is expected to 

provide guidance on web site design that will lead to better user satisfaction.

OLMS – Promote union financial integrity, democracy, and transparency 

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of LM-10 

and LM-20 reports 

filed on employerconsultant persuader 

agreements

Target -- 545.00[p] 615.00[p] 690.00[p] 765.00[p] 840.00[p] 915.00[p] OLMS has 

established a manual 

cross-matching 

program which 

compares LM-10 and 

LM-20 filers and 

identifies parties that 

have not filed. Most 

entities identified in 

this way have been 

very responsive.

Because of resource 

limitations, OLMS 

has not been able to 

extend electronic 

filing capabilities to 

LM-10 and LM-20 

filers which would 

allow for a more 

efficient electronic 

cross-match program.

OLMS will continue to 

address non-filers through 

its manual cross-match 

initiative and will continue 

to seek funding for 

enhanced electronic filing 

capabilities.

Result -- 648.00 850.00 880.00 1,014.00 -- --

Status -- -- -- -- -- -- --

Percent of disclosure 

reports filed 

electronically

Target -- 24.5% 30.5% 34.5% 38.5% 44.5% 46.0%

Four of the 12 

required LMRDA 

forms are available 

for electronic filing, 

covering about 85% 

of all filers. OLMS 

provides outreach 

and educational 

opportunities, 

including seminars 

and webinars.

Due to resource 

limitations, electronic 

filing capabilities 

have not been 

extended for 8 

LMRDA forms. 

Outreach efforts are 

successful, OLMS 

expects that e-filing 

rate may reach 

diminishing returns.

Initial indications suggest 

that a significant percent 

of e-filers revert to paper 

filing. OLMS will focus 

outreach efforts on these 

unions and will continue to 

seek funding to extend 

efiling.

Result -- 21.4% 37.8% 42.4% 45.0% -- --

Status -- -- Y Y Y -- --

United States Department of Labor – 56 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

chronically 

delinquent filers of 

labor organization 

financial reports

Target -- 1,970[p] 1,870[p] 1,770[p] 1,670[p] 1,570 1,470 OLMS’ early 

outreach efforts for 

known and possible 

chronically 

delinquent filers have 

resulted in a 

considerable 

reduction.

The most recalcitrant 

late filers remain in 

the chronically 

delinquent category 

even after outreach.

OLMS will continue 

outreach for chronically 

delinquent unions and seek 

the assistance of 

national/international 

unions through the VCP. 

OLMS will also consider 

auditing chronically 

delinquent unions.

Result 2,070 1,835 1,711 1,226 1,168 -- --

Status -- -- -- -- -- -- --

Percent of targeted 

audits that result in a 

criminal case

Target Base 13.00% 13.75% 14.25% 14.75% 15.00% 15.25% OLMS uses a 

targeting algorithm 

with a series of 

predicates/red flags 

to predict unions at a 

higher risk of fraud 

or embezzlement.

Certain predicates/red 

flags have shown 

weaker correlation to 

fraud/embezzlement 

and thus have been 

de-emphasized in the 

targeting model.

OLMS will continue to 

monitor and fine-tune the 

predictive algorithm 

adding new predictors as 

necessary.

Result 14.76% 15.18% 13.81% 20.97% 21.70% -- --

Status -- Y Y Y Y -- --

Customer 

satisfaction score for 

OLMS web site users

Target -- 60[p] 60[p] 61[p] 62[p] 63[p] 64[p] OLMS redesigned 

and improved 

navigation on the 

agency website 

leading to increased 

user satisfaction.

Users continue to 

express frustration 

and dissatisfaction 

over the Union 

Reports search 

feature.

OLMS requested IT 

modernization funds to 

redesign the website 

upgrading the navigation 

and search functions.

Result -- 61 64 62 63 -- --

Status -- -- -- -- -- -- --

Average number of 

days to resolve union 

officer election 

complaints

Target 84.0 80.0 76.0 75.0 74.0 73.0 72.0

OLMS continues 

streamlining 

communication with 

the Solicitor’s Office 

and eliminating 

process days.

A major supervised 

election required 

OLMS to temporarily 

redirect resources 

away from election 

investigations and 

other cases.

OLMS will continue its 

successful partnership with 

the Solicitor’s Office. 

OLMS will also identify 

new ways to utilize a team 

approach for investigating 

election cases, when 

resources permit.

Result 81.0 79.0 71.0 71.0 72.3 -- --

Status Y Y Y Y Y -- --

Sources: e-LORS

Notes:

United States Department of Labor – 57 – FY 2014 Annual Performance Report
Strategic Goal 3

Occupational Safety and Health Administration

OSHA supports Strategic Objective 3.2 by administering and enforcing 22 whistleblower protection statutes that protect workers who speak out to 

report perceived violations of the law. Principally, this responsibility includes Section 11(c) of the Occupational Safety and Health Act, which 

prohibits employers from discriminating against employees who bring workplace hazards to the attention of the employer or the Agency. The 

additional 21 whistleblower protection provisions protect workers in a variety of industries who speak out against unsafe and/or unlawful behavior, 

including violations of airline, commercial motor carrier, consumer product, environmental, financial reform, food safety, health insurance reform, 

motor vehicle safety, nuclear, pipeline, public transportation agency, railroad, maritime, and securities laws. Enforcement of these worker protection 

laws is critical to ensuring safe, high-quality work-life environments, as workers must feel free to identify, and seek correction of, illegal conditions 

and conduct when they arise in the workplace without fear of retaliation or discrimination. 

Over the last 16 years, OSHA’s whistleblower enforcement responsibilities have doubled, and the number of new whistleblower cases filed with the 

agency has steadily increased each year, from about 1,900 new cases filed in 1997, to nearly 3,100 new cases filed in FY 2014. In response to the 

growing demand for whistleblower investigations, OSHA has recently made several changes to increase the effectiveness and efficiency of its 

whistleblower protection programs, including elevating the program to a stand-alone Directorate, establishing the Whistleblower Protection Advisory 

Committee, and creating an internal steering committee to guide policymaking and future planning. 

In FY 2015, OSHA will continue its on-going efforts to improve the efficiency and quality of the whistleblower protection programs’ investigative 

functions. For example, OSHA will complete the implementation of its improved management reporting structure to all regional whistleblower 

programs, which will allow those regions to strengthen caseload management and oversight of field investigations. Additionally, to encourage timely 

and equitable resolution of disputes, OSHA will expand the availability of its Alternative Dispute Resolution program, in which OSHA experts assist 

whistleblower parties to discuss resolving their disputes via voluntary settlement agreements. To further ensure that whistleblower investigations are 

completed thoroughly and accurately, OSHA will strengthen its basic whistleblower training offerings by designing and developing new courses and 

curriculum. Finally, OSHA will issue revised guidance materials and procedural regulations to promote consistent application of investigative 

practices and policies across all regions.

OSHA has two performance measures for tracking the effectiveness of OSHA’s whistleblower enforcement efforts. The first measure, Average Age 

of Pending Whistleblower Investigations, monitors the program’s efforts to reduce its backlog of pending whistleblower investigations by tracking 

the age of cases that are pending a determination from the Agency. Measuring this data will help OSHA ensure that regional whistleblower programs 

are efficiently prioritizing and completing whistleblower investigations, and will further OSHA’s customer service goals by highlighting the 

importance of completing investigations in a timely fashion. The second measure, Average Days to Complete New Complaint Screening Process, 

tracks OSHA’s efforts to provide attentive customer service to new complaint filers. By measuring the average time that it takes for OSHA to 

determine if a new whistleblower complaint is appropriate for investigation; this measure will provide a meaningful measurement of the OSHA’s 

responsiveness to new complainants.

United States Department of Labor – 58 – FY 2014 Annual Performance Report
Strategic Goal 3

As OSHA continues its efforts to improve the whistleblower protection programs, OSHA will be able to provide more quality investigations to more 

workers, which will help the Agency to reassure workers that voicing concerns will not leave them susceptible to retaliation and discrimination. 

Without this assurance, OSHA cannot realize its goal of providing safe, healthy and fair workplaces to American workers. 

OSHA – Protect employees' rights to file health and safety complaints and prevent discrimination against workers who report hazards

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average age of 

pending 

whistleblower 

investigations.

Target -- -- -- Base Base 365 360 This is a new 

measure that 

monitors OSHA's 

efforts to reduce its 

backlog of pending 

whistleblower 

investigations. FY14 

baseline was 

established.

This is a new measure 

that monitors OSHA's 

efforts to reduce its 

backlog of pending 

whistleblower 

investigations. FY14 

baseline was 

established.

OSHA plans to use this 

measure to monitor the 

management of its 

whistleblower 

investigation caseload and 

to ensure that 

investigations are resolved 

in a timely fashion.

