U.S. DEPARTMENT OF LABOR

FY 2013 ANNUAL PERFORMANCE REPORT

TABLE OF CONTENTS

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

Agencies, Programs, and Strategies.................................................................................... 5

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

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

Veterans’ Employment and Training Service (VETS)............................................... 7

Worker Protection........................................................................................................... 8

Office of Federal Contractor Compliance Programs (OFCCP).................................. 8

Occupational Safety and Health Administration (OSHA).......................................... 9

Wage and Hour Division (WHD) ............................................................................. 10

Employee Benefits Security Administration (EBSA)............................................... 10

Mine Safety and Health Administration (MSHA).................................................... 11

Office of Labor-Management Standards (OLMS).................................................... 12

Policy ............................................................................................................................ 13

Women's Bureau (WB)............................................................................................. 13

Office of Disability Employment Policy (ODEP) .................................................... 14

Bureau of International Labor Affairs (ILAB) ......................................................... 15

Benefits......................................................................................................................... 16

Office of Workers Compensation Programs (OWCP) ............................................. 16

Federal-State Unemployment Insurance (UI) System (administered by ETA)........ 17

Statistics........................................................................................................................ 18

Bureau of Labor Statistics (BLS).............................................................................. 18

Priority Goals.................................................................................................................... 20

Strategic Goal 1 - Prepare workers for better jobs............................................................ 21

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........................................................ 21

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

....................................................................................................................................... 29

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

livelihoods, particularly for the world’s vulnerable populations.................................. 36

Strategic Goal 2 - Improve workplace safety and health.................................................. 39

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

industries....................................................................................................................... 39

Strategic Goal 3 - Promote fair and high-quality work environments.............................. 45

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

narrow wage and income inequality ............................................................................. 45
Strategic Objective 3.2 – Protect workers’ rights......................................................... 50

Strategic Objective 3.3 – Secure wages and overtime.................................................. 58

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

not working, provide income security .............................................................................. 63

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

unavailable and facilitate return to work ...................................................................... 63

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

workers and their families................................................................................................. 77

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. ............................................................................................................... 77

Measures Discontinued in FY 2015.................................................................................. 79

Acronyms.......................................................................................................................... 84

Internet Links.................................................................................................................... 85

This report, as well as the FY 2013 Agency Financial Report and the FY 2013 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

United States Department of Labor – 1 – FY 2013 Annual Performance Report

Overview

Mission: The Department of Labor fosters and promotes the welfare of job seekers, wage 

earners, and retirees of the U.S. by improving their working conditions, advancing their 

opportunities for profitable employment, protecting their retirement and health care benefits, 

helping employers find workers, strengthening collective bargaining, and tracking changes in 

employment, prices and other national economic measures.
Overview

United States Department of Labor – 2 – FY 2013 Annual Performance Report

Introduction

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

also satisfies the requirement of GPRMA to provide information on actual performance and 

progress in achieving goals identified in the Annual Performance Plan (APP). Measures and 

targets for FY 2013 were updated in the FY 2012 Annual Performance Report (APR), which was 

the Department’s FY 2014 Annual Performance Plan. The FY 2013 APR serves as the FY 2015 

APP, updates measures and targets for FY 2014, and establishes targets consistent with the FY 

2015 Congressional Budget Justification.

FY 2013 was an exceptional year for the Department. DOL made significant progress toward its 

goals and objectives, and in the process, improved the lives of working families across the 

country. This year, the largest percentage in the past five years of workers exiting Labor 

Department job training programs got industry-recognized credentials. DOL expanded 

eligibility for the Trade Adjustment Assistance to thousands more workers forced out of their 

jobs by international trade, and we are doing the best job, ever, of processing these applications.

The Department achieved the lowest fatality rate for miners in the United States, ever, in FY 

2013. The number of miners who died in workplace accidents was the lowest, ever. DOL also 

conducted the largest number of whistleblower investigations, ever.

In FY 2013, DOL conducted the largest number of directed Davis-Bacon investigations in Wage 

and Hour history, and focused those investigations and resources on workplaces with violations 

more effectively than ever before. And DOL did the best job, ever, of targeting the very small 

number of union officers and staff who embezzle funds or engage in fraud.

The Department processed workers compensation claims for longshore workers and energy 

employees at the fastest clip, ever. Also in FY 2013, DOL conducted the largest number of 

pension and health plan investigations over the past five years.

Performance Report Outline

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 2015 – 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 Agencies, Programs and Strategies section of this report introduces each of DOL’s agencies, 

grouped by program type (employment and training, worker protection, etc.). Each narrative 

describes agencies and their programs and identifies the Departmental goals and objectives they 

support with strategies for improving performance and effectiveness. 

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 
Overview

United States Department of Labor – 3 – FY 2013 Annual Performance Report

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

agencies, and 19 agency performance goals that outline each agency’s contribution to the 

Department’s 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; we are constantly assessing whether our efforts are successful, and why 

– and seeking ways of doing better.

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, year-todate, and five-year trend data (if available) – 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. This 

 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.
Overview

United States Department of Labor – 4 – FY 2013 Annual Performance Report

system has proven effective in driving improvements. In FY 2013, results for 74% of the 

measures in the quarterly review surpassed the average of the previous five years’ results. 

Management Challenges

For 2013, 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 

• Protecting the Safety and Health of Miners 

• Improving Performance Accountability of Workforce Investment Act Grants 

• Ensuring the Effectiveness of the Job Corps Program 

• Reducing Improper Payments 

• Ensuring the Security of Employee Benefit Plan Assets 

• Securing and Protecting Information Management Systems 

• Ensuring the Effectiveness of Veterans’ Employment and Training Service Programs 

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

the FY 2013 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 the Government Performance and Results Modernization 

Act of 2010 (GPRMA). For more information see http://www.dol.gov/asp/evaluation/.

Data Completeness and Reliability

The FY 2013 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 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 2013 Annual Performance Report

Agencies, Programs, and Strategies

Employment and Training

Employment and Training Administration (ETA)

Veterans’ Employment and Training Service (VETS)

Worker Protection

Office of Federal Contract Compliance Programs (OFCCP)

Occupational Safety and Health Administration (OSHA)

Wage and Hour Division (WHD)

Employee Benefits Security Administration (EBSA)

Mine Safety and Health Administration (MSHA)

Office of Labor-Management Standards (OLMS)

Policy

Women’s Bureau (WB)

Office of Disability Employment Policy (ODEP)

Bureau of International Labor Affairs (ILAB)

Benefits

Office of Workers’ Compensation Programs (OWCP)

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

Statistics

Bureau of Labor Statistics (BLS)

In addition to these agencies and programs, the Department’s mission is supported by administrative, policy, legal, 

public affairs, and congressional liaison offices.
Agencies, Programs, and Strategies

United States Department of Labor – 6 – FY 2013 Annual Performance Report

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 Act of 1998 (WIA) 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.

ETA contributes to the following Departmental goals in support of the Secretary’s vision of promoting 

and protecting opportunity: 

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

sectors and occupations using proven training models and through increased employer 

engagement and partnerships

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

Strategic Objective 3.3 – Secure wages and overtime

Strategic Objective 4.1 – Provide income support when work is impossible or unavailable and 

facilitate return to work 

Strategic Direction and Priorities:

• Increase training program participants’ acquisition of industry-recognized credentials (see Priority 

Goals section of this report).

• Provide an innovative public workforce system that helps enable future economic growth and 

advancing shared prosperity for Americans.

• Increase services and training for workers in need.

• Provide workers with the resources necessary to increase their likelihood of obtaining middle 

class jobs.

• Enhance programs that provide opportunities to particularly vulnerable populations – WIA Youth, 

Job Corps, and YouthBuild for disadvantaged youth, Indian and Native American and Migrant 

and Seasonal Farmworkers programs, and services for individuals with disabilities.
Agencies, Programs, and Strategies

United States Department of Labor – 7 – FY 2013 Annual Performance Report

• Improve the effectiveness of services through innovative funding mechanisms and rigorous 

research and evaluation.

• Expand regional partnerships and collaboration.

• Promote sector strategies for high-demand industry sectors, including the nation’s investment in 

green jobs and health sector jobs as an effort to restart the economy.

• Forge meaningful partnerships with other Federal agencies.

• Continue to develop a workforce system that embodies a dual customer approach – meeting the 

needs of both workers and employers.

Veterans’ Employment and Training Service (VETS)

The Veterans’ Employment and Training Service (VETS) 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 

services provided at American Job Centers and the Transition Assistance Program (TAP) DOL 

Employment Workshop at military installations. Grants are provided to State Workforce Agencies 

(SWA) to support staff dedicated to serving veterans, specifically those who require special assistance 

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

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

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

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

homelessness, who warrant more comprehensive services.

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 and by assuring that veterans who seek Federal employment obtain the preferences agencies are 

required to apply.

VETS contributes to the Department’s Strategic Goal One: Prepare Workers for Better Jobs, through the 

following 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

Strategic Direction and Priorities:

• Increase the rate of intensive services provided to veterans with significant barriers to 

employment.

• Support Disabled Veterans’ Outreach Program specialist and Local Veterans’ Employment 

Representative positions through the Jobs for Veterans State Grants, and improve the quality and 

effectiveness of services provided.

• Assess the contract facilitation of TAP DOL Employment Workshop sites.

• Provide Homeless Veterans’ Reintegration Program competitive grants to operators of 

employment programs that specialize in outreach, supportive services and training for homeless 

veterans, including homeless female veterans and incarcerated veterans, to assist in their 

reintegration into the workforce.
Agencies, Programs, and Strategies

United States Department of Labor – 8 – FY 2013 Annual Performance Report

• Provide training to Federal staff and veterans’ service providers through the National Veterans’ 

Training Institute.

• Collaborate with the Departments of Defense and Veterans Affairs and with state partners and 

Veterans’ service organizations to implement the Uniformed Services Employment and 

Reemployment Rights Act and Federal Veterans’ Preference enforcement activities.

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 mandated by the Code of Federal 

Regulations. OFCCP carries out its responsibilities by: 

• Conducting compliance evaluations and complaint investigations of federal contractors’ and 

subcontractors’ personnel policies and procedures. 

• Obtaining conciliation agreements from contractors and subcontractors who are found in violation 

of regulatory requirements. 

• Monitoring the progress of those contractors and subcontractors found in violation through 

periodic compliance reports. 

• Forming linkage agreements between contractors and community organizations and job training 

programs to help employers identify and recruit qualified workers. 

• Recommending enforcement actions to the Solicitor of Labor.

• Offering compliance assistance to federal contractors and subcontractors to help them understand 

the statutory and regulatory requirements and review process. 

OFCCP contributes to Strategic Objective 3.1 – Break down barriers to fair and diverse work places and 

narrow wage and income inequality.

Strategic Direction and Priorities: 

• Increase focus on compensation discrimination cases through a new compensation directive and 

compliance officer training emphasizing finding complex systemic pay discrimination. These 

cases are more resource intensive than individual cases. 

• Strengthen and clarify federal contractor and subcontractor requirements through regulation 

reform.

• Focus initiatives and litigation on the most persistent and egregious violators. 

• Implement a stakeholder strategy that reaffirms commitments to equal employment opportunity 

and affirmative action by building coalitions and collaborative partnerships. 

• Strengthen compliance evaluations of federal contractors’ and subcontractors’ compensation 

personnel policies and practices. 

• Partner with national and community-based advocacy groups to educate workers on their equal 

employment opportunity rights and employer responsibilities. 

• Promote and quantify new job opportunities that stem from conciliation agreements. 

• Expand construction reviews to include long-term construction projects with a focus on 

improving employment opportunities for women and minorities.
Agencies, Programs, and Strategies

United States Department of Labor – 9 – FY 2013 Annual Performance Report

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 

promotes 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.

OSHA contributes to Strategic Objective 2.1 – Secure safe and healthy workplaces, particularly

in high-risk industries.

Strategic Direction and Priorities:

• Reduce worker fatalities and lost time injuries and illnesses for federal workers 

• Increase OSHA’s presence in the workplace.

• Strengthen enforcement capabilities by gathering more high-quality data and utilizing 

it to create programs targeting the most egregious and persistent violators.

• Protect workers in high-hazard occupations.

• Maintain a strong outreach, education, and technical assistance program.

• Protect vulnerable worker populations, such as those in temporary work roles, those 

with communication-based vulnerabilities (particularly Spanish-speaking/non-English 

speaking workers), and disabled workers.

• Continuously monitor penalties imposed for consistency with the seriousness of the 

violation and effective deterrence to violators.

OSHA also contributes to Strategic Objective 3.2 – Protect employees’ rights to file health and 

safety complaints and prevent discrimination against workers who report hazards.

Strategic Direction and Priorities:

• Administer and enforce twenty-two whistleblower protection statutes that protect workers 

who speak out to report perceived violations of the law.

• Educate workers and employers about their whistleblower rights through targeted 

outreach efforts, including efforts targeted to hard-to-reach worker populations and 

specific industries. 

• Improve customer service to whistleblower investigation parties by refining 

whistleblower investigation processes and encouraging the timely resolution of disputes.

• Strengthen and expand training of whistleblower investigators so that investigations are 

accurately and consistently conducted.
Agencies, Programs, and Strategies

United States Department of Labor – 10 – FY 2013 Annual Performance Report

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 

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

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

path to future employment.

WHD contributes to the following the Department’s goals of promoting and protecting 

opportunity: 

Strategic Objective 3.2―Protect workers’ rights

Strategic Objective 3.3—Secure wages and overtime

Strategic Direction and Priorities:

• Protect the most vulnerable workers in the workplace ― provide that they are employed 

in compliance with wage and hour laws.

• Promote sustained and corporate-wide compliance among employers ― make certain that 

employers, including the most persistent violators, are brought into and maintain 

compliance.

• Foster a customer-oriented, quality-driven culture within WHD and boost customer 

satisfaction among workers seeking WHD services.

• Issue prevailing wage determinations that are current and accurate.

Employee Benefits Security Administration (EBSA)

In support of the Secretary’s vision, Promoting and Protecting Opportunity, Employee Benefits 

Security Administration (EBSA) has a single outcome goal of “improving health benefits and 

retirement security for all workers.” EBSA is charged with protecting more than 141 million 

workers, retirees and their families which are covered by an estimated 684,000 private retirement 

plans, 2.4 million health plans and a similar number of other employee welfare plans which 

together hold $7.8 trillion in assets. 
Agencies, Programs, and Strategies

United States Department of Labor – 11 – FY 2013 Annual Performance Report

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. 

EBSA contributes to Strategic Objective 4.2 – Improve health benefits and retirement security 

for all workers.

Strategic Directions and Priorities:

• Continue a multi-faceted enforcement program that effectively targets the most egregious 

and persistent violators.

• Establish a strong regulatory framework supported by an aggressive regulatory agenda.