Result -- -- -- -- 372 -- --

Status -- -- -- -- -- -- --

Average days to 

complete new 

complaint screening 

process.

Target -- -- -- Base Base 20 17 This is a new 

measure that tracks 

OSHA’s efforts to 

provide attentive 

customer service to 

new complaint filers. 

FY14 baseline was 

established.

This is a new measure 

that tracks OSHA’s 

efforts to provide 

attentive customer 

service to new 

complaint filers. 

FY14 baseline was 

established.

OSHA plans to use this 

measure to monitor its 

responsiveness to new 

complaint filers by 

measuring the average 

days taken to determine if 

a new complaint is 

appropriate for 

investigation.

Result -- -- -- -- 14 -- --

Status -- -- -- -- -- -- --

Sources: OIS, OPM, OWCP, BLS-CES, CEO, IMIS

Notes:

United States Department of Labor – 59 – FY 2014 Annual Performance Report
Strategic Goal 3

Mine Safety and Health Administration

MSHA’s Office of Assessments, Accountability, Special Enforcement and Investigations oversees MSHA’s program to protect miners from 

discrimination when they exercise their right to report health and safety hazards without fear of retaliation. MSHA did not reach either of the FY 

2014 targets for measures supporting this goal. The result for timely investigation of discrimination complaints was 12 percentage points below target 

and the result for investigation of requests for temporary reinstatement was 7 percentage points below target. However, in both cases, results for the 

fourth quarter of FY 2014 were well above target. MSHA considers the 2014 problems partially resolved pending the addition of new special 

investigators in FY 2015. For this reason, MSHA restored the target for discrimination complaint investigations to the FY 2012 level (85 percent) 

and increased the temporary reinstatement investigations target to 75 percent in FY 2016. MSHA executive management continues to meet with the 

Solicitor’s office bi-weekly to monitor caseloads. In addition, changes to the procedures for responding to FOIA requests for discrimination case 

information has reduced the time compliance specialists must spend on FOIA requests; this has helped expedite the review of discrimination 

investigations.

A key achievement of this Administration is enforcement of the anti-discrimination provisions contained in the 1977 Act. This importance was 

reinforced by the tragedy at the Upper Big Branch (UBB) mine. For the four years prior to the disaster, no one working at UBB had filed a hazard 

complaint, even though post-disaster investigations documented well-known, long-standing problems at that mine. MSHA has distributed materials 

directly to miners and has beefed up its special investigations staff to work on claims of retaliation. In 2011, MSHA updated its Miners’ Rights 

Handbook and developed new training tools, which are available online. In FY 2013, DOL filed 34 requests for temporary reinstatement, the second 

highest number on record, with the Federal Mine Safety and Health Review Commission on behalf of miners who submitted complaints of 

discrimination in the form of a suspension, layoff, discharge or other adverse action. Additionally, DOL filed 58 complaints alleging mine safety 

discrimination during 2013. The 58 discrimination complaints DOL filed on behalf of miners in FY 2013 was an all-time record, doubling the 

previous record of 29 in FY 2011.

To assess whether quality investigations are conducted, MSHA performs a headquarters review of every discrimination investigation conducted by 

its enforcement personnel.

United States Department of Labor – 60 – FY 2014 Annual Performance Report
Strategic Goal 3

MSHA – Protect miners from discrimination

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of 105(c) 

investigations of 

miner discrimination 

complaints that are 

completed within 60 

days of receipt

Target 0% 80% 85% 75% 75% 85% 85% MSHA temporarily 

reassigned staff, 

accelerated training 

of special 

investigators, and 

made process 

improvements that 

resulted in fourth 

quarter results 

significantly above 

the target.

The Federal 

government shutdown 

hurt first quarter 

performance; an 

imbalanced 

distribution of special 

investigators (with 

respect to the 

distribution of 

complaints) impaired 

second quarter 

efforts.

MSHA is adding to its 

staff of special 

investigators.

Result 87% 86% 85% 76% 63% -- --

Status -- Y Y Y N -- --

Percent of 

investigations of 

miner requests for 

temporary 

reinstatements that 

are completed within 

20 days of receipt

Target -- 70% 70% 70% 70% 75% 75%

See above. See above. See above.

Result 78% 70% 80% 72% 63% -- --

Status -- Y Y Y N -- --

Sources: Imminent danger complaint investigations - MSHA’s Standardized Information System. Discrimination Investigations are tracked in a stand-alone database (Privacy Act 

Systems of Records - DOL/MSHA-10) into which the Office of Assessments, Accountability, Special Enforcement and Investigations personnel record applicable discrimination 

investigation information (dates, milestones, outcomes, etc). The system is currently located on a server on MSHA’s segment of the DOL network but will be transferred to OCIO.

Notes:

United States Department of Labor – 61 – FY 2014 Annual Performance Report
Strategic Goal 3

Wage and Hour Division

In FY 2014, WHD resolved 70 percent of its FMLA investigations within the fiscal year and no violations were found in 38 percent of investigations. 

In FY 2014, WHD implemented directed FMLA enforcement initiatives in addition to enhanced responses to FMLA complaints, including more onsite investigations and policy reviews. These efforts will be balanced against timely resolution of complaints and directing limited resources to 

pursue employers with systemic FMLA violations to achieve and maintain corporate-wide compliance. 

WHD – Increase corporate compliance with the Family Medical Leave Act

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of No 

Violation FMLA 

cases

Target -- -- -- Base 40.00% -- -- WHD achieved its 

intended target while 

implementing its 

directed enforcement 

strategies in addition 

to enhanced 

responses to 

complaints.

WHD must ensure 

that the quality and 

impact of 

investigations is

balanced with the 

strategies being 

implemented.

WHD is currently 

exploring new measures 

that will better reflect its 

priorities in FMLA that 

better align with corporate 

wide compliance for 

protecting employee 

family leave.

Result -- -- -- 39.74% 38.38% -- --

Status -- -- -- -- Y -- --

Sources: Wage and Hour Investigative Support and Reporting Database (WHISARD)

Notes:

United States Department of Labor – 62 – FY 2014 Annual Performance Report
Strategic Goal 3

Strategic Objective 3.3 – Secure wages and overtime

Analysis and Future Plans

Wage and Hour Division

WHD relies on a balanced set of measures to evaluate the implementation of its strategic enforcement approach to compliance. These measures 

capture data on productivity, prioritization, and quality. Over the last three years, WHD has shifted its resources from complaint-based to directed 

enforcement to promote compliance on behalf of workers in certain industries or program areas. By better integrating the directed and complaint 

investigations, WHD maximizes limited enforcement resources towards the goal of improving compliance at the industry-level and reaching the 

greatest number of vulnerable workers. In FY 2014, WHD maintained increases from the previous three years in the percent of directed 

investigations by reaching 44 percent while continuing to reduce the no violation rate for both complaint and directed investigations. The no 

violation rate is one indication of whether WHD is selecting the right employers for investigation. These results show the gap between complaint and 

directed investigations narrowing, which demonstrates that WHD directed investigations are nearly as accurate as a complaint in identifying 

employers with violations. Also importantly, directed investigations reach workers that are least likely to complain. 

The FY 2014 results show an average age non-residential construction DBRA wage rates of 43 months, which is short of the targeted 36 months. 

WHD is conducting a top-to-bottom evaluation of the survey process and policies in an effort to significantly improve program operations and 

performance. Moving forward, WHD is also evaluating the appropriate balance of measures for demonstrating progress and results given these 

anticipated reforms. 

WHD – Provide that vulnerable workers are employed in compliance and secure sustained and verifiable employer compliance, particularly among the most persistent violators

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

compliance actions

Target 29,268 31,897 34,533 34,231 33,635 30,500 37,510 WHD is maintaining 

a level of 

productivity given 

the available 

resources while 

balancing quality and 

impact.

Results were directly 

impacted by attrition, 

the government 

shutdown, and 

sequestration. The 

challenge is to sustain 

acceptable levels of 

production while 

WHD will continue to 

prioritize maintaining its 

investigator levels to 

ensure productivity and 

resume hiring when 

budget allows. WHD will 

balance productivity with 

quality and impact.

Result 26,500 33,293 34,139 33,146 29,483 -- --

Status I Y I N N -- --

United States Department of Labor – 63 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

focusing on quality and 

impact.

Percent of directed 

investigations 

(excludes 

conciliations)

Target 24.00% 32.00% 35.00% 38.00% 40.00% 43.00% 43.00% WHD's enforcement 

program continues to 

evolve from 

complaint-based to 

strategic where 

directed 

investigations are

conducted in priority 

industries and the 

complaints are 

prioritized.

WHD needs to 

evaluate the optimal 

level for the percent 

of directed 

investigations to 

ensure that the 

program is evidencebased.

WHD needs to continue to 

focus on keeping no 

violation rates low as this 

measure continues to 

increase.

Result 17.00% 29.00% 40.63% 44.19% 43.51% -- --

Status N I Y Y Y -- --

Percent of directed 

no violation cases

Target -- 28.00% 25.00% 23.00% 22.00% 25.00% 20.00% WHD achieved the 

lowest no violation

rate in recent history 

with a continued 

shift towards 

strategic enforcement 

in priority industries.

WHD needs to ensure 

that the low violation 

is balanced with 

quality and impact of 

investigations.

WHD is determining 

optimal levels of 

complaint and directed 

resources to ensure that 

resources are placed in 

priority areas.

Result 30.27% 30.00% 29.22% 26.12% 21.96% -- --

Status -- I I I Y -- --

Percent of complaint 

no violation cases

Target -- 15.00% 22.80% 22.00% 20.00% 21.00% 20.00% WHD did better than 

expected in reaching 

targets through 

complaint tiering and 

better screening 

protocols.

WHD needs to remain 

vigilant in ensuring 

that the complaint 

investigations support 

WHD priorities and 

customer service.

See Above

Result 26.12% 24.59% 21.29% 20.76% 19.46% -- --

Status -- I Y Y Y -- --

Percent of Directed 

Investigations in 

Priority Industries

Target -- 80.00% 83.00% 85.00% 86.00% 84.00% 86.00%

WHD continues to 

place high priority 

and resources in 

industries with 

vulnerable workers 

unlikely to complain.

WHD may have 

reached the optimum 

level and is evaluating 

what other measures 

are needed to drive 

continued 

improvements that 

can be achieved.

WHD continually reviews 

its priority industries to 

ensure that WHD is 

placing resources in 

industries with vulnerable 

workers while balancing 

the need to be vigilant in 

emerging industries.

Result 81.83% 81.74% 85.25% 83.49% 81.82% -- --

Status -- Y Y N N -- --

United States Department of Labor – 64 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of complaint 

investigations in 

priority industries 

(excludes 

conciliations)

Target -- 63.00% 66.00% 68.00% 68.00% 69.00% 70.00% WHD commits to 

industries where it 

expects to find 

vulnerable workers, 

which is balanced 

against doing 

investigations in each 

statutory program.

See above See above

Result 65.39% 66.00% 67.33% 67.61% 66.74% -- --

Status -- Y Y I N -- --

Average age of 

Davis-Bacon wage 

rates for nonResidential 

Construction (in 

months)

Target -- 40 36 36 36 -- -- WHD completed an 

update of CBA rates 

for a number of 

states and submitted 

16 surveys for 

publication.

While the measure 

tracks timeliness in 

completing surveys, 

the measure does not 

adequately reflect 

survey quality or 

accuracy.

WHD is conducting a topto-bottom evaluation of 

the survey process and 

policies in an effort to 

significantly improve 

program operations and 

performance

Result 47 39 39 42 43 -- --

Status -- Y N N N -- --

Sources: Wage Determination Generation System (WDGS) Wage and Hour Investigative Support and Reporting Database (WHISARD)

Notes:

Employment and Training Administration

Foreign Labor Certification programs have as a primary responsibility, the review of employer-filed applications for labor certifications and the 

determination of requests for prevailing wages in order to proceed with the employment-based immigration process. The fundamental determination, 

by statute, which must be made prior to the granting of labor certification, concerns whether the hiring of a foreign worker will adversely impact the 

wages and working conditions of U.S. workers, and that no qualified U.S. workers are willing or available to fill a given vacancy. The Secretary has 

delegated the responsibilities for the administration of permanent and temporary labor certification programs ETA’s Office of Foreign Labor 

Certification (OFLC). Statutes, regulations, and administrative requirements establish mandatory timeframes within which the OFLC must issue a 

final determination or take certain actions on employer-filed applications for permanent or temporary labor certification as well as employer filed

requests for prevailing wage determinations. 

A key and long standing challenge within the foreign labor certification programs has been balancing program integrity activities with stakeholder 

needs for timely processing of applications. In FY 2014, this balance was affected by available staff resources for processing, the merits of the 

applications submitted, the volume of applications filed, as well as mandatory court orders and congressional riders. OFLC was able to meet case 

United States Department of Labor – 65 – FY 2014 Annual Performance Report
Strategic Goal 3

processing goals for PERM applications not selected for integrity review, Complete H-2A Applications Resolved 30 Days before the Date of 

Need, and H-2B Applications Resolved in 30 Days. Limited resources will continue to be allocated to those programs that have statutory and or 

regulatory processing times (Temporary Non-immigrant Programs) and absent additional funding, the PERM processing times and backlog will 

continue to increase. 

ETA – Performance Goal ETA 3.3 – Maintain oversight to provide that employers are compliant with wage and overtime laws with respect to certified foreign laborers.

*Target reached (Y), 

Improved (I), or Not

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average processing 

time goal for PERM 

applications selected 

for integrity review 

(Audit, OFLC)

Target -- -- -- 200 450 600 600 A decrease in 

program 

administration 

funding required 

OFLC to reduce by 

50 percent contractor 

support for assisting 

with PERM case 

processing.

OFLC prioritizes programs 

that have statutory and or 

regulatory processing 

times. Absent additional 

funding, PERM processing 

times will continue to 

increase.

Result -- -- -- 260 452 -- --

Status -- -- -- Y Y -- --

Average processing 

time for PERM 

applications not 

selected for integrity 

review (OFLC)

Target -- -- -- 90 225 350 350 Active management 

of production and 

review of operating 

status against set 

goals.

Result -- -- -- 114 203 -- --

Status -- -- -- Y I -- --

Percent of Complete 

H-2A Applications 

Resolved 30 Days 

Before the Date of 

Need (OFLC)

Target -- -- -- -- 80.0%[r] 80.0% 80.0%

This new measure 

excludes applications 

that are delayed at 

the fault of the 

employer or the State 

Workforce Agency. 

This revision allowed 

the OFLC to focus on 

reducing internal 

processing delays.

OFLC will continue 

measurement for a full 

year, to include the entire 

peak filing season before 

significantly adjusting the 

target. OFLC suspects to 

raise target slightly in FY 

2016.

Result -- -- -- -- 90.8% -- --

Status -- -- -- -- Y -- --

United States Department of Labor – 66 – FY 2014 Annual Performance Report
Strategic Goal 3

*Target reached (Y), 

Improved (I), or Not

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of H-2B 

Applications 

Resolved in 30 Days 

(OFLC)

Target -- -- -- 82.0%[r] 90.0% 90.0% 90.0% Increased employer 

participation in 

electronic filing 

significantly 

streamlined the case 

adjudication process 

and facilitated more 

efficient

Result -- -- -- 85.3% 97.5% -- --

Status -- -- -- Y Y -- --

Percent of H-1B 

applications 

processed within 

seven days of the 

filing date (OFLC)

Target 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Active management 

of production and 

review of operating 

status against set 

goals.

Documented adverse 

impacts on timeliness 

due to the 

government 

shutdown.

Result 100.00% 100.00% 100.00% 100.00% 97.10% -- --

Status Y Y Y Y N -- --

Sources: OFLC PERM Electronic Filing and Case Processing System. 

Notes:

United States Department of Labor – 67 – FY 2014 Annual Performance Report
Strategic Goal 4: Secure retirement, health, and other employee benefits and, for those not 

working, provide income security

Strategic Objective 4.1 – Provide income support when work is impossible or unavailable and facilitate return 

to work

Analysis and Future Plans

Office of Workers’ Compensation Programs (OWCP)

OWCP supports the Secretary’s vision of Promoting and Protecting Opportunity, the Department of Labor’s Strategic Goal 4: “Secure retirement, 

health, and other employee benefits and, for those not working, provide income security”, and DOL’s Strategic Objective 4.1, Provide income 

support when work is impossible or unavailable and facilitate return to work. Income support is provided by OWCP through the prompt and accurate 

adjudication of claims and payment of benefits. Ongoing maintenance of cases receiving long-term benefits, including regular reviews to confirm

entitlement and payment accuracy, promotes the integrity of OWCP’s benefit delivery. The agency’s performance measures also focus on expediting

the receipt of new claims from employers to avoid up-front delays in claims processing. OWCP sets performance standards that seek to balance

production demands with expected quality levels while ensuring that benefits and services are delivered timely and accurately.