• Play a role in the implementation of health reform legislation.

• Provide innovative outreach and education that assists workers to protect their pension 

and health benefits.

• Conduct a well-integrated research program based on evidence and comprehensive 

analysis.

• Concentrate resources on areas that have the greatest impact on the protection of plan 

assets and participants’ benefits through the Major Case Enforcement Initiative.

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. 

MSHA supports the Secretary’s vision of Promoting and Protecting Opportunity through the 

following goals:

• Strategic Goal 2: Improve workplace safety and health

− Outcome Goal 2.1: Secure safe and healthy workplaces, particularly in high-risk 

industries.

− Performance Goal MSHA 2.1: Prevent death, disease, and injury from mining and 

promote safe and healthful workplaces for the Nation’s miners.

• Strategic Goal 3: Promote fair and high-quality work environments.

− Outcome Goal 3.2: Protect workers’ rights.

− Performance Goal MSHA 3.2: Protect miners from discrimination.
Agencies, Programs, and Strategies

United States Department of Labor – 12 – FY 2013 Annual Performance Report

• Department of Labor (DOL) Priority Goal: Reduce worker fatality rates in mining by 

five percent per year based on a rolling five-year average

Strategic Direction and Priorities:

• Reduce worker fatalities (see Priority Goals section of this report).

• Increase Inspection and Enforcement Effectiveness

• Strengthen and Modernize Training and Education

• Improve Mine Emergency Response Preparedness

• Strengthen Health and Safety Regulations

• Increase Efforts to Protect Miners from Discrimination

• Support Open Government

Office of Labor-Management Standards (OLMS)

The Office of Labor-Management Standards (OLMS) 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, 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.

OLMS contributes to Strategic Objective 3.2 – Protect workers’ rights.

Strategic Direction and Priorities:

• Increase the number of reports filed by employers and consultants who make agreements 

to persuade employees with regard to their rights to organize and bargain collectively. 

• Increase the percent of disclosure reports filed electronically. 

• Improve the timeliness in resolving complaints filed by labor union members that their 

union violated democratic standards for conducting union officer elections.

• Increase the effectiveness of audits by focusing resources on labor unions most likely to 

be in violation of the law. 

• Improve the Internet public disclosure service and public access to information reported 

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

companies under the Act. 

• Reduce the number of chronically delinquent filers of Labor Organization Annual 

Financial Reports.
Agencies, Programs, and Strategies

United States Department of Labor – 13 – FY 2013 Annual Performance Report

Policy

Women’s Bureau

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 60 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. The Women’s Bureau 

contributes to the following Departmental strategic objective in support of the Secretary’s vision 

of “promoting and protecting opportunity:”

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

and income inequality.

Strategic Priorities:

• Conduct research, economic analysis, and evaluation on issues concerning women in the 

workforce to inform policy and program change. 

• Promote implementation of policies and programs, including public policy, programs, 

initiatives, and workplace practices and solutions, and enhance public education and raise 

awareness of key issues.

• Provide technical assistance to targeted public and private sector entities and individuals 

to improve working women’s employment opportunities, economic security, and working 

conditions.

• Build collaborations and relationships with key stakeholders and provide collaborative 

leadership on data sharing and public awareness efforts related to gender-based 

compensation practices and decreasing occupational segregation ― one of the leading 

causes of income inequality.

• Collaborate with other Federal agencies, workforce professionals, non-profits, and 

women’s organizations to increase awareness of training, employment, and 

entrepreneurship opportunities in in-demand industries and non-traditional sectors.
Agencies, Programs, and Strategies

United States Department of Labor – 14 – FY 2013 Annual Performance Report

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 counters this 

disparity by working to increase the number and quality of employment opportunities for people 

with disabilities through the development, evaluation and dissemination of evidenced based 

policy strategies and effective practices as well as fostering their adoption and implementation 

within the public and private sectors. 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 America’s 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.

ODEP contributes to Strategic Objective Goal 3.1 – Break down barriers to fair and diverse 

workplaces and narrow wage and income inequality.

Strategic Direction and Priorities:

Conduct research & analysis that identifies/validates effective disability employment 

policy/strategies.

• Base policy and strategies on sound evidence to ensure that results of implementation 

are successful;

• Validate and replicate evidence-based disability employment policy and effective 

practices. 

Build partnerships to develop policy/strategies and to promote the adoption and 

implementation of disability employment policy/practice.

• Include under-represented populations in policy development and outreach

• Collaborate broadly within DOL and with other Federal agencies and private sector 

organizations to comprehensively address issues and leverage limited resources

Provide technical assistance regarding the adoption and implementation of disability 

employment policy/practice.

• Emphasize inclusive planning and universal usability to leverage limited resources 

and ensure access to more individuals.

• Reach out to public and private sector organizations to provide information and 

technical assistance to dispel misperceptions/broaden understanding of disability and 

employment issues and to improve employment practices.
Agencies, Programs, and Strategies

United States Department of Labor – 15 – FY 2013 Annual Performance Report

Bureau of International Labor Affairs (ILAB)

The Bureau of International Labor Affairs (ILAB) supports the President’s international agenda 

on labor matters, carries out international responsibilities for the Secretary of Labor, fulfills 

Congressional mandates, and provides oversight and coordination of the Department’s 

international activities.

ILAB works to improve working conditions and labor standards for workers around the world. 

ILAB uses all available international channels to improve livelihoods and working conditions, 

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

children and other vulnerable groups. The Department believes that global markets must be 

governed by fair market rules that protect vulnerable people, including women and children, and 

provide workers a fair share of their productivity and voice in their work lives. These objectives 

will contribute to achieving the Department’s goals for U.S. workers, build the foundation for a 

sustained recovery of the global economy and contribute to a more balanced pattern of global 

trade in the future. Pursuing these objectives will once again position the U.S. as a leader and 

pace-setter on international labor issues and demonstrate our commitment to assist governments 

that have the political will to foster better livelihoods and rights for their workforces. Decent 

wages and working conditions in countries with which the US trades protect the wages and 

working conditions of US workers from being undercut by unfair competition. Improved 

livelihoods and more inclusive economic growth leads to increased purchasing power of workers 

overseas, which in turn expands markets for US exports and fosters US job creation. 

To these ends, ILAB works closely with other USG agencies to formulate international 

economic, trade and labor policies - including labor aspects of trade and investment agreements, 

bilateral diplomacy and security policy; leads the USG engagement on labor matters with foreign 

governments and multilateral organizations; and makes grants for technical assistance to promote 

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

elimination of child labor; and conducts research and reporting on international labor issues. 

ILAB’s work contributes to DOL’s Strategic Goal 1 – Prepare workers for better jobs, and 

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

particularly for the world’s vulnerable populations.

Strategic Direction and Priorities:

• Implement new approaches to counter the root causes of child labor.

• Improve the ability of workers in trading partner countries to work in good jobs, receive a 

fair share of their productivity, and enjoy a voice in their work lives.

• Improve worker rights and livelihoods for vulnerable populations.

• Improve monitoring and enforcement of trade agreements to protect workers’ rights.

• Engage more extensively and substantively with other countries’ labor ministries and 

with international and regional organizations.

• Strengthen and enhance the Department’s participation in multilateral organizations 

• Strengthen and enhance the Department’s participation in US interagency trade and 

economic policy processes.
Agencies, Programs, and Strategies

United States Department of Labor – 16 – FY 2013 Annual Performance Report

Benefits

Office of Workers’ Compensation Programs 

The mission of the Office of Workers' Compensation Programs (OWCP) 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. The OWCP 

implements four Federal workers’ compensation statutes providing monetary, medical, and 

return-to-work benefits for work-related injuries and illnesses for Federal employees, Coal mine 

workers, Department of Energy (DOE) employees and its predecessor agencies, Longshore and 

Harbor workers, contractors serving overseas and certain other designated employee groups, and 

responsibly administers the benefit funds authorized for these purposes.

• The Federal Employees' Compensation Act (FECA) program provides wage-loss 

compensation, medical treatment, return-to-work assistance and vocational rehabilitation to 

civilian employees of the Federal Government injured at work and to certain other designated 

groups. In FY 2013, FECA processed 113,782 new claims, serviced 239,000 claimants and 

paid out approximately $2.9 billion in claims. The Return to Work rate was 92 percent, the 

highest rate to date.

• The Longshore and Harbor Workers' Compensation Act (LHWCA) program oversees the 

delivery of benefits by private sector employers and insurance carriers to injured workers 

engaged in certain maritime and related employment. Longshore also administers the 

provisions of the Defense Base Act (DBA) which covers civilian contractors working 

overseas. In FY 2013, Longshore created 28,189 new injury claims and oversaw the 

payment of $1.35 billion in benefits to 58,850 claimants.

• The Black Lung Benefits Act provides monetary compensation and medical benefits to 

totally disabled miners suffering from coal mine pneumoconiosis (black lung disease) 

stemming from mine employment, and monetary benefits to their dependent survivors. In 

FY 2013, the Division of Coal Mine Workers Compensation issued 4,760 Proposed Decision 

and Orders, paid $344.7 million in monthly compensation and medical benefits to 41,400 

beneficiaries, and monitored benefit payments and medical treatment provided by selfinsured coal mine operators or their insurance carriers to an additional 4,700 beneficiaries.

• The Energy Employees Occupational Illness Compensation Program Act (EEOICPA) 

provides compensation and medical benefits to employees or survivors of employees of the 

DOE contractors or subcontractors with DOE, who have been diagnosed with cancer due to 

exposure to radiation or toxic substances. In FY 2013, Energy processed 16,050 claims for 

34,340 claimants and paid out over $1.2 billion in claims including compensation and 

medical benefits.

OWCP’s mission aligns with the Secretary’s vision of promoting and protecting opportunity; it 

also supports DOL Strategic Goal 4 – Secure retirement, health, and other employee benefits 

and, for those not working, provide income security and Strategic Objective 4.1 – Provide 

income support when work is impossible or unavailable and facilitate return to work. 
Agencies, Programs, and Strategies

United States Department of Labor – 17 – FY 2013 Annual Performance Report

Major OWCP workload activities include: claims adjudication, benefit payment, disability case 

management, assisting in the re-employment of people with disabilities, medical bill processing, 

information services delivery, benefit fund management, and providing technical and compliance 

assistance to employers regarding OWCP procedures and requirements including insurance/selfinsurance and payment of benefits.

OWCP outcomes include prompt receipt of compensation and medical benefits, and injured 

workers’ recovery from injury or illness and their return to employment. OWCP provides 

income support and medical care by ensuring proper claims adjudication and efficient case 

processing, effective mediation of disputed claims, and accurate and timely payment of benefits. 

Timely delivery of compensation payments minimizes interruption to income resulting from 

being out of work due to injury or illness. Centralized coordination and processing of requests 

from providers for treatment authorizations speeds the delivery of medical services. OWCP uses 

early nurse intervention to coordinate medical treatment and provide reemployment assistance in 

new FECA cases. Permanently disabled claimants receive vocational rehabilitation assistance. 

OWCP has improved customer access to program information through its communications 

systems to be more responsive to customer service needs.

Strategic Direction and Priorities:

• Provide timely and high quality review and adjudication of claims and early resolution of 

claims issues. 

• Deliver or provide for the delivery of benefit payments for injured workers and their families 

in an accurate and timely manner.

• Assist claimants in obtaining timely treatment and vocational rehabilitation, and help them 

return to gainful work as soon as they are able. 

• Promote and foster understanding and awareness of OWCP programs, priorities, initiatives, 

and results through effective external communications, outreach, public education, and 

cooperation with our customers, stakeholders, and partners. 

• Continue to assess the quality and effectiveness of OWCP customer services.

• Identify and pursue opportunities to evaluate OWCP program performance (timeliness 

and quality) and results.

• Enhance OWCP’s operations, infrastructure, and governance through effective planning, 

management, and oversight. 

• Develop, promulgate and implement clear and useful policies, regulations and procedures. 

• Create and foster the highest quality work environment for all of our employees through 

leadership, communications, and collaboration; recruitment, development, recognition, and 

retention.

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.
Agencies, Programs, and Strategies

United States Department of Labor – 18 – FY 2013 Annual Performance Report

UI contributes to Strategic Objective 4.1 – provide income support when work is impossible or 

unavailable and facilitate return to work.

Strategic Direction and Priorities:

• Partner with state agencies with a focus on bolstering broad program accountability and 

facilitating performance improvement nationally.

• Enact new strategies to prevent, detect, and recover improper payments that states can 

adopt and provide appropriate technical assistance.

• Implement a national vision on reemployment that will promote and support states’ 

service delivery to all jobseekers, helping reconnect unemployed workers with jobs.

Statistics

Bureau of Labor Statistics (BLS)

The Bureau of Labor Statistics (BLS) of the U.S. Department of Labor (DOL) 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 public and private decision-making. 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 sensitive and important economic data.

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 these are critical 

aspects of a statistical program’s performance. Common concepts underlying the specifics of 

measuring and reporting on statistical agency performance help to inform decision-makers about 

the performance of statistical agencies. BLS strategies support these six performance criteria.

BLS supports 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. 

Strategic Direction and Priorities:

1. Continue to produce objective data and analyses that are timely, accurate, and 

relevant;
Agencies, Programs, and Strategies

United States Department of Labor – 19 – FY 2013 Annual Performance Report

2. Improve the timeliness, accuracy, and relevance of BLS products and processes, and 

develop new products that reflect economic changes and meet the needs of its broad 

customer base;

3. Inform current and potential customers about the availability and uses of BLS 

information products; reach out to current and potential customers to understand their 

needs for economic information; and ensure that the content, presentation, and 

delivery of BLS information products match its customers’ needs;

4. Improve data collection processes, maintain high response rates, and optimize the 

balance between quality, cost, and respondent burden in BLS data collection 

programs;

5. Ensure that BLS data, products, and services on the BLS website are easy to find, 

understand, and use; and

6. Recruit, train, and retain a talented, innovative, and diverse group of individuals who 

are experts in the production and continuous improvement of its products and 

services, including employees who will support those functions, and who are well 

prepared to represent the agency and become its future leaders.

BLS performance measures that support Strategic Objective Goal 5.1 are available in the 

2015 Congressional Budget Justification in the Cross-Cutting Measures and Detailed Workload 

and Performance Tables.
United States Department of Labor – 20 – FY 2013 Annual Performance Report

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. 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 the lowerpriority program activities, where applicable, 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 – 21 – FY 2013 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 continues to face significant challenges in helping 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 familysustaining wages is essential for spreading the benefits of the recovery more broadly. ETA programs2 support training in emerging industry sectors 

to help workers become more competitive and equip them with the credentials and skills needed to compete in the global labor market. In FY 2013, 

ETA provided technical assistance (TA) to the workforce system to improve credential attainment for its customers. In FY 2014, ETA will continue 

to emphasize credential attainment to increase individual earning potential. 