Return to work is most successful through early identification of work injury or illness, prompt development of case information, and efficient 

provision of assistance services that support recovery. In particular, OWCP uses disability management strategies in the FECA program to assist 

Federal workers with injury recovery and with returning to work. Contract nurses make early contact and coordinate among claimants, employing 

agencies and medical providers. They advise injured workers and assess their conditions; confirm return to work status; obtain treatment plans from 

the treating physicians; and work with employing agencies. If claimants remain out of work for extended periods of time, OWCP continues regular

monitoring to identify cases when medical conditions improve and provide vocational rehabilitation and job placement services as soon as it is 

feasible. In addition, OWCP has upgraded data and communications systems to improve claims filing and other information exchanges with 

employers and claimants. 

Disability management relies upon the engagement of Federal employers to share and use proven return to work practices. Two government-wide 

initiatives have focused on return to work: 1) Executive Order 13548 to increase Federal employment of injured workers and workers with 

disabilities; and 2) the Presidential “Protecting Our Workers and Ensuring Reemployment” (POWER) initiative, a four-year (FY 2011 – FY 2014) 

United States Department of Labor – 68 – FY 2014 Annual Performance Report
Strategic Goal 4

initiative jointly directed by OWCP and the Occupational Safety and Health Administration. Of the eight government-wide performance goals 

established by POWER, OWCP is responsible for four. In FY 2014, the government-wide targets for these goals were:

• Increase the percent of FECA disability management cases returned to work within two years to 92.0 percent;

• Reduce agency lost production day rates (per 100 employees) to 34.4 days;

• Increase the percent of notices of injury filed by Federal employers within 10 business days to 90.4 percent; and

• Increase the percent of wage-loss claims filed by Federal employers within five (5) business days to 78.0 percent. 

Federal Employees’ Compensation Act Program Performance:

Increase the share of Federal employees that return to work within two years of entering FECA’s disability management program –

OWCP measures the performance of 14 of the largest Executive Branch agencies to improve return-to-work rates. These agencies form the 

POWER Return-to-Work Council under the leadership of OWCP. The POWER Council serves as a forum to regularly review performance 

results, share best practices, and set challenging individual agency goals. From FY 2009 to FY 2014, the percentage of injured workers receiving

FECA disability management services and returning to work within two years of injury increased from 85.8 percent to 90.7 percent. While this 

indicates overall improvement over time, the annual target for FY 2014 (92.0 percent) was not met. Budgetary factors may have continued to 

affect agencies’ reemployment efforts this past year. In addition, an ongoing performance improvement challenge remains for those Federal 

agencies with employees working on more hazardous missions or having other occupational reemployment challenges. To improve return-towork numbers, OWCP is exploring the use of more targeted strategies specifically designed for those agencies.

Reduce government-wide Lost Production Day (LPD) rates – Under POWER, individual Executive Branch agencies have been committed to 

reducing LPD rates (per 100 employees) by one percent per year through FY 2014. LPD rates provide an index reflecting the overall incidence 

and severity of workplace injuries and the duration of lost time in the first year following occurrence of injury or illness. The measure’s 

usefulness is limited to providing a general historical assessment of an agency’s safety and return to work culture. It looks back at the impact 

injuries and illnesses had on an agency’s total lost production days per 100 employees. It also is impacted by non-injury related factors such as 

employment fluctuations during the year. The return-to-work outcome measure is more useful in that it reflects the effectiveness of both the 

FECA program in assisting with recovery and return to work and Federal agencies in reemploying their injured workers. It also provides 

information that helps in designing actionable strategies to improve performance.

In FY 2014, the government-wide average LPD rate dropped to 31.8 days, exceeding the annual target of 34.4 days. While the target was met, it

is important to note that LPD performance is subject to impacts resulting from budget constraints and sequestration. Agencies that designate 

funds to support return-to-work activities may reduce or redirect these resources to more mission focused work if funding is tight. In addition, 

some of the positions that may have been available for returning workers in the past may no longer be available due to budget constraints.

Timely submission of Notices of Injury and Wage-Loss Claims – The ability of OWCP to promptly initiate intervention and return-to-work 

services is improved if Federal employers are timely in the submission of injury reports and wage-loss claims. Earlier receipt of these forms also 

United States Department of Labor – 69 – FY 2014 Annual Performance Report
Strategic Goal 4

enables OWCP to begin claims adjudication and payment processing sooner. POWER goals emphasized prompt filing of claims and the use of 

technology to facilitate the filing process. Federal agencies with Electronic Data Interchange (EDI) capability made immediate significant gains 

in timeliness subsequent to their adoption of EDI. To expand electronic filing capability to all agencies, OWCP developed a web-based 

capability, the Employees’ Compensation and Operations Portal (ECOMP), and continues to offer this electronic submission capability to all 

Federal employing agencies to further cut the time of delivery. In FY 2014, Federal agencies achieved a result of 88.8 percent for notices of 

injury filings within 10 business days; this is an improvement over FY 2013, but slightly less than the target of 90.4 percent. Percent of wageloss claims filed within five business days increased to 82.9 percent – three percent higher than in FY 2013 and 4.9 percent higher than the target 

of 78.0 percent. 

Longshore and Harbor Workers’ Compensation Act Program Performance:

Increase the timeliness of First Reports of Injury and First Payment of Compensation – OWCP emphasizes the performance of longshore 

and harbor workers’ employers using four performance measures to confirm that injury reports and first payment of benefits are filed timely and

that first payments of compensation benefits are made promptly. Longshore program improvement strategies include a combination of engaging 

with employers by communicating expectations/requirements; formally publishing performance results; and providing education and technical 

assistance. Improved communications and information sharing between the parties are also essential to dispute resolution. Timely resolution of 

disputed issues minimizes interruptions to benefit processing and facilitates more timely return to work of those injured workers. 

OWCP exceeded all four FY 2014 Longshore program targets. Injury report timeliness (within 30 days) in FY 2014 for Defense Base Act (DBA)

cases was 89 percent within 30 days against a goal of 83 percent. First payment timeliness in FY 2014 for DBA cases was 63 percent against a 

goal of 62 percent. Injury report timeliness in FY 2014 for non-DBA cases was 87 percent against a goal of 85 percent. First payment timeliness 

in FY 2014 for non-DBA cases was 87 percent against a goal of 85 percent. 

Black Lung Benefits Act Program Performance:

Black Lung claims decision timeliness – In FY 2014, OWCP issued Proposed Decisions and Orders (PDO) within an average of 234 days 

against a target of 220 days. The Black Lung program issued 5,125 PDOs, an increase of seven percent over FY 2013. The average time for the 

development of medical evidence was 88 days against a target of 85 days. 

Claims received in FY 2014 increased by 15 percent to 7,394 compared to 6,420 claims filed in FY 2013. Incoming claims filings are expected 

to increase to 7,700 in FY 2015. These increases are attributed to a struggling coal mining economy (increased mine closures and lay-offs lead to 

increased claim filings) and the publicity associated with: 1) the implementation of two new Black Lung program rules favorable to claimants; 

and 2) the release of the ABC News/Center for Public Integrity investigative reports highlighting questionable practices of lawyers and doctors 

hired by coal mine employers who contest awarded black lung claims. The significant increase in the number of claims received, without 

corresponding staffing increases, has a direct correlation on the increase in the over-target timeliness of PDO issuance. Black Lung program 

United States Department of Labor – 70 – FY 2014 Annual Performance Report
Strategic Goal 4

improvement strategies include continuing to engage clinics, physicians, attorneys, employers, insurance companies and other entities and 

individuals who provide medical and employment evidence to emphasize claims processing quality and expanding on the successful FY 2014 

initiative to convert new case files to electronic form to gain even more processing efficiencies. 

The Black Lung program’s performance priority is to improve the quality of the PDO process while minimizing the time it takes to process Black 

Lung claims. The program is focused on improving the quality and sufficiency of the medical and factual evidence of record and will evaluate 

whether to continue or expand two FY 2014 quality initiatives: 1) a pilot program (requiring a supplemental report from the examining physician 

who provided the initial medical report) that now applies only to a limited cohort of claims based on length of proven coal mine employment and 

whether the program made a preliminary determination of entitlement; and 2) a 100 percent review by Black Lung program management of all 

decisions made on claims with a diagnosis of complicated pneumoconiosis. As the pilot program requires an average of 50 additional days of 

development time for each claim, this cadre of cases impacted the program’s ability to achieve the annual performance target for the average days 

for the development of medical evidence, which directly correlates to the increase in the average time to issue PDOs. 

Also in 2015, the program will partner with the National Institute of Occupational Safety and Health (NIOSH) to: 1) set up a quality assurance 

program to minimize the impact of potential bias on the chest X-ray B-reading process; and (2) implement online training modules, developed 

and peer-reviewed by renowned pulmonologists, to educate physicians and professional claims staff on diagnosing and documenting respiratory 

disorders and quantifying and articulating impairment and disability.