FY 2014-2015 targets 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.

Although news from the past program year showed that the economy began adding jobs, demand far outpaced supply. The inverse statistical 

correlation of local unemployment rates and entered employment rates for participants of publicly-funded workforce programs has long been 

established. In fact, through various ETA efforts and improving overall economic conditions, entered employment rates for those who received 

training in WIA Adult and Dislocated Worker programs increased in PY 2012/FY 2013. 

It is the Department’s goal to increase the average earnings of individuals served through the Workforce Investment Act, Trade Adjustment 

Assistance, and Senior Community Service Employment Programs. In PY 2012, Over 75 percent of exiters were still employed nine months after 

completing program services and gaining employment through the WIA Adult, WIA Dislocated Worker, NEG, INA and NFJ programs. 

 2 Forward-funded DOL job training programs report performance for a Program Year (PY) that lags the Federal fiscal year by nine months. Hence, these programs are reporting 

on a different period (PY 2012 – July 1, 2012 to June 30, 2013). The only DOL job training programs that report on a standard fiscal year are the Apprenticeship program and the 

Trade Adjustment Assistance program.
Strategic Goal 1

United States Department of Labor – 22 – FY 2013 Annual Performance Report

In the coming program year, ETA is testing new ideas and approaches in employment and training to address needs that were amplified during the 

recession, such as the necessity of adult learners to participate in training while still earning an income, aligning Federal, state and local workforce, 

education and economic development systems to meet employer demand, strengthening participation of employers, labor, and philanthropic partners 

in program design and delivery, and the evolution of education and training methods to include technology-based methods. 

The WIA Federal-State-local partnership has demonstrated enormous potential for developing and testing alternative service strategies. ETA will 

propose, and will continue testing through programs like the Workforce Innovation Fund, alternative strategies in the WIA Adult, Dislocated Worker, 

and Youth Programs to encourage collaboration across program silos to better serve participants’ needs.

Approaches for the WIA 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. 

ETA – Increase the average earnings of individuals served through the Workforce Investment Act (WIA), Registered Apprenticeship, 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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Six Months Average 

Earnings (WIA 

Adult)

Target $13,741 $12,721 $12,865 $13,335 $13,684 $13,945 $14,194

WIA Adult met its 

goal for average 

earnings in PY 2012.

Result $13,712 $13,801 NA NA $13,457

[r] $13,482 -- -- --

Status N Y Y Y -- -- --

Employment 

Retention Rate (WIA 

Adult)

Target 65.50% 73.00% 73.10% 80.10% 82.00% 82.10% 82.10% WIA Adult met its 

goal for employment 

retention in PY 2012.

Result 77.70% 80.00% 80.80% 81.90% -- -- -- NA NA

Status Y Y Y Y -- -- --
Strategic Goal 1

United States Department of Labor – 23 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Employment 

Retention Rate 

(Indian and Native 

American Program)

Target 73.10% 74.90% 69.60% 73.10% 78.00% 78.20% 78.20% Strategic program 

planning supported 

solutions to 

employment barriers 

as did the input to the 

program provided by 

the Native American 

Employment and

Training Council.

Illiteracy and low 

education attainment 

hinder this 

population’s ability to 

succeed in a 

competitive labor 

market.

NA

Result 73.00% 73.80% 76.80% 77.90% -- -- --

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

Number of 

Participants Served 

(National 

Farmworkers Job 

Program)

Target 17,977[p] 18,671[p] 18,340[p] 18,304[p] 18,690[p] 19,157[p] 19,157[p] Participants received 

core, intensive, 

training and 

supportive services.

NA NA Result 18,920 18,680 20,257 20,330 -- -- --

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

Employment 

Retention Rate 

(National 

Farmworkers Job 

Program)

Target 69.70% 69.90% 70.10% 76.50% 83.20% 83.20% 83.30% NFJP consistently 

achieves high 

performance 

outcomes and the 

program is on track 

to exceed its 

performance goals

NA NA

Result 75.20% 78.20% 80.90% 83.10% -- -- --

Status Y Y Y Y -- -- --

Six Month Average 

Earnings (Dislocated 

Worker)

Target $15,542 $17,550 $15,418 $15,930 $16,335 $16,596 $16,845 WIA DW met its 

goal for Average 

Earnings in PY 12.

Result $16,804 $17,550 $16,500 $15,930 -- -- -- NA NA

Status Y Y Y Y -- -- --

Six Month Average 

Earnings (National 

Emergency Grants)

Target $12,488 $12,585 $12,953 $17,935 $16,364 $16,694 $16,998 NEGs exceeded the 

goal for Average 

Earnings in PY 2012.

Result $14,118 $17,155 $19,134 $18,138 -- -- -- NA NA

Status Y Y Y Y -- -- --

Entered Employment 

Rate - Training 

(Dislocated Worker)

Target -- -- -- -- -- -- --

Result 76.20 77.70 80.60 81.20 -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 1

United States Department of Labor – 24 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Entered Employment 

Rate (WIA Adult)

Target 66.3% 49.3% 53.1% 56.9% 61.2% 62.5% 63.1% WIA-supported 

services helped 

individuals enter 

employment during 

one of the most 

challenging labor 

markets since the 

Great Depression.

NA NA

Result 54.0% 55.2% 57.2% 59.9% -- -- --

Status N Y Y Y -- -- --

Entered Employment 

Rate (Senior 

Community Service 

Employment 

Program)

Target -- -- 44.10% 48.60% 42.80% 43.90% --

NA

2012 was the 

transition year 

following the national 

competition. Many 

grantees faced new 

challenges including 

modified service 

areas.

NA

Result -- -- 47.00% 41.70% -- -- --

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

Entered Employment 

Rate (Dislocated 

Worker)

Target 66.30% 49.30% 49.70% 58.60% 63.40% 62.30% 62.80% WIA-supported 

services helped 

individuals enter 

employment during 

one of the most 

challenging labor 

markets since the 

Great Depression.

Result 51.00% 57.30% 61.10% 60.00% -- -- --

Status N Y Y Y -- -- --

Employment 

Retention Rate 

(Dislocated Worker)

Target 84.00% 78.00% 78.00% 87.40% 87.40% 87.50% 87.50%

NA

The Retention Rate 

was slightly below its 

goal.

Result 79.70% 81.90% 84.10% 84.30% -- -- -- NA

Status N Y Y I -- -- --

Entered Employment 

Rate - Training 

(WIA Adult)

Target 69.30% 69.60% 71.20% 74.50% -- -- -- WIA-supported job 

training services 

helped individuals 

enter employment 

during one of the 

most challenging 

labor markets since 

the Great Depression.

NA NA

Result 69.30% 69.60% 71.20% -- -- -- --

Status Y Y Y -- -- -- --
Strategic Goal 1

United States Department of Labor – 25 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

Participants Served 

(Indian and Native 

American Program)

Target 32,110 31,789 32,000 28,948 27,439 28,047 28,047 The ability to provide 

(and count) core 

services when 

training funds have 

been spent has helped 

increase the number 

of participants 

served.

NA NA

Result 34,335 39,372 38,238 35,464 -- -- --

Status Y Y Y Y -- -- --

Employment 

Retention Rate 

(National Emergency 

Grants)

Target Base 76.80% 77.10% 83.90% 84.40% 84.60% 84.60% The NEG program 

met the retention rate 

target.

Result 78.50% 84.20%[r] 88.30%[r] 88.90% -- -- -- NA NA

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

Average Petition 

Processing Time 

(APT) in Days

Target -- 40[r] 75 54[r] 45[r] 45[r] 45

Result 48 140 78[r] 61 50 -- --

Status -- N I I I -- --

Percent of Petitions 

Processed in 

Compliance with 

Established Review 

Procedures (ERP) 

(Internal Customer 

Service Measure)

Target -- -- Base 86.25%[r] 90.00% 95.00% 95.00%

Result -- -- 87.00% 82.00% 95.00% -- --

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

Number of 

Participants Served 

(Senior Community 

Service Employment 

Program)

Target -- -- 70,852[p] 70,718[p] 67,019[p] 68,528[p] --

NA

2012 was the 

transition year 

following the national 

competition. Many 

grantees faced new 

challenges including 

modified service 

areas

NA

Result -- -- 85,113 66,930 -- -- --

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

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 - Grantee Records. MSF- WIA Standard Participant Record (WIASPR) and Program Status Summary Reports (ETA-9095).

Notes:
Strategic Goal 1

United States Department of Labor – 26 – FY 2013 Annual Performance Report

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 40%.

In FY 2014, VETS will continue to work with SWAs to improve employment outcomes for veterans and the rates of intensive services provided to 

JVSG participants. The Department will release guidance which clarifies 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 will also outline 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. VETS federal staff will conduct 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 provides an indicator of the quality 

of employment that JVSG participants retain after program participation. The average earnings metric has continued to improve with economic 

conditions, and in FY 2013, exceeded those results prior to the economic recession. 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. VETS uses this information to compare veteran populations and determine the 

types of services that veterans may need to successfully transition into the civilian workforce. For example, the average earnings of post-9/11 Era 

veterans, served by JVSG, are lower than all veterans. This is partially due to lack of attachment to, or experience in, the civilian workforce and 

inability to translate military skills and knowledge into civilian occupations. The Department is developing tools and resources for service members 

and AJC staff to facilitate this effort.

Beginning in January 2013, 100% of Transition Assistance Program (TAP) DOL Employment Workshop sites implemented 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.

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 have remained consistent over the past two years, with cases receiving an average 
Strategic Goal 1

United States Department of Labor – 27 – FY 2013 Annual Performance Report

score of 83.4%. VETS is committed to continuous improvement of its USERRA program, and will experiment with process improvements in FY 

2014. This includes developing a smaller, dedicated group of investigators in one of the agency’s six regions, who will handle all USERRA 

investigations for that region. 

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 $17,000 The 6-month average 

earnings of veterans 

served by the JVSG 

program continues to 

increase, primarily 

due to improving 

economic conditions.

Result $15,359 $14,751 $15,619 $16,129 $16,242 -- --

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

Average six-month 

earnings of post-9/11 

Era veterans served 

by DVOP specialists

Target -- -- -- -- Base $15,000 $15,500

Result -- -- -- -- $14,742 -- --

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

Percent of JVSG 

Veterans receiving 

intensive services

Target -- -- -- 32.0% 38.0% 50.0% 75.0% VETS provided 

technical assistance 

to State Workforce 

Agencies to increase 

the rate of intensive 

services provided to 

veterans.

Some states are 

awaiting formal 

guidance from the 

Department before 

increasing intensive 

service rates.

The Department will 

release formal guidance 

emphasizing DVOP 

specialists statutorilymandated responsibility to 

provide intensive services 

to the vast majority of 

JVSG participants.

Result 21.0% 22.0% 25.0% 31.0% 39.2% -- --

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

Average facilitator 

TAP assessment 

score

Target -- -- -- -- -- Base TBD Beginning in FY 

2014, VETS will use 

a standardized 

assessment tool to 

measure the TAP 

facilitators delivering 

the DOL 

Employment 

Workshop.

N/A N/A

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 1

United States Department of Labor – 28 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Closed 

Cases Meeting the 

Agency's Quality 

Standard

Target -- -- -- Base 84.0% 84.0% 84.0% This process 

identifies best 

practices that are 

shared with 

investigators 

nationwide.

The current process 

may result in cases 

assigned to relatively 

inexperienced 

investigators, 

resulting in lower 

quality.

VETS will conduct a pilot 

to determine if a smaller, 

dedicated group of 

investigators may increase 

the quality of 

investigations.

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

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

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

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

Notes:
Strategic Goal 1

United States Department of Labor – 29 – FY 2013 Annual Performance Report

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

Through investments in youth education and training programs under the WIA Youth formula program, Job Corps, YouthBuild, Trade Adjustment 

Assistance Community College and Career (TAACCCT) grants, the Department worked to increase the number of participants earning industry-recognized 

credentials. The Apprenticeship, Job Corps, WIA Youth, and YouthBuild programs exceeded their degree or certificate attainment targets in PY 2012, 

while the Job Corps attained its target for the placement in employment, education, or training measure by showing significant gains over the previous two 

program years. The FY 2013-2015 targets are based on a methodology developed by DOL for setting national performance targets using regression 

analysis. This econometric model uses program results from the prior year, current labor market conditions and individual characteristics to correct for the 

effects of the business cycle and labor market conditions on the outcomes of employment and training programs, producing targets that objectively reflect 

the impact of the economic environment on program performance.

In PY 2012, DOL funded and began to enroll participants in the Face Forward grant program. “Face Forward” conveys the idea of youth leaving their past 

transgressions behind and looking forward towards a promising future. Through diversion and/or record expungement strategies, these grants give youth a 

chance to succeed in the workplace and to avoid the stigma of a juvenile record. The Face Forward grants offer organizations the opportunity to develop 

programs that address this issue while developing the skills and opportunity youth need to move forward successfully in the workforce. 

ETA promotes increased partnerships and collaboration with sponsors of Registered Apprenticeship (including employers) and the workforce and education 

systems. The 2012 evaluation of Registered Apprenticeship found that the net benefits for completers of an apprenticeship program were approximately 

$250,000 while the net social benefits were over $50,000. Therefore, ETA promotes greater partnerships with WIA and a framework for quality preapprenticeship programs to provide a pathway into Registered Apprenticeship. Additionally, ETA and VETS will coordinate so thatservice members and 

veterans receive credit for military training and experience to shorten the duration of apprenticeships. ETA is also collaborating with the Department of 

Education to increase the articulation of an apprenticeship completion certificate to college credit.
Strategic Goal 1

United States Department of Labor – 30 – FY 2013 Annual Performance Report

ETA – Increase the number of participants earning industry-recognized credentials.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Six Months Average 

Earnings 

(Apprenticeship)

Target Base $19,324 $19,352 $19,352 $19,999 $25,201 $25,642

The Six Months’ 

Average Earnings for 

completers was 

$31,806, over $7,635 

more than that for all 

program participants. 

The results for 

completers shows it 

pays to stay.

As OA expands into 

non-traditional 

occupations, the 

average six-month 

earnings may exhibit 

some fluctuation. A 

recent BLS study 

shows that 

apprenticeable 

occupations are 

among the fastest 

growing.

As OA expands, staff will 

target training in highskill, high-wage 

occupations that fit the 

apprenticeship model and 

support living wages.

Result $20,566 $20,335 $22,210 $23,409 $24,171 -- --

Status -- Y Y Y Y -- --

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% The national 

completion rate in 

FY13 was 44%. OA 

focused on reducing 

the number of 

overdue apprentices. 

This effort combined 

with an improving 

economy resulted in 

a 5% increase in the 

rate.

Construction has been 

slow to rebound from 

the economic 

slowdown, although 

recent projections 

point to resurgence in 

job opportunities. 

Unemployed 

construction workers 

will likely have a 

negative imp

Growth in construction 

coupled with efforts to 

provide more technical 

assistance will have a 

positive impact on 

completion rates.

Result -- -- -- -- 44.00% -- --

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

Percent of 

participants who 

achieve literacy or 

numeracy gains of 

one adult basic 

education level 

(WIA Youth)

Target -- -- 40.40% 40.80% 46.90% 46.20% 46.00% The percent of 

participants 

achieving literacy 

and numeracy gains 

reached an all-time 

high of 47.5%.

ETA continues to 

receive technical 

assistance requests on 

the literacy/numeracy 

gains calculation.

ETA is exploring a 

simplification of the 

literacy and numeracy 

gains calculation to make 

it easier to understand.

Result -- -- 41.50% 47.50% -- -- --

Status -- -- Y Y -- -- --
Strategic Goal 1

United States Department of Labor – 31 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of 

participants who earn 

a diploma, GED, or 

certificate by the end 

of the third quarter 

after exit. (WIA 

Youth)

Target 47.90% 55.40% 54.70% 59.60% 62.30% 62.20% 62.20% ETA published a 

number of Training 

and Employment 

Notices including 

information on the 

new GED and the 

What’s My Next 

Move guide 

developed to support 

high school students 

in developing their 

education

States continue to 

request assistance in 

identifying the 

credentials that are 

most achievable for 

the WIA Youth 

population and that 

will lead to entry into 

the labor market.

ETA will identify 

strategies for increasing 

credential attainment for 

WIA Youth and provide 

technical assistance on the 

identified strategies.

Result 52.90% 59.50% 62.60% 62.30% -- -- --

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 58.00% 53.10% 53.30% 59.70% 66.40% 66.80% 66.90%

The percent of 

participants entering, 

employment, postsecondary education, 

or training reached an 

all-time high of 

66.0%.

The youth population 

continues to struggle 

entering the labor 

market despite the 

shrinking 

unemployment rate.

ETA will focus on sector 

employment and creating 

career pathways for WIA 

Youth as strategies for 

assisting youth in entering 

the labor market.

Result 53.70% 59.00% 59.30% 66.00% -- -- --

Status N Y Y Y -- -- --

Number of 

Participants Enrolled 

in Training (Trade 

Adjustment 

Assistance 

Community College 

and Career Training)

Target -- -- -- 11,404 55,367 TBD -- Each of the 128 

grantees represented 

by this data 

employed a unique 

set of strategies 

appropriate to their 

targets. The 

aggregate data shows 

that both targets were 

exceeded.

Result -- -- -- 17,741 78,981 -- --

Status -- -- -- -- -- -- --
Strategic Goal 1

United States Department of Labor – 32 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 

participants who 

have completed a 

grant funded 

program of study 

(Trade Adjustment 

Assistance 

Community College 

and Career Training)

Target -- -- -- Base TBD -- -- Each of the 128 

grantees represented 

by this data 

employed a unique 

set of strategies 

appropriate to their 

targets. The 

aggregate data shows 

that both targets were 

exceeded.

Result -- -- -- 1470.00 18509.00 -- --

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

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 55.00% 56.00% 57.00% 58.00% 58.00%[r

] 58.00% 68.00% Increased emphasis on academics for 

GED/HSD 

attainment, 

particularly in 

anticipation of the 

2014 High School 

Equivalency (HSE) 

changes, and 

continued focus on 

career technical 

training.

Result 60.60% 64.40% 64.90% 64.90% -- -- --

Status Y Y Y Y -- -- --

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%[r

] 62.00% 68.00% Increased emphasis 

on literacy/numeracy 

training especially 

with LEP 

populations.

Result -- -- 64.70% 64.70% -- -- --

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

Percent of Job Corps 

students who attain 

industry-recognized 

certifications

Target -- -- 50.00% 51.00% 70.00%[r

] 70.00% 80.00% Additional technical assistance and 

clarification of 

industry-recognized 

credentials increased 

performance 

reporting.

PY 2010 was the first 

year of reporting 

industry-recognized 

credentials so actual 

results may have been 

under-reported.

Result -- -- 77.30% 77.30% -- -- --

Status -- -- Y Y -- -- --
Strategic Goal 1

United States Department of Labor – 33 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

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 75.0% 65.3% 66.3% 67.3% 65.0% 70.0% 74.0%

From PY 2010 

onward, our targets 

were adjusted to 

economic conditions. 

At the same time, 

performance 

improved allowing us 

to exceed the targets.

In PY 2009 our 

targets were still high 

but economic 

conditions were 

challenging.

Result 65.8% 73.4% 73.3% 73.3% -- -- --

Status N Y Y Y -- -- --

Percent of graduates 

placed in an 

occupation or 

industry related to 

their training (Job 

Corps)

Target -- -- -- -- 69.00 69.00 65.00 Job Training Match 

Crosswalk was 

revised in PY 2011 to 

reflect narrower 

job/training matches. 

The results have been 

lower since then. 

OJC requests to lower 

the FY 15 target to 

better account for adj

Result -- -- -- -- 65.30 -- --

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

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% 57.80% 57.60%

Grantees receive 

intensive coaching 

and TA support, 

through peer to peer 

and national training 

events.

Result -- -- 58.30% 59.11% -- -- --

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

Entered Employment 

Rate for Non-Youth 

(ReXO)

Target -- -- 58.10% 58.50% 59.30% 60.60% 61.20% Grantee receives TA 

around best practices 

and employer 

engagement.

Result -- -- 68.55% 58.60% -- -- --

Status -- -- Y Y -- -- --
Strategic Goal 1

United States Department of Labor – 34 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Recidivism Rate for 

Non-Youth (ReXO)

Target -- -- 22.00% 22.00% 22.00% 22.00% 22.00% The program met this 

goal, which requires 

grantees to be lower 

than the established 

goal. Support around 

employer engagement 

TA supports a low 

recidivism rate.

Result -- -- 12.00% 13.20% -- -- --

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

Percent of 

participants who 

enter training and 

receive a certificate 

(Face Forward 

Grants for Juvenile 

Offenders)

Target -- -- -- -- -- -- --

Result -- -- -- -- -- -- --

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

Percent of 

participants who are 

enrolled in high 

school equivalency 

preparation and 

receive the State 

educational 

certificate (Face 

Forward Grants for 

Juvenile Offenders)

Target -- -- -- -- -- -- --

Result -- -- -- -- -- -- --

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

Placement into 

Employment or 

Education 

(YouthBuild)

Target -- -- 41.70% 50.20% 50.00% 50.40% 50.50%

Result -- -- -- 49.61% -- -- --

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

Percent of Training 

Program Exiters who 

Earn an Industry 

Recognized 

Credential

Target -- -- -- 59.00% 62.00% -- --

Workforce 

Investment Act 

(WIA) program data 

has been consistent.

Smaller grant cohorts 

(National Emergency 

Grants, ARRA High 

Growth, and 

Emerging Industries) 

fluctuate due to 

smaller cohorts.

ETA continues to work 

towards improving APG 

performance by exploring 

the source of fluctuations 

and refining the programs 

included in the measure.

Result -- -- -- 57.20% -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 1

United States Department of Labor – 35 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of 

participants who earn 

a GED or certificate 

by the end of the 

third quarter after 

exit (YouthBuild)

Target Base 60.70% 60.00% 62.90% 67.20% 67.10% 67.10%

Result 58.00% 62.20% 66.20% 67.22% -- -- --

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

Average wage of 

graduates at initial 

placement (Job 

Corps)

Target $9.02 $9.10 $9.25 $9.30 $9.35 $9.50 $9.70 Wage targets were 

based on past 

performance and as 

economic conditions 

improved, graduate 

wages also increased

Result $9.22 $9.40 $9.60 $9.60 -- -- --

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.

Notes:
Strategic Goal 1

United States Department of Labor – 36 – FY 2013 Annual Performance Report

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)

During FY 2013, ILAB reported on nine outcome measures established in FY 2011. ILAB met or exceeded its targets for all four

outcome measures this year, and exceeded its FY 2012 performance on three measures. For FY 2014, ILAB will refine its 

performance measures to more accurately capture the effectiveness of its work. Some of the refined measures will be sufficiently 

similar to previous measures to allow ILAB to continue to examine trends in performance over a multi-year period. 

Policy

In FY 2013, ILAB exceeded its outcome goal related to policy positions adopted by countries and international organizations. As a 

result of ILAB’s activities, 45 policy positions that reflect USG international labor interests and priorities were adopted by 

international fora and countries. Examples of FY 2013 accomplishments include ILAB’s close working relationship with the 

Government of Colombia to carry out reforms to implement the Action Plan Related to Labor Rights; extensive bilateral and 

multilateral engagement on eliminating child labor in the cocoa sector leading to the adoption of the Regional Action Plan on Child 

Labor by the Economic Community of West African States (ECOWAS); and ILAB’s continued engagement in the region leading to 

the Government of Nigeria’s first-ever National Plan of Action on Child Labor. ILAB also provided substantial leadership and 

guidance to the International Labor Organization’s (ILO) Better Work program to promote improvements in the methodology for 

assessment and advising on factory conditions, particularly on issues that are difficult to monitor and remediate, such as sexual 

harassment, forced labor and denial of freedom of association. In FY 2014, ILAB will develop new policy-related measures. 

Grant-Funded Technical Assistance

In FY 2013, ILAB reduced its grant funding from $66.375 million to $62.358 million owing to sequestration, but met or substantially 

exceeded its targets for grant funded projects. ILAB designed projects that integrated the purposes of worker rights and child labor 

projects so as to optimize the impact of grant funding. ILAB was attentive to ensuring sufficient regional coverage, sufficient 

resources for ILAB high priority initiatives and countries, and ILAB support for US foreign policy priorities. ILAB will continue to 

enhance its effectiveness and results without an increase in program resources by deepening and expanding its use of an integrated 

model of program design. In recent years, ILAB has made grants of between $56 million and $60 million for child labor eradication, 
Strategic Goal 1

United States Department of Labor – 37 – FY 2013 Annual Performance Report

and approximately $6,500,000 for other worker rights initiatives. With the resources requested for grants in FY 2015, ILAB will carry 

further its recent approach of funding child labor projects include elements that simultaneously promote broader worker rights and 

livelihoods. The integrated efforts undertaken will be in countries where child labor is prevalent, where the political and institutional 

context offers particular opportunities for the effective application of an integrated approach, and where the adoption of an integrated 

approach will be of benefit to both child labor eradication and worker rights goals. This is expected to allow ILAB to increase 

performance on three outcome indicators without diminution in others. 

Grant-Funded Technical Assistance – Trade Related Worker Rights

In FY 2013, 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 20 countries, an increase of 12 from the 

previous year. This technical assistance entailed working closely with governments, multilateral and regional organizations, and 

business and workers’ organizations.

Grant-Funded Technical Assistance – Child Labor

In FY 2013, ILAB initiated new projects, implemented innovative child labor elimination programs to provide livelihood services to 

vulnerable households, continued efforts to build global capacity to combat child labor, and maintained oversight and program

management of projects initiated in previous fiscal years. Working through grantees in 40 countries, ILAB provided education or 

vocational services to 90,217 children engaged in or at high risk of entering child labor (exceeding its target of 67,077 by 34 percent), 

and helped increase capacity to address child labor in 29 countries. Instances of increased capacity included outcomes such as passage 

of new child labor legislation, training of labor inspectors and other law enforcement officials, and adoption of national action plans to 

eliminate child labor.
Strategic Goal 1

United States Department of Labor – 38 – FY 2013 Annual Performance Report

DM – Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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

ILAB's capacitybuilding strategy is 

proving successful. 

Newer projects are 

contributing more 

achievements than 

expected.

This indicator cannot 

realistically or 

accurately be targeted 

on an annual basis. 

Policy processes and 

decision-making do 

not always move 

according to a pre-set 

schedule.

This outcome measure will 

be modified into a 

maturity milestones 

measure that track the 

development of key policy 

priorities over time.

Result -- -- 34 36 45 -- --

Status -- -- -- 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 51,723 67,077 Some new projects 

exceeded targets due 

to improved service 

provision and others

caught up on their 

service delivery 

backlog.

Targeting needs 

refinement and better 

coordination between 

grantor (ILAB) and 

grantees.

ILAB is working with 

grantees to ensure they set 

appropriate targets and are 

offering the types of 

education and training 

services needed by child 

laborers and at-risk youth.

Result -- -- 100,006 100,436 90,217 -- --

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

Number of countries 

in which worker 

rights and/or

working conditions 

are improved

Target -- -- Base 13 15 15 15 This indicator does 

not accurately 

represent the scale of 

improvements that 

might be made in a 

country or group of 

countries.

ILAB will refine this 

indicator for FY 2014 in 

order to more accurately 

measure not just the 

breadth of ILAB's work 

but also the scale or level 

of improvement achieved.

Result -- -- 13 7 15 -- --

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

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

This indicator does 

not accurately 

represent the scale of 

improvements that 

might be made in a 

country or group of 

countries.

ILAB will refine this 

indicator for FY 2014 in 

order to more accurately 

measure not just the 

breadth of ILAB's work 

but also the scale or level 

of improvement achieved.

Result -- -- 18 8 20 -- --

Status -- -- -- N I -- --

Sources: Grantee Technical Progress Reports, Project Monitoring and Internal Records, Grantee Technical Progress Reports, Project Monitoring and Internal Records

Notes:
United States Department of Labor – 39 – FY 2013 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 2013, OSHA reached all four targets for DOL Priority Goals to reduce worker fatalities and to reduce lost time injuries and illnesses for federal 

workers. OSHA reached all of the targets for the other measures as well. 

In FY 2014, OSHA will focus on continuing 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 US makes it impossible for OSHA compliance officers to 

inspect more than a fraction of them in a year, so OSHA must strategically prioritize its resources to target those issues and areas which will yield the 

greatest impact. The agency will selectively and strategically develop and update publications and webpages, translate existing materials into Spanish 

and other languages, and develop low literacy resources to fill gaps in outreach materials related to these agency and Departmental priorities. OSHA 

will continue to seek out and establish Alliances, partnerships, and other cooperative relationships with organizations to better reach small businesses 

and workers within priority industries and populations.

In the enforcement arena, 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, are a vital part of OSHA’s work; properly screening 

complaints and responding in a timely manner is one of the most effective ways to target dangerous workplaces. OSHA is therefore working in FY 

2014 to analyze how the method of complaint delivery affects handling, and to proactively improve its responsiveness for the digital age, OSHA will 

implement e-signatures for its electronic (web-based) complaints.