Energy Employees Occupational Illness Compensation Program Performance:

Timely adjudication in EEOICPA Claims – OWCP’s Energy program provides timely claims adjudication and benefit delivery. In FY 2014, 

the program tracked performance with regard to the overall time to process claims, from intake to final decision. The performance measures 

combine Part B and Part E results and account for the various actions a case may require, including time for dose reconstruction or oral hearing. 

These measures provide a more transparent view of the claims process, including time spent by NIOSH in developing cases. Average time to 

process cases sent to NIOSH when a hearing was held increased slightly in FY 2014 to 469 days – an increase of 17 days from the FY 2013 result 

of 452 days. The measure remained below the FY 2014 target of 485 days. Average time to process cases sent to NIOSH when a hearing was 

not held increased to 352 days against a target of 315 days.

Several FY 2014 initiatives were aimed at further reducing processing times. The Energy program continued to refine and update the Energy 

Compensation System (ECS), enhancing the way the program manages cases technologically. Deployment of an electronic method of sharing 

information with the Department of Energy (DOE) for verification of employment and other records improved program timeliness. The program 

also continued to image paper documents through the OWCP Imaging System (OIS). The imaging of documents allows for ease of transferring 

files between offices, reduces the space needed to store claims files, and allows for easier portability of case files. This project began in FY 2013 

as a pilot and throughout FY 2014 more and more case files became available electronically. The Energy program is currently in the 

development and requirement stage of creating a web portal through which documents can be uploaded (rather than submitting them by mail) to 

United States Department of Labor – 71 – FY 2014 Annual Performance Report
Strategic Goal 4

the OIS and making those documents and forms immediately available to the claims staff. This new Energy Document Portal (EDP) will be used 

by resource center personnel, claimants, authorized representatives, medical providers and others to file most forms and provide supporting 

documentation electronically. In addition, the program began working with the Social Security Administration in FY 2014, allowing it to request 

earnings information through secure electronic fax, rather than through the mail. It is expected that this will significantly reduce processing time 

in FY 2015.

OWCP – Provide income support when work is impossible or unavailable and facilitate return to work (RTW) for workers experiencing workplace injuries or illnesses

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Federal 

employees with 

work-related injuries 

or illnesses coming 

under FECA's 

Disability 

Management that are 

reemployed by nonPostal Federal 

Agencies

Target 86.7% 87.0% 88.4% 93.4% 92.0% 92.0% 95.0%

The POWER 

initiative continued 

to reduce injury rates 

as well as shorten the 

duration of disability 

terms, resulting in 

workers returning to 

work sooner.

Some agencies have 

worker populations 

that are more difficult 

to reemploy. In 

addition, budget 

constraints led some 

agencies to reduce or 

eliminate resources 

devoted to return to 

work efforts.

OWCP will focus on 

working with agencies 

with generally hard-toemploy populations by 

using a more targeted 

approach as part of a 

multi-faceted strategy to 

increase return to work.

Result 89.7% 91.6% 91.5% 91.9% 90.7% -- --

Status Y Y Y I N -- --

Government-wide 

Lost Production 

Days Rates (per 100 

employees) in NonPostal Agencies

Target 35.0 35.0 35.1 34.7 34.4 34.4 34.1 Continued 

application of an 

active team approach 

to disability 

management has 

reduced the duration 

of lost time in the 

first year following 

the occurrence of 

injury or illness.

LPD performance is 

affected by budget 

constraints. At some 

agencies, funds to 

support return to 

work activities may 

be reduced or 

redirected to more 

mission focused work 

if needed.

OWCP will continue the 

active disability 

management team 

approach to assist with 

employee recovery and 

return to work.

Result 34.6 33.8 34.8 34.6 31.8 -- --

Status Y Y Y Y Y -- --

Percent of Notices of 

Injury filings by nonPostal Agencies 

received within 10 

business days

Target 81.0% 81.0% 82.0% 87.8% 90.4% 90.4% 89.5%

Enhanced electronic 

filing capabilities 

allowing agencies to 

work more 

efficiently.

Not all agencies 

adopted the enhanced 

electronic 

capabilities.

OWCP will work with 

agencies facilitate their 

transition to electronic 

filing.

Result 81.7% 83.4% 85.5% 86.9% 88.8% -- --

Status Y Y Y I I -- --

United States Department of Labor – 72 – FY 2014 Annual Performance Report
Strategic Goal 4

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of wage-loss 

claims filed by nonPostal Federal 

employers received 

within 5 business 

days

Target 60.0% 60.0% 64.0% 75.7% 78.0% 78.0% 77.2%

See above. See above. See above.

Result 62.4% 68.5% 75.0% 79.9% 82.9% -- --

Status Y Y Y Y Y -- --

Percent of 

Employer's First 

Report of Injury filed 

within 30 days: 

Defense Base Act 

cases

Target -- 75% 80% 83% 83% 85% 85% Centralization of the 

Longshore program’s 

Case Create and Mail 

Receipt locations led 

to greater efficiencies 

in the entire claims 

process.

OWCP will deploy the 

Secure Electronic Access 

Portal (SEAPortal) and 

establish network 

connections to allow 

electronic notice of injury 

filing and transmission of 

documents.

Result 75% 79% 85% 85% 89% -- --

Status -- Y Y Y Y -- --

Percent of First 

Payment of 

Compensation issued 

within 30 days: 

Defense Base Act 

cases

Target 50% 58% 60% 62% 62% 65% 67% Held quarterly 

performance review 

meetings with 

insurance industry 

leaders to review 

performance and 

inform process 

improvements.

OWCP will deploy the 

SEAPortal and establish 

network connections to 

allow electronic filing, 

transmission of 

documents, and 

notification of first 

payments.

Result 55% 56% 63% 67% 63% -- --

Status Y I Y Y Y -- --

Percent of 

Employer's First 

Report of Injury filed 

within 30 days: nonDefense Base Act 

cases

Target -- 78% 85% 85% 85% 85% 85%

The Longshore 

program centralized 

the Case Create and 

Mail Receipt 

locations which led 

to greater efficiencies 

in the entire claims 

process.

OWCP will deploy the 

SEAPortal and establish 

network connections to 

allow electronic notice of 

injury filing and 

transmission of 

documents.

Result 72% 79% 86% 86% 87% -- --

Status -- Y Y Y Y -- --

United States Department of Labor – 73 – FY 2014 Annual Performance Report
Strategic Goal 4

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of First 

Payment of 

Compensation issued 

within 30 days: nonDefense Base Act 

cases

Target -- 83% 85% 85% 85% 85% 85%

Held quarterly 

meetings with 

Longshore employers 

to present 

performance data and 

recommend areas for 

improvement.

OWCP will deploy the 

SEAPortal and establish 

network connections to 

allow electronic filing, 

transmission of 

documents, and 

notification of first 

payments.

Result 81% 85% 85% 87% 87% -- --

Status -- Y Y Y Y -- --

Average Number of 

Days to Process 

Black Lung Claims

Target 200 250 240 255[r] 220 215 235[r] Deployed OWCP 

Imaging System 

(OIS) functionality to 

all Black Lung 

district offices. 

Implemented 

electronic medical 

scheduling of OWCP 

approved doctors.

Continue to use Critical 

Path Method (CPM) 

analysis, stakeholder 

education, technology 

improvements, and 

increase the pool of 

qualified physicians to 

continue developing 

processing efficiencies.

Result 210 238 262 221 234 -- --

Status N Y N Y N -- --

Average time in days 

for development of 

medical evidence for 

BL claims

Target -- -- Base 100 85 82 82

Implementation of 

digital x-ray 

regulations improved 

the quality and 

availability of 

medical evidence. 

Stakeholder 

engagement and 

training allowed for 

collaboration focused 

on quality and 

timeliness.

The addition of a predecisional review 

increased the average 

time for the 

development of 

medical evidence 

however it improved 

the quality of medical 

decisions.

Use pre-decisional 413(b) 

secondary medical review 

process to improve 

medical evidence quality. 

Develop training for staff 

and stakeholders to issue 

stronger and higher quality 

initial decisions.

Result -- -- 123 83 88 -- --

Status -- -- -- Y N -- --

United States Department of Labor – 74 – FY 2014 Annual Performance Report
Strategic Goal 4

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average number of 

days between filing 

date and final 

decision for cases 

sent to NIOSH when 

a hearing is held 

(Part B and E)

Target -- Base 604 550 485[p] -- --

Imaging of new case 

files is improving 

claims processing 

speed and accuracy. 

NIOSH created 

additional Special 

Exposure Cohorts.

Timeliness regressed 

at NIOSH for a 

number of reasons. 

As time spent at 

NIOSH is a large 

component of this 

measure, it has a 

negative effect on the 

measure results.

Create a web portal 

through which documents 

can be uploaded in 

electronic form (rather 

than submitting them by 

mail for conversion by the 

OWCP Imaging System.)