Programmed inspections are based on analyses of workplaces risks and statistics; they allow OSHA to create data-driven emphasis programs to 

address the workplaces, practices, and substances which pose the greatest risk of debilitating injuries, illnesses, or death. Examples of programs 

OSHA will emphasize in 2014 are National and Local Emphasis Programs (LEPs and NEPs) and the Severe Violators Enforcement Program 

(SVEP). Emphasis programs allow OSHA to target specific practices, substances, or even industries which are identified as especially risky. NEPs 

have historically been critical in supporting the Secretary’s goal of securing safe and healthy workplaces, and in FY 2014 OSHA will continue to 

analyze enforcement data, complaints, incidents, and other information/studies. CSAs and SVEP are tools OSHA uses to target establishments which 
Strategic Goal 2

United States Department of Labor – 40 – FY 2013 Annual Performance Report

require improvement across a number of locations (CSAs) or are particularly recalcitrant (SVEP). In FY 2014 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 is also working on a number of strategic developments in FY 2014 to improve workplace safety. One is to shift its workforce to place an 

increased emphasis on Industrial Hygiene (IH) inspectors. Additionally, OSHA is working on a new system for measuring inspection activity and 

managing resource allocation; the system is being trialed in FY 2014 and will be evaluated after year-end to analyze its strengths and weakness. 

Finally, OSHA is proposing to amend its recordkeeping regulations to add requirements for the electronic submission of injury and illness 

information employers are already required to keep under OSHA's regulations for recording and reporting occupational injuries and illnesses. This 

will allow OSHA to acquire a much larger database of timely, establishment-specific information about injuries and illnesses in the workplace and 

help OSHA use its resources more effectively by enabling OSHA to identify the workplaces where workers are at greatest risk..

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Safety Inspections

Target -- 30,200 33,200 33,720 31,993 30,108 30,459

OSHA's delivered its 

planned mix of 

programmed and 

complaint inspections 

in FY 2013, which is 

particularly 

impressive in light of 

the reduced budgets.

Given the closeness 

of targeted and actual 

performance, OSHA 

is satisfied with its 

targeting of resources 

and its planning. 

There were no issues 

of significance that 

appear to need 

attention.

Previous gaps between 

targeted and actual 

performance appear to be 

closed and if this trend 

continues, as OSHA 

changes its focus and 

resources, no 

improvements are 

required.

Result 33,221 34,320 33,341 33,580 31,948 -- --

Status -- Y Y I N -- --

Health Inspections

Target -- 8,500 6,800 7,280 6,907 7,527 7,791 Given the challenges 

of reduced budgets in 

FY 2013, OSHA 

managed to retain 

emphasis and 

resources on the field 

so as to get as close 

to the targeted 

number of 

inspections as 

possible.

OSHA overperformed 

because several 

Health NEPs finally 

launched almost 

simultaneously in FY 

2013, which resulted 

in a more intensive 

focus on Health 

inspections than 

anticipated.

OSHA will forecast more 

accurately by accounting 

for changes in 

programmed inspections 

(which OSHA can control 

and forecast) and 

developing better models 

to understand complaintbased inspections.

Result 5,783 6,649 7,317 7,381 7,280 -- --

Status -- I Y Y Y -- --
Strategic Goal 2

United States Department of Labor – 41 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of hazards 

abated associated 

with falls in 

construction

Target -- -- -- -- -- Base TBD This is a new 

measure that will be 

tracked in FY 2014. 

There is therefore no 

historical data and no 

way to evaluate it at 

this time.

This is a new measure 

that will be tracked in 

FY 2014. There is 

therefore no historical 

data and no way to 

evaluate it at this 

time.

This is a new measure that 

will be tracked in FY 

2014. There is therefore no 

historical data and no way 

to evaluate it at this time.

Result -- -- -- -- -- -- --

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

Number of hazards 

abated associated 

with falls in general 

industry

Target -- -- -- -- -- Base TBD This is a new 

measure that will be 

tracked in FY 2014. 

There is therefore no 

historical data and no 

way to evaluate it at 

this time.

This is a new measure 

that will be tracked in 

FY 2014. There is 

therefore no historical 

data and no way to 

evaluate it at this 

time.

This is a new measure that 

will be tracked in FY 

2014. There is therefore no 

historical data and no way 

to evaluate it at this time.

Result -- -- -- -- -- -- --

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

Percent of 

inspections that are 

LEP/NEP

Target -- -- -- -- -- 68.7% 69.0% This is a new 

measure that will be 

tracked in FY 2014. 

There is therefore no 

historical data and no 

way to evaluate it at 

this time.

This is a new measure 

that will be tracked in 

FY 2014. There is 

therefore no historical 

data and no way to 

evaluate it at this 

time.

This is a new measure that 

will be tracked in FY 

2014. There is therefore no 

historical data and no way 

to evaluate it at this time.

Result -- -- -- -- -- -- --

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

Number of personnel 

trained in OSHA's 

training programs

Target -- -- -- -- -- 883,517[

p]

891,130[

p]

OSHA external 

training programs, 

the OTI Education 

Center, Outreach 

Training, and Susan 

Harwood Training 

Grant Programs, all 

showed increases in 

FY 2013.

Internal training 

programs at OTI 

experienced a 6% 

decrease in FY 2013 

due to sequestration 

cuts in travel and 

contract budgets.

Not applicable.

Result 865,213 890,384 857,166 833,117 885,293 -- --

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

Percent of FAME 

recommendations 

addressed

Target -- -- -- -- -- Base TBD Not applicable. 

Measure not tracked 

in FY 13.

Not applicable. 

Measure not tracked 

in FY 13.

Not applicable. Measure 

not tracked in FY 13. Result -- -- -- -- -- -- --

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

Sources: OIS, OPM, OWCP, BLS-CES, CEO, IMIS

Notes:
Strategic Goal 2

United States Department of Labor – 42 – FY 2013 Annual Performance Report

Mine Safety and Health Administration 

In FY 2013, MSHA achieved its DOL Priority Goal to reduce mining fatalities. The five-year rolling average of fatal injuries per 200,000 

hours worked fell by six percent, exceeding the target of five percent. Preliminary data show that both the number of mining fatalities and the 

fatal injury rate fell to the lowest levels in mining history in FY 2013. There were 33 total mining fatalities and .0104 mining fatalities per 200,000 

hours worked, down from 44 fatalities and .0133 fatalities per 200,000 hours worked in FY 2012. In the year ahead, MSHA will continue to 

develop and implement new ways to make enforcement more effective, less predictable, and more strategic, with the goal of continuing this positive 

trend. 

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; instituted 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 2014. 

MSHA’s potential pattern of violations (PPOV) process focused on chronic violators that have failed to improve compliance in response to increased 

inspections and other enforcement actions. In FY 2013, MSHA published a final rule to revise the existing regulation for POV. MSHA determined 

that the existing regulation did not adequately achieve the intent of the Mine Act, and that the POV provision should be used to address operators 

who have demonstrated a disregard for the safety and health of miners. The new rule simplified the existing POV criteria, improved consistency in 

applying the POV criteria, and more adequately achieved the statutory intent. It would also encourage chronic violators to comply with the Mine Act 

and MSHA’s safety and health standards. Four coal mining operations were put on notice of a pattern of violations of mandatory health or safety 

standards under Section 104(e) of the Federal Mine Safety and Health Act of 1977 during the first screening under the new rule. MSHA launched a 

new online tool for the mining industry which enables mine operators who implement a corrective action to determine if their mine is successfully 

reducing its significant and substantial (S&S) violations. The S&S Rate Calculator is an enhancement to the two-year-old Pattern of Violations 

Monitoring Tool that allows mine operators, miners, and stakeholders to measure a mine’s performance against MSHA’s specific screening criteria 

for violations.

For the sixth consecutive year, MSHA achieved its annual goal of completing 100 percent of mandatory inspections at all underground and surface 

coal mines and MNM mines in FY 2013.

As a result of the training notifications coal operators must provide, MSHA completed 856 approved instructor evaluations in FY 2013, the most ever 

in a fiscal year. In FY 2014, MSHA will continue to monitor approved instructors that provide health and safety training to miners. MSHA will 

place special emphasis on evaluation of contract instructors.
Strategic Goal 2

United States Department of Labor – 43 – FY 2013 Annual Performance Report

MSHA met its target to conduct comprehensive noise inspections at MNM. In FY 2013, MSHA sampled 17.6 percent of MNM mines for noise, 

thereby exceeding the annual target. MSHA emphasized the hazardous effects of diesel exhaust and diesel particulate matter and offered best 

practices on engineering and administrative controls. MSHA also offered guidance on hazardous communication (Hazcom) programs related to 

OSHA’s recently published standard. MSHA discussed these topics during a stakeholder meeting in FY 2013 and published related materials on its 

website. MSHA will conduct education and outreach to clarify its MNM health standards and has created an occupational health working group to 

advise the Assistant Secretary on MSHA’s occupational health agenda. In FY 2014, MSHA revised this measure to include all health-related issues 

in addition to noise. MSHA expects to conduct comprehensive health inspections at 10% of MNM mines in FY 2014.

MSHA met the target for three of its four FY 2013 targets to complete roof control and ventilation mine plan reviews in a timely manner. Effective 

approaches to reducing the risk of injury and disease among miners include ensuring that mine operator plans effectively anticipate and control the 

hazards inherent to the underground mining environment. To address findings in the Upper Big Branch Internal Review Report, MSHA recently 

revised policies and procedures related to ventilation plan reviews and published a new roof control plan review handbook. In FY 2014, MSHA 

combined these four measures into one composite measure to monitor results.

In FY 2013, 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 2014. 

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 TBD Target enforcement 

activities, revised 

Pattern of Violations 

program, Part 75 

Exam Rule.

Mine operators failed 

to comply with 

MSHA standards.

Result -- 0.0187 0.0164 0.0150 0.0141 -- --

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

Percent of MNM 

mines receiving 

comprehensive 

health inspections

Target -- -- -- -- -- 10.0% 20.0%

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 2

United States Department of Labor – 44 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of 103(g) 

imminent danger 

complaint 

investigations 

initiated within 1 day 

of receipt

Target -- -- -- -- 100% 100% 100%

Result -- -- -- -- 100% -- --

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

Number of approved 

instructor evaluations

Target -- -- -- 675 775 775 950 Coal operators must 

provide notification 

of training.

Place special emphasis on 

evaluation of contract 

instructors.

Result -- -- -- 715 856 -- --

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

Percent of regular 

mandated inspections 

completed

Target -- -- -- -- -- 99% 100%

Result -- -- -- -- -- -- --

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

Percent of mine plan 

reviews completed 

timely

Target -- -- -- -- -- 70% 70%

Result -- -- -- -- -- -- --

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

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 - FY 2014 result is required to calculate the five-year 

average in FY 2015.
United States Department of Labor – 45 – FY 2013 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 2013 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 and collected data on additional measures to be reported in 

FY 2014. 

OFCCP continued its strategic approach to balancing quantity and quality in FY 2013, and results show that the agency continues to 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 2013 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.

Outreach/Education – In FY 2013 OFCCP continued its worker-centric outreach strategy by identifying key populations most at risk of employment 

discrimination and engaging community-based organizations who served those populations. OFCCP emphasized the importance of quality events 

and meaningful relationships with community-based organizations and began to collect relevant data to analyze the agency’s outreach effectiveness. 

Also in FY 2013, the Chief Evaluation Office developed a formative evaluation design report to examine OFCCP’s outreach processes’ relationship 

building efforts, affording OFCCP the ability to improve its outreach program design and performance.
Strategic Goal 3

United States Department of Labor – 46 – FY 2013 Annual Performance Report

Regulatory Agenda – OFCCP completed two major rulemakings in FY 2013 with the announcement in August 2013 of new Section 503 and 

VEVRAA regulations. These regulations, published in the Federal Register in September 2013, provide new job opportunities and protection from 

discrimination in employment for individuals with disabilities and America’s veterans. The effective date for both of these regulations is March 24, 

2014. OFCCP, concentrating on issuing additional regulatory and subregulatory guidance, finalized a Memorandum of Understanding with the 

General Services Administration in June 2013 that supports better enforcement in the construction industry. A revised Federal Contract Compliance 

Manual (FCCM) was published on OFCCP’s Web site on August 23, 2013 updating the procedures that govern the completion of compliance 

evaluations. In September 2013 the agency concluded an 18 month long project that involved reviewing all existing agency policy directives to 

determine whether they were still relevant, should be rescinded, or should be revised. This comprehensive review resulted in the rescission of more 

than 130 directives. 

OFCCP – Enforce affirmative action and nondiscrimination in Federal contractor workplaces

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 OFCCP exceeded its 

target while 

maintaining its 

ability to conduct 

thorough and quality 

compliance 

evaluations.

In FY 2014 OFCCP will 

continue to maintain the 

quantity-quality balance in 

its Supply and Service 

(S&S) compliance 

evaluations.

Result 3,679 4,445 3,382 3,447 3,898 -- --

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

Number of 

Construction 

Evaluations 

Completed

Target -- -- -- 400 380 450 450

OFCCP exceeded the 

target for 

Construction 

Evaluations while 

focusing on more 

complex cases.

To enhance its impact in 

the construction industry, 

OFCCP will improve the 

quality of construction 

compliance evaluations 

and focus on more 

complex Construction 

cases in FY 2014.

Result 238 515 550 511 447 -- --

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

Number of 

Compliance 

Evaluations and 

Complaint 

Investigations 

Completed

Target -- -- -- -- -- 4,290 4,290

Result -- -- -- -- -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 3

United States Department of Labor – 47 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of S&S 

FAAP Evaluations

Target -- -- -- 80 96 96 96 In FY 2013 OFCCP 

transitioned to a 

compliance 

coordination model 

for FAAP 

compliance 

evaluations, which 

resulted in increased 

quality of FAAP 

evaluations and 

greater enforcement 

of the laws.

During FY 2013 

FAAP compliance 

evaluations took 

longer than 

anticipated due to 

finding more 

instances of 

discrimination than 

expected.

In FY 2014 OFFCP will 

continue the compliance 

coordination model for 

FAAP compliance 

evaluations.

Result 59 26 82 59 85 -- --

Status -- -- -- N I -- --

Sources: OFCCP case management system

Notes:

Women’s Bureau

In FY 2013, the Bureau worked closely with the Veterans’ Training and Employment Services (VETS) to plan and implement a Women Veterans’ 

Employment Program within the U.S. Department of Labor and improve employment serves for women veterans. The Bureau continued working 

with the National Equal Pay Task Force as a leading advocate for equal pay for women, and was the lead in drafting the report Fifty Years After the 

Equal Pay Act: Assessing the Past, Taking Stock of the Future. The Bureau also conducted a gender analysis as part of the Department’s Worker 

Rights: Access, Assertion, and Knowledge (WRAAK) survey, which focused on women workers’ experiences with wage and hour and safety 

violations in the workplace, and access to education materials on workers’ rights. The Bureau collaborated with the Chief Evaluation Office to fund 

a multi-year demonstration project to test promising strategies that will improve outcomes for youth who are disconnected from work, school, and 

sometimes family. The Bureau began collaborating with the Employment and Training Administration on a five-year study to design, implement, 

and evaluate a demonstration pilot focused on assessing strategies for overcoming barriers encountered by individuals desiring employment in nontraditional occupations.

In FY 2014, the Bureau will conduct research to identify successful models and promising practices for overcoming barriers to women’s recruitment, 

advancement, and retention in higher-paying jobs in the transportation, manufacturing, and technology sectors. In conjunction with the 50th 

anniversary of President Kennedy’s Commission on the Status of Women’s American Women report, the Bureau plans to complete a series of policy 

and research papers addressing key issues facing women in today’s labor force, such as pay secrecy, occupational segregation and the gender wage 

gap, paid leave, work-life balance, effective scheduling for hourly workers, and family responsibilities discrimination. The Bureau will also conduct 

research on challenges facing women veterans and their employers and policy options that may improve hiring and retention for women veterans. 
Strategic Goal 3

United States Department of Labor – 48 – FY 2013 Annual Performance Report

The Bureau will develop materials and educate women workers on their rights and employers on their responsibilities to ensure safe and fair 

workplaces in FYs 2014 and 2015. 

The 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. The Bureau will identify and promote a variety of promising policies and practices that address these key issues, and will work with selected 

collaborators to advance and support their implementation and to increase education and awareness. The Bureau is collecting baseline data on the 

percent of collaborators implementing recommended policies/strategies. 

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of policy 

and research outputs 

created

Target -- 17 16 11 3 20 10 In FY 2014 WB will shift 

several regional staff to 

work on policy and 

research outputs.

Result -- 18 6 11 3 -- --

Status -- Y N Y Y -- --

Percent of 

collaborators who 

implement 

recommended 

policies/strategies

Target -- -- -- -- -- Base TBD

Result -- -- -- -- -- -- --

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

Sources: WB tracks information using quarterly productivity reports.

Notes:

Office of Disability Employment Policy

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 use of Ticket to 

Work program through their participation as Employment Networks. In FY 2014, ODEP and ETA will expand the DEI model to include career 

pathways for youth and those workers with significant disabilities. ODEP will also implement an initiative to help people with disabilities acquire 

industry recognized credentials through innovative partnerships with community colleges and provide technical assistance to private employers and 

to State and Federal agencies regarding the hiring, retention, and advancement of persons with disabilities.
Strategic Goal 3

United States Department of Labor – 49 – FY 2013 Annual Performance Report

ODEP – Reduce barriers to fair and diverse workplaces for workers with disabilities.

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of Policy 

Outputs

Target 18 32 41 35 47 82 82 ODEP's Employment 

First Leadership 

State mentoring 

program is the 

primary source for 

policy outputs 

increased 

productivity.

Data indicate that 

ODEP's evaluation 

projects' continue to 

produce mover 

effective practices. 

ODEP used this to 

modify its FY 2014 

projections.

Result 39 35 42 39 54 -- --

Status Y Y Y Y Y -- --

Number of Effective 

Practices

Target 15 23 24 85 145 125 130 ODEP's Employment 

First Leadership 

State Mentoring 

Program and its 

technical assistance 

centers continue to 

serve as the greatest 

source of effective 

practices.

ODEP is working 

more closely with its 

Technical Assistance 

Centers to ensure its 

targets are realistic 

and ambitious.

Result 15 23 44 131 192 -- --

Status Y Y Y Y Y -- --

Percent of customers 

that find technical 

assistance center 

information useful

Target -- -- -- -- 85% 85% 85%

ODEP's technical 

assistance centers 

continue to provide 

high quality useful 

technical assistance.

ODEP learned that it 

needed to expand the 

use of this measure 

beyond its technical 

assistance centers to 

include all initiatives 

that provide technical 

assistance.

Result -- -- -- -- 98% -- --

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

Sources: ODEP's Data Management System

Notes:
Strategic Goal 3

United States Department of Labor – 50 – FY 2013 Annual Performance Report

Strategic Objective 3.2 – Protect workers’ rights

Analysis and Future Plans

Office of Labor-Management Standards

In FY 2013, 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.

OLMS strives to more effectively identify unions where criminal activity may be present by identifying anomalies in union financial reports and 

using other targeting strategies. OLMS has become more successful in this area, exceeding its financial integrity performance goal for four

consecutive years – culminating with a “fallout” rate of 20.97 percent in FY 2013. This result was a significant increase from the FY 2012 result of 

13.81 percent. Fallouts occur when OLMS performs compliance audits of unions and discover 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. By instituting risk-based audit targeting models, fewer audits can be undertaken while maintaining a level 

number of criminal cases (and also increasing the percentage of audits that result in the opening of a criminal case). 

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 2013, the availability of 

these electronic forms as well as a new electronic form for the LM-30 coupled with outreach efforts coordinated through OLMS’ district offices, 

resulted in OLMS exceeding its FY 2013 goal of 34.5 percent as 42.4 percent of all files were returned electronically. Electronic filing is now 

available to over two-thirds of those people and entities required to file reports under the LMRDA.

In passing the Labor-Management Reporting and Disclosure Act (LMRDA) in 1959, Congress established a 60-day deadline for court filing 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 improved on this result in each subsequent year. In FY 
Strategic Goal 3

United States Department of Labor – 51 – FY 2013 Annual Performance Report

2013, OLMS reduced the days elapsed per case to 71 days against a target of 75 days. 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 earlyinvolvement with the Office of the Solicitor in cases that may result in litigation. 

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 with 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 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 2013, OLMS established a target of 1,770 chronically delinquent filers. OLMS 

exceeded this target, ending the year with 1,226 chronically delinquent filers. In FY 2013, OLMS expanded its efforts to reduce this number by 

identifying, in a more timely manner, those unions that were already chronically delinquent in FY 2012, and, in addition, those unions that have been 

delinquent the past two filings (one year short of meeting the definition of chronically delinquent). OLMS targeted these “at-risk” unions in FY 

2013, offering compliance assistance to these and existing chronically delinquent filers in an effort to avoid another untimely filing. 

Under the LMRDA, companies and outside agents/consultants are required to file an LM-10 or LM-20 when they arrange for services that are 

designed to influence or persuade employees in a union representation election. For FY 2011, OLMS established a goal of obtaining 545 persuader 

reports. For FY 2013, OLMS had a goal of 690 reports. OLMS efforts resulted in the submission of 880 LM-10 and LM-20 persuader reports – 190

above the target for this measure. As in FY 2011 and FY 2012, many of the FY 2013 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. Should this occur, OLMS would expect that the number of filings will level off. One major effort under this initiative is to 

cross-match LM-10 and LM-20 reports – since 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 61 in FY 2013. This goal was exceeded as the OLMS customer satisfaction index score in FY 2012 was 64. OLMS will continue to 

analyze the customer satisfaction surveys to identify areas where improvements to the web site can be implemented, improvements expected to 

increase the customer satisfaction score.
Strategic Goal 3

United States Department of Labor – 52 – FY 2013 Annual Performance Report

OLMS – Promote union financial integrity, democracy, and transparency 

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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] OLMS continued to 

manually identify 

possible new filers 

through a crossmatching effort and 

undertook an 

extensive outreach 

program to generate 

required reports from 

these filers.

OLMS postponed a

planned upgrade to 

the e.LORS system 

that would have 

automated the crossmatch program, 

providing additional 

efficiency in 

identifying delinquent 

reports.

OLMS will continue to 

extend its cross-matching 

program and, where 

necessary, will involve 

field investigators in 

obtaining missing or 

delinquent reports.

Result -- -- 648.00 850.00 880.00 -- --

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

Percent of disclosure 

reports filed 

electronically

Target -- -- 24.5% 30.5% 34.5% 38.5% 42.5% OLMS continues to 

provide compliance 

assistance through its 

outreach and 

compliance audit 

programs, resulting 

in more union 

officials adopting 

electronic filing.

Because of resource 

limitations, OLMS 

has been unable to 

extend electronic 

filing capabilities to 

all filers.

OLMS will continue to 

identify non-electronic 

filers and target these filers 

for compliance outreach.

Result -- -- 21.4% 37.8% 42.4% -- --

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

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 OLMS has identified 

both unions that are 

chronically 

delinquent and those 

that could become 

chronically 

delinquent for 

outreach efforts.

OLMS will continue to 

identify and target for 

outreach those unions that 

have been or may become 

chronically delinquent.

Result -- 2,070 1,835 1,711 1,226 -- --

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

Percent of targeted 

audits that result in a 

criminal case

Target -- Base 13.00% 13.75% 14.25% 14.75% 15.00% OLMS has identified 

predicates that may

indicate if fraud or 

embezzlement has 

taken place and has 

used these predicates 

OLMS will continue to 

seek new predicates 

through statistical study 

and use predicates that 

show significance to 

improve its targeting 

Result 12.47% 14.76% 15.18% 13.81% 20.97% -- --

Status -- -- Y Y Y -- --
Strategic Goal 3

United States Department of Labor – 53 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

to target audits for 

highest effectiveness.

efforts.

Customer 

satisfaction score for 

OLMS web site users

Target -- -- 60[p] 60[p] 61[p] 62[p] 63[p]

OLMS has used 

customer feedback to 

continuously finetune its web site in 

order to deliver high 

customer satisfaction 

and products that its 

clients desire.

Customers indicate 

that the union reports 

search engine remains 

unsatisfactory. 

Because of resource 

limitations, OLMS 

has been unable to 

improve and 

modernize the online 

public disclosure 

room.

OLMS will continue to 

collect and act on 

customer feedback, 

especially in the area of its 

union reports search 

engine.

Result -- -- 61 64 62 -- --

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

Average number of 

days to resolve union 

officer election 

complaints

Target -- 84.0 80.0 76.0 75.0 74.0 73.0 OLMS has 

established an early 

communication 

system which 

enhances 

coordination among 

OLMS national and 

district offices and 

the Solicitor's Office, 

leading to faster case 

processing.

Reduced resources 

have limited OLMS’ 

ability to consistently 

assign teams of 

investigators to 

election 

investigations.

OLMS will continue to 

work with the Solicitors 

Office and other agencies 

to enhance its 

communications.

Result 70.0 81.0 79.0 71.0 71.0 -- --

Status -- Y Y Y Y -- --

Sources: e-LORS

Notes:

Occupational Safety and Health Administration

OSHA supports Strategic Objective 3.2 by administering and enforcing twenty-two whistleblower protection statutes that protect workers who speak 

out to report perceived violations of the law. Principally, this includes Section 11(c) of the Occupational Safety and Health Act (OSH Act), which 

prohibits employers from discriminating against employees who bring workplace hazards to the attention of the employer or the Agency. The 

additional twenty-one 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 
Strategic Goal 3

United States Department of Labor – 54 – FY 2013 Annual Performance Report

protection laws is critical to promoting 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 over 2,900 new cases filed in FY 2013. In response to the 

growing demand for whistleblower investigations, OSHA has recently made several impactful changes to 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 FY2014, OSHA will focus on improving the whistleblower protection programs’ investigative functions so that whistleblower investigations are 

completed with maximal efficiency and quality. For example, OSHA will implement a new reporting structure in all regional whistleblower 

programs 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 (ADR) program, in which OSHA experts assist whistleblower 

parties to discuss resolving their disputes via voluntary settlement agreements. To further the thorough and accurate completion of whistleblower 

investigations, OSHA also plans to enhance and expand upon the core whistleblower training courses that are available to its whistleblower staff. 

OSHA has two new 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 ascertain 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.

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. 
Strategic Goal 3

United States Department of Labor – 55 – FY 2013 Annual Performance Report

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average age of 

pending 

whistleblower 

investigations.

Target -- -- -- -- Base Base TBD This is a new 

measure that 

monitors OSHA's 

efforts to reduce its 

backlog of pending 

whistleblower 

investigations. 

OSHA will use FY14 

data to establish a 

baseline.

This is a new measure 

that monitors OSHA's 

efforts to reduce its 

backlog of pending 

whistleblower 

investigations. 

OSHA will use FY14 

data to establish a 

baseline.

OSHA plans to use this 

measure to monitor the 

management of its 

whistleblower 

investigation caseload and 

the resolution of its 

whistleblower 

investigations in a timely 

fashion.

Result -- -- -- -- -- -- --

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

Average days to 

complete new 

complaint screening 

process.

Target -- -- -- -- Base Base TBD This is a new 

measure that tracks 

OSHA’s efforts to 

provide attentive 

customer service to 

new complaint filers. 

OSHA will use FY14 

data to establish a 

baseline.

This is a new measure 

that tracks OSHA’s 

efforts to provide 

attentive customer 

service to new 

complaint filers. 

OSHA will use FY14 

data to establish a 

baseline.

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 -- -- -- -- -- -- --

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

Sources: OIS, OPM, OWCP, BLS-CES, CEO, IMIS

Notes:

Mine Safety and Health Administration

MSHA has also taken a number of actions to give miners a better voice in the workplace on their own safety and health. In addition to swiftly 

responding to safety and health complaints by miners, MSHA, in conjunction with DOL, filed more 105 (c) discrimination complaints during fiscal 

year and calendar year 2013 on behalf of miners than any time in history, and sought the second highest number of temporary reinstatements of 

miners to their jobs in 2013. In FY 2013, MSHA developed and issued a Miners’ Representative Guide designed to further improve and educate 

everyone in understanding the roles, rights, and responsibilities of miners’ representatives. This Guide is a supplement to the Guide to Miners’ 

Rights and Responsibilities.
Strategic Goal 3

United States Department of Labor – 56 – FY 2013 Annual Performance Report

MSHA’s Office of Assessments, Accountability, Special Enforcement and Investigations (OAASEI), formerly the Office of Assessments, 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 completed 226 discrimination case investigations in FY 2013, completing 172 cases (76 percent) within 60 days. MSHA 

resolved 115 temporary reinstatement requests in FY 2013, completing 83 reviews (72 percent) within 20 days. Both targets (75 percent and 70 

percent, respectively) were reached. 

A key component of this Administration is the increased attention to the enforcement of the anti-discrimination provisions contained in the 1977 Act. 

This 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 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, the Agency, working with the Department of Labor, 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, the 

department 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 will perform a headquarters review of all discrimination investigations conducted by 

its enforcement personnel.

MSHA – Protect miners from discrimination

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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% Outreach successful - 

15% increase in 

number of miner 

discrimination 

complaints.

Result -- 87% 86% 85% 76% -- --

Status -- -- Y Y Y -- --
Strategic Goal 3

United States Department of Labor – 57 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of 

investigations of 

miner requests for 

temporary 

reinstatements that 

are completed within 

20 days of receipt

Target -- -- 70% 70% 70% 70% 75% Outreach successful - 

Nearly 30% increase 

in number of miner 

requests for 

temporary 

reinstatement.