Result -- 619 552 452 469 -- --

Status -- -- -- -- -- -- --

Average number of 

days between filing 

date and final 

decision for cases 

sent to NIOSH when 

a hearing is not held 

(Part B and E)

Target -- Base 445 325 315[p] -- --

See above. See above. See above.

Result -- 457 331 320 352 -- --

Status -- -- -- -- -- -- --

Sources: Integrated Federal Employees’ Compensation System (iFECS); Black Lung Program Automated Support Package (ASP); Longshore Cases Management System 

(LCMS); Energy Compensation System (ECS)

Notes:

Employment and Training Administration

The Federal role in Unemployment Insurance is to set broad policy for the program, establish performance measures and standards, provide 

technical assistance to States, monitor State performance, promote conformity and compliance of State laws and operations with Federal law, and 

fund the administration of State and Federal UI programs. While State laws must meet minimum Federal requirements to participate in the FederalState UI program, States have broad discretion in establishing eligibility requirements. ETA uses four key performance measures for this program; 

as indicated in the bulleted list and table below, UI tracks State level performance and provides technical assistance as needed. States that do not 

meet Acceptable Levels of Performance (ALP) are required to develop corrective action plans. Summaries of FY 2014 results follow:

• Facilitate Claimant Reemployment – The rate improved by 3.3 percentage points over PY 2012 – the fourth consecutive annual increase –

to almost 66 percent, which is 8.9 percentage points above the PY 2010 result. 

• Payment Timeliness – Results fell below 80 percent, a slight decrease from FY 2013 performance, despite improvement in 35 states. The 

decline in performance is attributed largely to state staff layoffs associated with reduced administrative funding (due to expiration of the 

United States Department of Labor – 75 – FY 2014 Annual Performance Report
Strategic Goal 4

Emergency Unemployment Compensation program), the effect of staff turnover on eligibility determination productivity, and backlogs in the 

claims-taking and adjudication units. Additionally, several states have had technology issues with implementation of system modernization 

and others have been challenged by antiquated systems.

• Detect Overpayments – Performance improved by just over 5 percentage points (to almost 68 percent) compared to the FY 2013 result.

• Percent of Employer Liability Determinations Made Promptly – Performance fell slightly (less than 1 percentage point) from FY 2013.

The Employment Service assisted almost 17 million job seekers in PY 2013 – continuing a downward trend (from almost 22 million in PY 2010) due 

to improving labor markets. The Employment Service also served 1.1 million Veterans in PY 2014 – down from over 1.5 million in PY 2010. 

WIOA amended the Wagner-Peyser Act of 1933, which established the Employment Service. The changes made to the Employment Service by 

WIOA take effect in PY 2015 and include greater flexibility for ES staff to use: assessments; career counseling; workforce and labor market 

information; and referrals and application assistance to other employment and training programs, such as Pell Grants and the GI Bill, to assist 

individuals in their career exploration. WIOA also requires the Employment Service to provide assistance to UI claimants and envisions an 

Employment Service capable of providing a broader range of staff-assisted services that will better support millions of job seekers each year. The 

new role of the Employment Service may lead to a higher cost per participant and decrease the number of individuals served. In FY 2016, the 

Department is requesting additional Employment Service funds and authority to target these additional resources to areas that can demonstrate both 

demand for and ability to provide Employment Service staff-assisted services. Although additional information will need to be collected regarding 

the impact of the WIOA transition, the Department’s budget request will help offset the impact of the expanded Employment Service functions on 

performance.

The Trade Adjustment Assistance (TAA) program provides training, income support, job search allowances, and relocation allowances that expand 

opportunities for employment and prosperity for trade-affected workers who are threatened to lose their jobs, have lost their jobs, or a significant 

amount of their wages is reduced due to the impact of international trade. Performance in support of this strategic objective is measured by the 

Employment Retention Rate (ERR) for participants who exit the program. New provisions for TAA benefits and services under the 2009 and 2011 

amendments are reflected in improved outcomes from 2011 onward for the EER. Annual goals for the ERR were met or exceeded in all years in the 

last five years, and exceeded the goal by more than 7 percent in FYs 2012 and 2013. The FY 2014 EER result of 91.1 showed a very slight increase 

from the FY 2013 result.

United States Department of Labor – 76 – FY 2014 Annual Performance Report
Strategic Goal 4

ETA – Performance Goal ETA 4.1 – Facilitate timely and accurate payments to unemployed workers and rapid reemployment.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Facilitate Claimant 

Reemployment: 

Percent of UI 

claimants 

reemployed by the 

end of the first 

quarter after quarter 

in which they 

received first 

payment. 

(Unemployment 

Insurance)

Target 59.80% 56.40% 58.50% 64.70% -- -- -- The majority of states 

met their 

reemployment 

Acceptable Level of 

Performance (ALP) 

for PY ending 

December 31, 2013, 

and the U.S. 

reemployment rate 

exceeded target as of 

second quarter of 

2014.

Seventeen states did 

not meet their state 

ALP for PY ending 

December 31, 2013.

States failing to achieve 

their state ALP were 

required to develop a 

corrective action plan as 

part of their FY 2015 State 

Quality Service Plan 

(SQSP) submission.

Result 56.80%[r] 62.00%[r] 62.40% 65.70% -- -- --

Status I Y Y Y -- -- --

Payment Timeliness: 

Percent of all 

intrastate first 

payments that will be 

made within 21 days. 

(Unemployment 

Insurance)

Target 86.00% 85.70% 87.00% 87.10% 87.50% 87.50% 87.50% 35 states improved 

performance over the 

previous fiscal year 

by over 8 points, and 

26 exceeded the 

GPRA target.

The aggregate 

performance was 7 

points below the 

target, and 27 states 

were below as well.

States failing to meet the 

ALP were required to 

develop a corrective action 

plan as part of their FY 

2015 SQSP submission.

Result 82.20% 84.60% 82.90% 79.70% -- -- --

Status N I N N -- -- --

Detect 

Overpayments: 

Percent of the 

amount of estimated 

overpayments that 

States detect 

established for 

recovery. 

(Unemployment 

Insurance)

Target 53.10% 52.30% 51.80% 54.20% 55.30% 67.90% 67.90%

Performance 

exceeded the target 

for FY 2014; 30 

states improved from 

the previous year and 

37 exceeded the 

target.

15 states were below 

the target, of which 

13 were below UI 

Performs minimum 

criteria of 50%.

The 13 states below the 

minimum 50% UI 

Performs criteria were 

required to address their 

deficiencies in corrective 

action as part of their FY 

2015 SQSP submission.

Result 55.90%[r] 61.10%[r] 62.75% 67.80% -- -- --

Status Y Y Y Y -- -- --

United States Department of Labor – 77 – FY 2014 Annual Performance Report
Strategic Goal 4

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Employer 

Liability 

Determinations Made 

Promptly: Percentage 

of determinations 

about UI tax liability 

of new employers 

made within 90 days 

of the end of the first 

quarter they became 

liable. 

(Unemployment 

Insurance)

Target 90.0% 86.9% 87.5% 88.9% 89.0% 89.0% 89.0%

18 states exceeded 

the target and 27 

states improved their 

performance 

compared to the 

previous year.

The aggregate 

performance fell 0.7 

points short of the 

target, and 35 states 

failed to meet the 

target.

States failing to meet the 

ALP were required to 

develop a corrective action 

plan as part of their FY 

2015 SQSP submission.

Result 87.1%[r] 88.2%[r] 88.7% 88.2% -- -- --

Status I Y Y N -- -- --

Number of job 

seeker participants 

served – All 

participants 

(Employment 

Service)

Target -- -- 16,546,000

[p]

17,423,504

[p]

17,423,504

[p]

17,423,504

[p]

19,313,878

[p]

Result 21,882,473 19,081,905 18,383,917

[r] 16,619,943 -- -- --

Status -- -- -- -- -- -- --

Number of job 

seeker participants 

served – Veterans 

(Employment 

Service)

Target -- -- -- -- 1,145,377

[p] -- --

Result 1,554,702 1,416,435 1,369,207 -- -- -- --

Status -- -- -- -- -- -- --

Employment 

Retention Rate 

(Trade Adjustment 

Assistance)

Target 82.9% 83.2% 83.6% 91.1%[r] 91.2% 91.2% 91.3% New provisions for 

TAA benefits and 

services under the 

2009 and 2011 

amendments are 

reflected in improved 

outcomes from 2011 

onward.

Annual targets were 

met or exceeded for 

the last five years, 

and results exceeded 

annual targets by 

more than 6 percent 

in FY 2011 through 

2013.

No improvement plan 

necessary for this measure.

Result 89.7% 91.3% 91.7% 91.1% -- -- --

Status Y Y Y Y -- -- --

Sources: Facilitate Claimant Reemployment: ETA 9047 report; First Payment Timeliness: ETA 9050 and 9050p reports; Detect Overpayments: Benefit Accuracy Measurement 

(BAM) survey and ETA 227 report; Tax liability determinations: ETA 581 report. Trade – Trade Activity Participant Report (TAPR)

Notes: [p] Preliminary, based on UI reemployment data for the period July 2012 through June 2013, the most recent data available. [r] Revised from previously reported data. 1/ 

ETA will establish targets for these measures in PY 2014/FY 2015.

United States Department of Labor – 78 – FY 2014 Annual Performance Report
Strategic Goal 4

Strategic Objective 4.2 – Improve health benefits and retirement security for all workers

Analysis and Future Plans

Employee Benefits Security Administration (EBSA)

In FY 2014, EBSA conducted more pension and health plan investigations than in any other of the past five years. EBSA focused its enforcement 

resources on National Projects and the Major Case Enforcement Priority. The Major Case Enforcement Priority concentrates enforcement resources 

on cases designed to have the greatest impact on the protection of plan assets and the numbers of plan participants. EBSA also engaged in a thorough 

analysis of the impact of its performance metrics on its enforcement program. Based on this analysis, EBSA will discontinue reporting its cases 

processed measures to avoid reliance on raw case numbers. In FY 2015, EBSA will increase the target for its Major Case metric and introduce three 

metrics that will focus on the timeliness of EBSA’s investigations. EBSA will also track its monetary recoveries and non-monetary results as 

performance indicators. This shift and increase in enforcement resources to Major Cases that require more resources and take more investigative 

time to complete impacts EBSA’s ability to close the same number of investigations as in prior years, even with an increase in enforcement 

resources. As the Agency increases its focus on Major Cases, however, it expects to have larger recoveries and the ability to obtain more systemic 

relief that would benefit many more participants.

The Outreach, Education and Assistance program provided superior participant assistance by responding to over 99 percent of all written inquiries 

within 30 days of receipt and telephone inquiries by the close of the next business day. Total inquiry volume for the fiscal year exceeded 213,000. 

Benefit recoveries achieved by the participant assistance program contributed more than $356 million to EBSA’s overall monetary results.12 This 

informal resolution of complaints without utilizing the more resource intensive investigative process enables EBSA to direct its investigative 

resources to more egregious and wide-spread violations of the Employee Retirement Income Security Act (ERISA). In addition, the participant 

assistance program plays a critical role in EBSA’s overall enforcement program. When EBSA’s participant assistance program receives an inquiry 

or complaint that indicates a potential fiduciary breach or systemic problem, that inquiry is referred to staff for possible investigation. Referrals from 

the participant assistance program in FY 2014 resulted in the opening of 687 enforcement cases. Although falling slightly short of its FY 2014 target, 

EBSA continued to achieve high customer satisfaction ratings. While outside factors may have contributed to EBSA not reaching a customer 

satisfaction score of 72%, EBSA believes that it is possible that the score has plateaued. Accordingly, EBSA is developing plans, such as the 

Benefits Call Quality Assurance program, aimed at assessing not merely inquirer satisfaction, but also the technical accuracy and quality of inquiry 

responses. In FY 2015, EBSA will continue to strive for a customer satisfaction rating of 72%. The Agency also conducted outreach and education 

12 Monetary results are a product of EBSA’s investigative, compliance and participant assistance activities.

United States Department of Labor – 79 – FY 2014 Annual Performance Report

 
Strategic Goal 4

programs designed to educate plan participants and officials. EBSA completed 1,311 Affordable Care Act (ACA) outreach activities reaching over 

40,000 individuals, held 836 rapid response workshops for dislocated workers, distributed over 538,000 educational publications, and hosted over 8 

million visitors on the Agency’s Web site.

Finally, EBSA made progress in closing Sample Investigation Program (SIP) cases. EBSA reported compliance rates of plans in the FY 2011 and 

2012 plan filing universes. An estimated FY 2013 compliance rate was also determined. The SIP gives EBSA a broad measure of the rate of 

baseline employee benefit plan compliance with the civil provisions of ERISA. This compliance rate includes any and all violations of ERISA, 

without regard to the seriousness or pervasiveness of the violations. A minor reporting or paper violation, that caused no injury and had little 

importance to plan participants, is treated the same as a violation that imperils hundreds of millions of dollars. As a result, the bare baseline statistic 

does not provide a strong measure of whether the plan universe is in substantial compliance with ERISA’s obligations. Moving forward, EBSA will 

prioritize its enforcement resources on more serious violations, rather than all violations. In FY 2015, EBSA will continue to analyze the compliance 

data available to the Agency and use lessons learned to improve the SIP as well as the overall enforcement program.

EBSA – Improve health benefits and retirement security for all workers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Employee 

Benefit Plans in 

Compliance with 

Civil Provisions of 

ERISA

Target -- -- -- -- -- -- -- Through 

investigation of 

random samples of

plans, EBSA reported 

compliance rates of 

plans in the FY 2011 

and 2012 plan filing 

universes. An 

estimated FY 2013 

compliance rate was 

also determined.

EBSA initiated a review of 

specific compliance issues 

of importance to the 

integrity of plans and plan 

benefits. This focus will 

improve the collection of 

data that is informative 

and actionable.

Result -- 27.30% 36.60% 36.20%[e] TBD -- --

Status -- -- -- -- -- -- --

Civil Non-Major Case 

Timeliness – Percent 

of Non-Major Civil 

Cases Closed or 

Referred for 

Litigation in the fiscal 

year within 30 Months 

of Case Opening 

Except for Category 

EBSA-OE-02a Cases

Target -- -- -- -- -- 85.00% 85.00%

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --

United States Department of Labor – 80 – FY 2014 Annual Performance Report
Strategic Goal 4

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Delinquent 

Employee 

Contribution, 

Abandoned Plan, 

Bonding, Health-Part 

7 Violation, and other 

Reporting and 

Disclosure NonFiduciary Breach 

Cases Closed or 

Referred for 

Litigation in the fiscal 

year within 18 Months 

of Case Opening

Target -- -- -- -- -- 71.00% 71.00%

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --

Criminal Case 

Timeliness – Percent 

of Criminal Cases 

Closed or Referred 

for Litigation in the 

fiscal year within 18 

Months of Case 

Opening

Target -- -- -- -- -- 75.00% 75.00%

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --

Participant 

Assistance Program 

Customer 

Satisfaction Index

Target -- Base 68.00% 69.00% 72.00% 72.00% 72.00%

Although falling 

slightly short of its 

target, EBSA 

continued to achieve 

high customer 

satisfaction ratings.

EBSA determined 

that additional 

Benefits Advisor 

training on inquiries 

related to the Social 

Security Notice of 

Potential Private 

Pension Benefit is 

required. Training 

will be conducted in 

FY 2015.

EBSA is developing plans 

such as the Benefits Call 

Quality Assurance 

program aimed at 

assessing not merely 

inquirer satisfaction but 

also the technical accuracy 

and quality of inquiry 

responses.

Result -- 66.00% 69.00% 71.00% 70.00% -- --

Status -- -- Y Y N -- --

Sources: Enforcement Management System; Gallup Customer Satisfaction Survey

Notes: For the Percent of Employee Benefit Plans in Compliance with Civil Provisions of ERISA measure, EBSA will report a final compliance rate for plans in the FY 2013 plan 

filing universe and an estimated FY 2014 compliance rate in FY 2015.

United States Department of Labor – 81 – FY 2014 Annual Performance Report
Strategic Goal 5: Produce timely and accurate data on the economic conditions of workers 

and their families

Strategic Objective 5.1 – Provide sound and impartial information on labor market activity, working conditions, 

and price changes in the economy for decision making, including support for the formulation of economic and 

social policy affecting virtually all Americans.

Analysis and Future Plans

Bureau of Labor Statistics (BLS)

In FY 2014, BLS reached 100 percent of the underlying timeliness and relevance targets for all of its Principal Federal Economic Indicators (PFEIs). 

BLS reached 95% of the underlying accuracy targets for its PFEIs, missing the Producer Price Index (PPI) Percentage of industry product line 

indexes published monthly target by one percentage point. PPI changed its approach for delinquent respondents, resulting in fewer industry indexes 

meeting publish ability requirements. PPI adjusted it’s out year targets accordingly. In addition, BLS measured dissemination through the Average 

number of Internet site user sessions each month, and fell slightly under its target of 8.7 million in FY 2014 by hosting 8.4 million user sessions. 

Finally, in FY 2014, BLS met its target of 77 on the American Customer Satisfaction Index, which measures customer satisfaction with its full Web 

site.