Result -- 78% 70% 80% 72% -- --

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

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

Notes:

Wage and Hour Division

In FY 2013, WHD resolved 72.66 percent of its FMLA investigations within the fiscal year and baselined the percent of no violation investigations 

with a result of 39.74 percent. In FY 2013, WHD implemented an enforcement strategy that expanded WHD’s responses to FMLA complaints 

including more on-site investigations and policy reviews which is more strategic and provides greater ability to secure corporate-wide compliance. 

These efforts will be balanced against timely resolution of complaints. 

WHD – Increase corporate compliance with the Family Medical Leave Act

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of No 

Violation FMLA 

cases

Target -- -- -- -- Base 40.00% 38.00% In FY 2013, WHD 

rolled out new 

FMLA enforcement 

guidelines to include 

(more efficient) onsite investigations 

and investigations 

achieving corporatewide compliance.

As strategic 

enforcement is rolled 

out, a short-term dip 

in productivity is 

expected as 

investigators are 

trained in the new 

approach.

WHD will be reviewing 

the results of the strategic 

enforcement and how that 

expanded enforcement 

affects timeliness, 

customer service, and 

compliance levels.

Result -- -- -- -- 39.74% -- --

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

Sources: Wage and Hour Investigative Support and Reporting Database (WHISARD)

Notes:
Strategic Goal 3

United States Department of Labor – 58 – FY 2013 Annual Performance Report

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 2013, WHD increased the percent of directed investigations to 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 2013 results show an average age non-residential construction DBRA wage rates of 42 months, which is short of the targeted 36 months and 

an increase from the number of highway surveys that are most current of all the construction types. WHD has subsequently implemented process 

changes and is refining its methods for selecting surveys for updates. WHD expects to see a reduction in the average age as a result of these efforts in 

FY 2014.

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average age of 

Davis-Bacon wage 

rates for nonResidential 

Construction (in 

months)

Target -- -- 40 36 36 36 36 WHD published 

many of the highway 

surveys in states 

where the determined 

highway rates have a 

supportable 

methodology.

WHD concentrated its 

reengineering efforts 

on highway surveys 

which has allowed 

heavy surveys to 

become older than 

highway and 

building.

In FY 2014, WHD is 

scheduled to publish 

significantly more surveys. 

While many will continue 

to be the more current 

highway surveys, a 

number of building 

surveys will be published.

Result 31 47 39 39 42 -- --

Status -- -- Y N N -- --
Strategic Goal 3

United States Department of Labor – 59 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 34,771

WHD is experiencing 

increased 

productivity from the 

300 new 

investigators hired in 

2009 and 2010.

Results were directly 

impacted by 

sequestration. To 

address the resource

challenges, WHD 

prioritized 

maintaining its 

current workforce, 

which limited hiring.

WHD will continue to 

prioritize maintaining its 

investigator levels to 

ensure productivity while 

remaining poised to 

resume hiring when the 

budget allows. WHD will 

balance productivity with 

quality

Result 24,918 26,500 33,293 34,139 33,146 -- --

Status -- I Y I N -- --

Percent of directed 

investigations 

(excludes 

conciliations)

Target -- 24.00% 32.00% 35.00% 38.00% 40.00% 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 35.21% 17.00% 29.00% 40.63% 44.19% -- --

Status -- N I Y Y -- --

Percent of complaint 

no violation cases

Target -- -- 15.00% 22.80% 22.00% 20.00% 20.00%

WHD did better than 

expected in reaching 

targets through 

complaint tiering and 

better screening.

WHD needs to 

remain vigilant in 

ensuring that the 

complaint 

investigations support 

WHD priorities and 

customer service

WHD is determining 

optimal levels of 

complaint and directed 

resources to ensure that 

resources are placed in 

priority areas.

Result 21.95% 26.12% 24.59% 21.29% 20.76% -- --

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

Percent of directed 

no violation cases

Target -- -- 28.00% 25.00% 23.00% 22.00% 20.00% While the year-end 

results fell short of 

the annual target, 

WHD achieved the 

lowest no violation 

rate in recent history, 

notable due to the 

high percent of 

directed 

WHD exceeded the 

planned number of 

directed 

investigations which 

yielded a higher than 

anticipated result.

See above.

Result 35.20% 30.27% 30.00% 29.22% 26.12% -- --

Status -- -- I I I -- --
Strategic Goal 3

United States Department of Labor – 60 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

investigations.

Percent of complaint 

investigations in 

priority industries 

(excludes 

conciliations)

Target -- -- 63.00% 66.00% 68.00% 68.00% 70.00% WHD commits to 

industries where it 

expects to find 

vulnerable workers, 

which is balanced 

against doing 

investigations in each 

statutory program.

WHD may have 

reached the optimum 

level 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 64.85% 65.39% 66.00% 67.33% 67.61% -- --

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

Percent of Directed 

Investigations in 

Priority Industries

Target -- -- 80.00% 83.00% 85.00% 86.00% 86.00% WHD continues to 

place high priority 

and resources in 

industries with 

vulnerable workers 

unlikely to complain.

See above See above.

Result 85.77% 81.83% 81.74% 85.25% 83.49% -- --

Status -- -- Y Y 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 requesting the Secretary of Labor’s 

certification 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 to the Employment and Training Administration’s (ETA) 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. 

OFLC places a high priority on processing employer applications for jobs where there are either statutory or regulatory required processing times. 

A key and long standing challenge within the foreign labor certification programs has been balancing program integrity activities (and the impact of 

those efforts) on overall case processing times and the generation of case backlogs. This balancing is affected by available staff resources for 

processing, the merits of the applications submitted, and the volume of applications filed within a given year. Eligible U.S. employers will continue 

to have access to foreign workers when qualified domestic workers are not available. However, the continued application of additional integrity 
Strategic Goal 3

United States Department of Labor – 61 – FY 2013 Annual Performance Report

screens and analytical rigor in the foreign labor certification programs helps provide American jobs that 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).

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average processing 

time goal for PERM 

applications selected 

for integrity review 

(Audit, OFLC)

Target -- -- -- -- -- 350,450 475,600

Measuring program 

timeliness has been 

an effective tool to 

balance customer 

service with program 

integrity.

Having one timeliness 

goal to measure two 

different business 

processes had its 

challenges.

The new PERM timeliness 

measures give the OFLC a 

better view of processing 

times the stakeholder is 

experiencing and allow for 

more strategic planning in 

regards to the programs 

integrity.

Result -- -- -- -- -- -- --

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

Average processing 

time for PERM 

applications not 

selected for integrity 

review (OFLC)

Target -- -- -- -- -- 150,225 250,350

Measuring program 

timeliness has been 

an effective tool to 

balance customer 

service with program 

integrity.

Having one timeliness 

goal to measure two 

different business 

processes had its 

challenges.

The new PERM timeliness 

measures give the OFLC a 

better view of processing 

times the stakeholder is 

experiencing and allow for 

more strategic planning in 

regards to the programs 

integrity.

Result -- -- -- -- -- -- --

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

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% The OFLC has 

several internal 

benchmarks that are 

measured during the 

first few days an 

application is 

received to meet the 

7 day processing 

time.

Result 98.00% 100.00% 100.00% 100.00% 100.00% -- --

Status -- Y Y Y Y -- --
Strategic Goal 3

United States Department of Labor – 62 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Complete 

H-2A Applications 

Resolved 30 Days 

Before the Date of 

Need (OFLC)

Target -- -- 57.0% 57.0% -- 80.0% 80.0% H-2A timeliness rests 

on SWAs and 

employers submitting 

necessary 

documentation. 

Adjudicating cases in 

a timely manner vs. 

waiting for 

documents, results in 

unnecessary 

denials/poor customer 

service.

In an effort to accurately 

identify and place 

responsibility where it 

rests, i.e. employer or 

SWA, OFLC is measuring 

timeliness of ‘complete’ 

applications where all 

documents are received 

on-time.

Result 48.0% 58.0% 68.0% 81.0% -- -- --

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

Percent of H-2B 

Applications 

Resolved in 30 Days 

(OFLC)

Target -- -- -- -- 82.0%[r] 90.0% 90.0% Measuring H-2B 

Application 

timeliness has proven 

effective; in FY 2013 

the goal was adjusted 

from 60 Days to 30 

Days.

Result -- -- -- -- 85.3% -- --

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

Sources: OFLC PERM Electronic Filing and Case Processing System. 

Notes:
United States Department of Labor – 63 – FY 2013 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)

These goals align OWCP with the Secretary’s vision of Promoting and Protecting Opportunity and the strategic objectives of the 

Department of Labor (DOL). OWCP supports Department of Labor Strategic Goal 4: “Secure retirement, health, and other 

employee benefits and, for those not working, provide income security” and 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, which includes regular reviews to confirm entitlement and payment accuracy, 

promotes the integrity of OWCP’s benefit delivery. OWCP 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 timely and accurately delivered to workers.

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 will support recovery and return to work. In particular, OWCP uses Disability 

Management strategies in the FECA program to assist Federal workers with injury recovery and with returning to work. OWCP uses 

contract nurses to make early contact and coordinate among claimants, employing agencies and medical providers. The nurse advises 

injured workers and assesses their conditions; confirms return-to-work status; obtains a treatment plan from the treating physician; and 

works with employing agencies for return to work. If claimants remain out of work for extended periods, 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. 
Strategic Goal 4

United States Department of Labor – 64 – FY 2013 Annual Performance Report

Disability Management relies upon the engagement of Federal employers to share and employ proven return to work best practices. 

Two Government-wide initiatives have focused Federal employers on Return to Work. These include Executive Order 13548 to increase 

Federal employment of injured workers and workers with disabilities, and the four-year (FY 2011 – FY 2014) Presidential “Protecting 

Our Workers and Ensuring Reemployment” (POWER) initiative, jointly directed by OWCP and the Occupational Safety and Health 

Administration. Of the seven government-wide performance goals established by POWER, OWCP is responsible for four. In FY 

2013, the Government-wide targets were:

• Increase the percent of FECA Disability Management cases returned to work within two years to 93.4 percent;

• Reduce agency lost production day rates (per 100 employees) to 34.7 days;

• Increase the percent of Notices of Injury filed by Federal employers within 10 business days to 87.8 percent; and

• Increase the percent of Wage-loss Claims filed by Federal employers within 5 business days to 75.7 percent. 

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 were also formed into the POWER Return to Work Council by OWCP as a forum to regularly review performance results, 

share best practices, and set challenging individual agency goals. In early FY 2013, DFEC shared the results of an independent study 

to identify successful injured worker reemployment and disability hiring best practices being used in the Federal Government that 

could be exported to other Federal agencies. From FY 2009 to FY 2013, 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 91.9 percent. While the FY 

2013 result was an improvement over previous years, the annual target for FY 2013 was not met. Budgetary factors may have 

affected agencies’ reemployment efforts this past year, but an ongoing performance improvement challenge remains with certain 

Federal agencies with employees in more hazardous missions or having other occupational reemployment challenges. To improve 

RTW numbers, OWCP is exploring the use of more surgical strategies aimed toward those agencies.

Reduce Government-wide Lost Production Day (LPD) rates – Under POWER, Executive Branch agencies are directed to reduce 

LPD rates (per 100 employees) by 1 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. RTW rates 

reflect the effectiveness of DFEC to assist with recovery and return to work and the Federal agencies to reemploy their injured 

workers. In FY 2013, the Government-wide average LPD rate was reduced further to 34.6 days, exceeding the target of 34.7 days. 

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 enables OWCP to begin claims adjudication and payment processing sooner. POWER goals emphasize prompt 
Strategic Goal 4

United States Department of Labor – 65 – FY 2013 Annual Performance Report

filing of claims and the use of technology to facilitate the filing process. Several 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 2013, Federal agencies improved by filing 86.9 percent of Notices of Injury within 10 business days and 79.9 percent of wage-loss 

claims within 5 business days. 

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 timely filed and first payments of compensation benefits are made promptly. Longshore 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 met all four of its Longshore program targets. Injury report timeliness in FY 2013 for DBA cases was 85 percent within 30 

days against a goal of 83 percent. First payment timeliness in FY 2013 for DBA cases was 67 percent within 30 days against a goal of 

62 percent within 30 days. Injury report timeliness in FY 2013 for non-DBA cases was 86 percent within 30 days against a goal of 85 

percent. First payment timeliness in FY 2013 for non-DBA cases was 87 percent within 30 days against a goal of 85 percent. 

Black Lung Claims Decision Timeliness – OWCP exceeded the FY 2013 performance targets for the Black Lung Program. 

Proposed Decision and Order (PDO) processing times were reduced by 13 percent to 221 days. The average time in days for the 

Development of Medical Evidence was reduced by 17 percent to 83 days. In FY 2013, claims received increased to 6,420 compared 

to 5,368 claims filed in FY 2012. This increase is attributable to the economy and mine closures and is having some impact on claims 

processing time. Black Lung Program improvement strategies will include continuing to engage coal mine operators directly to 

emphasize claims filing timeliness and converting new case files to electronic form to improve processing efficiency.

The annual result for the Development of Medical Evidence was better than anticipated. A major contributing factor for this 

performance improvement is the Black Lung Programs’ work with several large-volume clinics and diagnostic physicians to 

streamline exam notification and scheduling procedures. However, the increase in the number of claims received in FY 2013 is also 

having an impact on this performance measure. Improvements include: 1) more closely monitoring and more efficiently scheduling 

medical examinations with individual physicians; 2) enlarging the pool of pulmonary physicians available for testing by incorporating 

the standards for the interpretation of digital radiology as set forth by NIOSH into OWCP regulations; 3) working with the National 
Strategic Goal 4

United States Department of Labor – 66 – FY 2013 Annual Performance Report

Coalition of Black Lung and Respiratory Disease Clinic members and other groups to encourage the quick scheduling and completion 

of DOL-paid initial examinations; 4) holding web-based seminars for clinic personnel, including physicians; and 5) working with the 

Health Resource and Services Administration of HHS (HRSA) to encourage, where possible, the inclusion of medical scheduling 

timeliness standards in the awarding of grants to clinics partially funded by HRSA. 

Timely Adjudication in EEOICPA Claims – OWCP’s Division of Energy Employees Occupational Illness Compensation 

(DEEOIC) provides timely claims adjudication and benefit delivery. In FY 2013, DEEOIC tracked performance for two new goals to 

measure the overall time to process claims, from intake to final decision. The performance measurements 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 in case development outside of DEEOIC at NIOSH. 

Average time to process cases sent to NIOSH when a hearing was held was reduced by 100 days compared to FY 2012 to 452 days 

against a target of 550 days. Average time to process cases sent to NIOSH when a hearing was not held was reduced to 320 days 

against a target of 325 days.