BLS – Improve the timeliness, accuracy, and relevance of information on labor market activity, working conditions, and price changes in the economy.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percentage of 

timeliness targets 

achieved for the 

Principal Federal 

Economic Indicators 

(PFEIs).

Target -- -- -- -- 100.00% 100.00% 100.00%

Result 100.00% 100.00% 100.00% 100.00% 100.00% -- --

Status -- -- -- -- Y -- --

United States Department of Labor – 82 – FY 2014 Annual Performance Report
Strategic Goal 5

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

FY/PY 

2016

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percentage of 

accuracy targets 

achieved for the 

PFEIs.

Target -- -- -- -- 100.00% 100.00% 100.00% Producer Price Index 

(PPI) missed a target 

by one percentage 

point because it 

changed its approach 

for delinquent 

respondents, resulting 

in fewer industry 

indexes meeting 

publish-ability 

requirements.

PPI adjusted its outyear 

targets accordingly.

Result 100.00% 100.00% 100.00% 100.00% 95.00% -- --

Status -- -- -- -- N -- --

Percentage of 

relevance targets 

achieved for the 

PFEIs.

Target -- -- -- -- 100.00% 100.00% 100.00%

Result 91.00% 100.00% 90.00% 100.00% 100.00% -- --

Status -- -- -- -- Y -- --

Average number of 

BLS website page 

views each month 

(Dissemination)

Target -- -- -- -- Base 17,400,00

0

17,400,00

0

Will continue to ensure 

that BLS data products are 

readily accessible to its 

customers through the 

Internet, and meet users’ 

needs.

Result -- -- -- -- 17,423,84

5 -- --

Status -- -- -- -- -- -- --

Customer 

satisfaction with the 

BLS website through 

the American 

Customer 

Satisfaction Index 

(Mission 

Achievement)

Target Base 75 75 75 77 77 77

Result 75 75 77 77 77 -- --

Status -- Y Y Y Y -- --

Sources: For most cross-cutting measures, internal BLS documents. For the Mission Achievement measure, the American Customer Satisfaction Index 2014 E-Gov Scores Q3: 

http://www.foresee.com/assets/foresee-egov-index-q3-2014.pdf

Notes: BLS revised its performance framework in 2014. Cross-cutting measures are new beginning in FY 2014. The FY 2010 - 2013 results are shown for trend comparison 

purposes. In FY 2015, due to a change in software, BLS will replace the current dissemination measure of Average number of Internet site user sessions each month, with a new, 

more comprehensive measure, Average number of BLS website page views each month.

United States Department of Labor – 83 – FY 2014 Annual Performance Report
Measures Discontinued

Measures Discontinued in FY 2016

Because this APR is primarily a planning document that uses historical information to 

inform future strategies and targets, it is organized around goals and measures selected to 

represent Departmental goals for the budget year (FY 2016). Under GPRA, performance 

goals, measures and targets are identified for reporting purposes in the Congressional 

Budget Justification (CBJ) issued during that fiscal year. Therefore, DOL is obliged to 

report PY 2013 and FY 2014 results for measures listed in its FY 2015 Performance Plan, 

which was published as part of the FY 2015 CBJ in April 2014 (see 

www.dol.gov/dol/budget/). Some measures have since been revised, replaced, or 

discontinued. 

The table below lists these performance measures, their targets and results for PY 2013/FY 

2014 – organized by the Strategic Objective they supported in the FY 2015 CBJ. Results 

are not provided for measures that were new this year, i.e., their target was to collect 

baseline data. 

Agency – Measure

(Program) FY or PY

Target

FY 2014

PY 2013

Result

FY 2014

PY 2013

Why not included?

Strategic Objective 3.2

Percent of No Violation FMLA 

cases

40% 38.38%

WHD is currently exploring new measures 

that will better reflect its priorities in 

FMLA that better align with corporate 

wide compliance for protecting employee 

family leave.

Strategic Objective 4.2

Civil Investigations Processed 

(EBSA) 3,674 3,928

EBSA is discontinuing cases processed 

measures and implementing performance 

measurement changes designed to increase 

the effectiveness of its enforcement 

program.

Criminal Investigations Processed 

(EBSA) 320 365 See above

Strategic Objective 5.1

Average number of Internet site 

user sessions each month (BLS) 8,700,000 8,395,453

BLS is replacing this dissemination 

measure with a new, more comprehensive 

measure

United States Department of Labor – 84 – FY 2014 Annual Performance Report
Acronyms

BLS Bureau of Labor Statistics

DOL U.S. Department of Labor

DVOP Disabled Veterans’ Outreach 

Program

EBSA Employee Benefits Security 

Administration

EEO Equal Employment Opportunity

ERISA Employee Retirement Income 

Security Act

ETA Employment and Training 

Administration

FECA Federal Employees’ Compensation 

Act

FLSA Fair Labor Standards Act

FMLA Family Medical Leave Act

FTE Full Time Equivalent

FY Fiscal Year

GAO U.S. Government Accountability 

Office

GPRA Government Performance and 

Results Act

HVRP Homeless Veterans’ Reintegration 

Program

ILAB Bureau of International Labor 

Affairs

IPIA Improper Payments Information 

Act

IT Information Technology

LMRDA Labor-Management Reporting and 

Disclosure Act

LPD Lost Production Days

LVER Local Veterans’ Employment 

Representative

MSHA Mine Safety and Health 

Administration

ODEP Office of Disability Employment 

Policy

OFCCP Office of Federal Contract 

Compliance Programs

OFLC Office of Foreign Labor 

Certification

OIG Office of Inspector General

OLMS Office of Labor-Management 

Standards

OMB Office of Management and Budget

OSHA Occupational Safety and Health 

Administration

OWCP Office of Workers’ Compensation 

Programs

PY Program Year

SSA Social Security Administration

SWA State Workforce Agencies

TAA Trade Adjustment Assistance

UI Unemployment Insurance

VETS Veterans’ Employment and 

Training Service

WB Women’s Bureau

WHD Wage and Hour Division

WIA Workforce Investment Act

United States Department of Labor – 85 – FY 2014 Annual Performance Report
Internet Links

Employment Information (For Workers and Employers)

America’s Career InfoNet http://www.acinet.org/acinet/

Occupational Outlook Handbook http://www.bls.gov/oco/

Job Corps http://jobcorps.dol.gov/

DOL Jobs http://www.dol.gov/dol/jobs.htm

Job Accommodation Network (JAN) http://www.jan.wvu.edu/

Workplace Laws and Related Information

DOL Compliance Assistance http://www.dol.gov/compliance

Employment Laws Assistance for Workers and Small Businesses http://www.dol.gov/elaws/

Fair Labor Standards Act http://www.dol.gov/compliance/laws/comp-flsa.htm

Small Business Compliance Assistance http://www.dol.gov/osbp/sbrefa/

Statistical Information

Consumer Price Indexes http://www.bls.gov/cpi/

Bureau of Labor Statistics Most Requested Data http://www.bls.gov/data/

Current Population Survey http://www.bls.gov/cps/

Workplace Injury, Illness & Fatality Statistics http://www.osha.gov/oshstats/work.html

Employment Projections http://www.bls.gov/emp/

International comparaisons http://www.bls.gov/fls/ 

Employment, Hours, and Earnings http://www.bls.gov/ces/

Safety and Health Information

OSHA’s Partnership Page http://www.osha.gov/dcsp/partnerships/index.html

OSHA Standard Industrial Classification (SIC) Search http://www.osha.gov/oshstats/sicser.html

OSHA Reading Room http://www.osha.gov/readingroom.html

MSHA’s Accident Prevention Program http://www.msha.gov/Accident_Prevention/appmain.htm

Health Hazard Information (MSHA) http://www.msha.gov/hhicm.htm

MSHA's National Hazard Reporting Page http://www.msha.gov/codeaphone/codeaphonenew.htm

Labor Department History

History at the Dept. of Labor http://www.dol.gov/oasam/programs/history/main.htm

Annals of the Dept. of Labor http://www.dol.gov/oasam/programs/history/webannalspage.htm

Labor Agencies

Bureau of International Labor Affairs http://www.dol.gov/ilab/

Bureau of Labor Statistics http://www.bls.gov/

Employee Benefits Security Administration http://www.dol.gov/ebsa/

Employment and Training Administration http://www.doleta.gov/

Mine Safety and Health Administration http://www.msha.gov/

Occupational Safety and Health Administration http://www.osha.gov/index.html

Office of Disability Employment Policy (ODEP) http://www.dol.gov/odep/

Veterans’ Employment and Training Service http://www.dol.gov/vets/

Women’s Bureau – A Voice for Working Women http://www.dol.gov/wb

United States Department of Labor – 86 – FY 2014 Annual Performance Report