Several initiatives during FY 2013 were aimed at further reducing processing times in DEEOIC. The Energy Compensation System 

(ECS) continues to be refined and updated and enhances 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 also 

improved program timeliness. DEEOIC is imaging documents through the OWCP Imaging System (OIS). Imaging of documents 

allows for ease of transferring files between offices, reductions in storage of claims files, and easier portability of case files. These 

initiatives are expected to continue to impact the program in a positive way in FY 2014 - 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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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% 95.0% 95.0% Shared RTW best 

practices with 

agencies in the 

POWER Council; 

issued policy 

guidance providing 

greater flexibility on 

RTW; continued to 

improve FECA case 

management

The ability to 

reemploy workers 

from agencies with 

more hazardous or 

physically demanding 

occupations remains 

challenging for 

Federal employers 

and for OWCP RTW 

resources.

Use more targeted 

approaches with select 

agencies and will continue 

to work to increase 

RTW's. Increase 

timeliness of nurse 

assignments and 

emphasize greater use of 

assistance technology by 

agencies.

Result 85.8% 89.7% 91.6% 91.5% 91.9% -- --

Status -- Y Y Y I -- --
Strategic Goal 4

United States Department of Labor – 67 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

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 Federal agencies 

have improved 

workplace safety; 

fewer new injury 

claims are being 

filed; Federal 

reemployment efforts 

and FECA early case 

management have 

reduced lost 

production days.

LPD is viewed as a 

lagging measure for 

safety and prevention. 

We will continue to 

monitor performance, 

but will no longer 

formally report results 

for this measure.

OWCP will emphasize 

return to work and other 

new metrics to better align 

process with outcome 

improvement.

Result 35.8 34.6 33.8 34.8 34.6 -- --

Status -- 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% Automation of the 

acceptance of claims 

by electronic means 

has increased the 

number of claims 

filed within 10 

business days.

Not all agencies have 

adopted the enhanced 

electronic 

capabilities.

DFEC will continue to 

advertise the electronic 

filing requirement to 

agencies and encourage 

enrollment in the ECOMP 

system.

Result 80.1% 81.7% 83.4% 85.5% 86.9% -- --

Status -- Y Y Y I -- --

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%

See above. See above. See above.

Result 57.8% 62.4% 68.5% 75.0% 79.9% -- --

Status -- 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% Longshore continued 

to engage with 

employers; 

communicated 

program expectations 

and requirements; 

formally published 

employers’ results; 

and conducted 

education and 

technical assistance.

Longshore will speed 

claims intake by 

consolidating case-create 

activities; create all new 

cases in an electronic 

form; and centralizing 

mail operations.

Result 55% 75% 79% 85% 85% -- --

Status -- -- Y Y Y -- --
Strategic Goal 4

United States Department of Labor – 68 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of First 

Payment of 

Compensation issued 

within 30 days: 

Defense Base Act 

cases

Target -- 50% 58% 60% 62% 62% 65%

See above

Meet with employers to 

review performance 

challenges and identify 

payment delay factors. 

Track cases and intervene 

proactively with 

employers before a formal 

dispute arises and/or 

benefits are delayed

Result 43% 55% 56% 63% 67% -- --

Status -- Y I Y Y -- --

Percent of 

Employer's First 

Report of Injury filed 

within 30 days: nonDefense Base Act 

cases

Target -- -- 78% 85% 85% 85% 85%

See above

Longshore will speed 

claims intake by 

consolidating case-create 

activities; create all new 

cases in an electronic 

form; and centralizing 

mail operations.

Result -- 72% 79% 86% 86% -- --

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

Percent of First 

Payment of 

Compensation issued 

within 30 days: nonDefense Base Act 

cases

Target -- -- 83% 85% 85% 85% 85%

See above

Meet with employers to 

examine performance 

challenges and identify 

payment delay factors; 

closely track cases and 

intervene with employers 

before a formal dispute 

arises and/or benefits are 

delayed.

Result -- 81% 85% 85% 87% -- --

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

Average Number of 

Days to Process 

Black Lung Claims

Target -- 200 250 240 255[r] 220[r] 215 Improvements to 

caseload reports and 

increased 

management 

oversight allowed 

closer tracking of 

pending workload, 

which had a positive 

effect on the 

timeliness of 

processing Black 

Lung claims.

N/A

The program will continue 

to set timeliness targets for 

each step in the claims’ 

process and prioritize 

resolution of aged/pending 

PDO's. Implement new 

digital X-ray regulations 

and document imaging.

Result 201 210 238 262 221 -- --

Status -- N Y N Y -- --
Strategic Goal 4

United States Department of Labor – 69 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Average time in days 

for development of 

medical evidence for 

BL claims

Target -- -- -- Base 100 85 82 Implementing 

electronic medical 

scheduling of 

DCMWC approved 

doctors, innovated by 

one district and 

expanded, allowed 

scheduling to be 

expedited, thus 

saving an average of 

ten days per claim.

N/A

The program will continue 

to use critical path 

measurements as a tool to 

set timeframes for 

incremental case actions.

Result -- -- -- 123 83 -- --

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

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 604 550 485 475 Employment 

verification records 

from DOE are now 

submitted 

electronically. 

NIOSH has new 

processing timeliness 

measures improve 

focus on 

performance. HHS 

created additional 

Special Exposure 

Cohorts.

Claims processing 

remains primarily 

manual and could 

benefit from 

automation. 

Performance was also 

affected by an 

atypical increase in 

the number of cases 

remanded for 

additional 

development.

Continue to search for 

ways to improve claims 

process time using 

technology tools. Imaging 

of new case files will be 

implemented in FY 2014 

and will improve claims 

processing speed and 

accuracy.

Result -- -- 619 552 452 -- --

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

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 445 325 315 307

See above See above See above

Result -- -- 457 331 320 -- --

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

Sources: Integrated Federal Employees’ Compensation System (iFECS); Black Lung Program Automated Support Package (ASP); Longshore Cases Management System 

(LCMS); Energy Compensation System (ECS)

Notes:
Strategic Goal 4

United States Department of Labor – 70 – FY 2013 Annual Performance Report

Employment and Training Administration

The Federal role in UI 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 Federal-State UI program, States have 

broad discretion in establishing eligibility requirements.

The following performance measures were met in PY 2012: 

Facilitate Claimant Reemployment – Percent of UI claimants reemployed by the end of the first quarter after quarter in which they received first 

payment: The majority of states met their Acceptable Level of Performance (ALP) for the PY ending December 2012, and the U.S. UI 

reemployment rate met the target, as of the third quarter of FY 2013, the most recent data available. For the quarter ending December 2012, 18 states 

did not meet their state ALP; States failing to achieve their state ALP were required to develop a corrective action plan as part of their FY 2014 

SQSP submission.

Detect Overpayments – Percent of the amount of estimated overpayments that States detect established for recovery: Performance exceeded the 

target for the fourth consecutive FY. However, 18 states did not meet the ALP. Additionally, the rate decrease from the previous FY reflects in part 

the diminished effect on the measure of the inclusion of Extended Benefits (EB) overpayments in the ETA 227 data and the decrease in EB outlays 

for 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 

2014 State Quality Service Plan submission.

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: Performance exceeded the target and half of the states improved performance over the 

previous FY; only one state did not meet the ALP for this measure. States failing to meet the 70 percent ALP were required to develop a corrective 

action plan as part of their FY 2014 SQSP submission. 

The TAA Program provides training, income support, job search allowances, relocation allowances, and employment and case management services 

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.

New provisions for TAA benefits and services under the 2009 and 2011 amendments are reflected in improved outcomes from 2011 onward for the 

Entered Employment Rate. Annual goals for the Employment Retention Rate were met or exceeded in all years in the last five years, and exceeded 

the goal by more than 7 percent in the two most recent fiscal years. 
Strategic Goal 4

United States Department of Labor – 71 – FY 2013 Annual Performance Report

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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 59.00% 58.60% 54.40% 56.40% 62.50% 64.70% 0.00%

The majority of states 

met their Acceptable 

Level of Performance

(ALP) for the PY 

ending December 

2012, and the U.S. UI 

reemployment rate 

met the target, as of 

the third quarter of 

FY 2013.

18 states did not meet 

their state ALP for the 

PY ending December 

2012.

States failing to achieve 

their state ALP were 

required to develop a 

corrective action plan as 

part of their FY 2014 

SQSP submission.

Result 53.50%[r] 56.80%[r] 62.00%[r] 62.40% 62.50% -- --

Status N I Y Y Y -- --

Payment Timeliness: 

Percent of all 

intrastate first 

payments that will be 

made within 21 days. 

(Unemployment 

Insurance)

Target 85.70% 85.90% 84.00% 85.70% 87.10% 87.10% 87.50%

IN, KY, ME, SC, and 

VI all improved 

performance by more 

than 10 percentage 

points from the 

previous FY.

32 states did not meet 

the ALP for the PY 

ending March 2013. 

The decline in 

performance has been 

attributed to staff 

layoffs associated 

with reduction in 

administrative 

funding.

States failing to meet their 

state ALP were required to 

develop a corrective action 

plan as part of their FY 

2014 SQSP submission.

Result 83.80%[r] 82.20% 84.60% 82.90% 81.00% -- --

Status N N Y N N -- --

Detect 

Overpayments: 

Percent of the 

amount of estimated 

overpayments that 

States detect 

established for 

recovery. 

(Unemployment 

Insurance)

Target 51.80% 52.80% 51.40% 52.30% 54.10% 54.20% 55.30%

Performance 

exceeded the target 

for the fourth 

consecutive FY.

18 states did not meet 

the ALP for the PY 

ending March 2013. 

Also, the rate 

decrease from the 

previous FY reflects 

in part the diminished 

effect on the measure 

of the inclusion of EB 

overpayment data.

States failing to meet the 

50% overpayment 

detection Acceptable 

Level of Performance 

were required to develop a 

corrective action plan as 

part of their FY 2014 

SQSP submission.

Result 50.60%[r] 55.90%[r] 61.10%[r] 62.75% 57.20% -- --

Status N Y Y Y Y -- --
Strategic Goal 4

United States Department of Labor – 72 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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 88.7% 90.0% 86.4% 86.9% 88.4% 88.9% 89.0%

Performance 

exceeded the target 

and half of the states 

improved 

performance over the 

previous FY.

Only one state did not 

meet the ALP for this 

measure for the PY 

ending March, 2013.

States failing to meet the 

70% Acceptable Level of 

Performance were required 

to develop a corrective 

action plan as part of their 

FY 2014 SQSP 

submission.

Result 86.1%[r] 87.1%[r] 88.2%[r] 88.7% 88.6% -- --

Status I I Y Y Y -- --

Employment 

retention rate for UI 

claimants receiving 

Wagner-Peyser Act 

services 

(Unemployment 

Insurance)

Target -- -- -- -- -- -- --

Result -- -- -- -- -- -- --

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

Average six-months 

earnings for UI 

claimants receiving 

Wagner-Peyser Act 

services 

(Unemployment 

Insurance)

Target -- -- -- -- -- -- --

Result -- -- -- -- -- -- --

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

Number of job 

seeker participants 

served – All 

participants 

(Employment 

Service)

Target -- -- -- 16,546,00

0[p]

17,423,50

4[p]

17,423,50

4[p]

17,423,50

4[p]

Result 22,447,12

4

21,882,47

3

19,081,90

5

19,257,10

1 -- -- --

Status -- -- -- -- -- -- --
Strategic Goal 4

United States Department of Labor – 73 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Number of job 

seeker participants 

served – Veterans 

(Employment 

Service)

Target -- -- -- -- -- -- --

Result 1,674,034 1,554,702 1,416,435 1,369,207 -- -- --

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

Employment 

Retention Rate 

(Trade Adjustment 

Assistance)

Target 87.50% 83.30% 82.90% 83.20% 83.60% 91.20% 91.20% New provisions for 

TAA benefits and 

services under the 

2009 and 2011 

amendments are 

reflected in improved 

outcomes from 2011 

onward.

Annual goals were 

met or exceeded in all 

years in the last five 

years, and exceeded 

the goal by more than 

7 percent in the two 

most recent fiscal 

years.

No improvement plan 

necessary for this measure.

Result 88.00% 86.20% 89.90% 91.00% 91.00% -- --

Status Y 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.
Strategic Goal 4

United States Department of Labor – 74 – FY 2013 Annual Performance Report

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

Analysis and Future Plans

Employee Benefits Security Administration (EBSA)

During FY 2013, EBSA continued its work on implementing and enforcing the Patient Protection and Affordable Care Act (ACA), which has had a 

significant impact on the Agency’s workload and regulatory priorities. In FY 2013, EBSA conducted more pension and health plan investigations 

than in any other of the past five years. In an ongoing effort to improve performance and learn from past experience, EBSA is also conducting a 

study of recent years’ enforcement efforts to establish a baseline for development of a scoring system that could be utilized to assign weights to 

enforcement results, both monetary and non-monetary. Our aim is to develop more sophisticated measures that look at more than the raw number of 

cases “closed with results.” Cases are not identical units. They vary in significance to the agency, the participants, and the broader public interests 

that the agency serves. The agency’s measures should reflect this reality. Accordingly, EBSA is working on more sophisticated measures than 

simple counts of closed cases. As a related matter, EBSA has also developed a “Major Case” initiative to focus more enforcement resources on cases 

that have significant impact on participants and beneficiaries and plan assets, such as service provider investigations. The Major Case Enforcement 

Priority was initiated in FY 2013. In FY 2014, EBSA will devote 10% of investigative time to major cases. 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, we 

expect to have larger recoveries and the ability to obtain more systemic relief that would benefit many more participants than under our current 

approach.

Additionally, EBSA made significant progress in closing Sample Investigation Program (SIP) cases. The SIP gives EBSA a broad measure of the 

rate of baseline employee benefit plan compliance with the civil provisions of Employee Retirement Income Security Act (ERISA). The preliminary 

SIP results indicate an overall non-compliance rate of 70.5% (margin of error of +/- 6% at a 95% confidence level) including 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. Accordingly, in FY 2014, 

EBSA plans to develop measures that better capture the significance of the ERISA violations detected, as it re-evaluates closed SIP cases. With this 

additional information, EBSA will re-estimate the baseline SIP estimates in a way that yields more useful information. 

The Office of Outreach, Education and Assistance provided superior participant assistance by responding to 99 percent of all written inquiries within 

30 days of receipt and responding to over 99 percent of telephone inquiries by the close of the next business day. Total inquiry volume for the fiscal 

year exceeded 236,000. Benefit recoveries achieved by the participant assistance program contributed more than $280 million to EBSA’s overall 
Strategic Goal 4

United States Department of Labor – 75 – FY 2013 Annual Performance Report

monetary results of over $1.6 billion3. This informal resolution of complaints without utilizing the more resource intensive investigative process 

enables EBSA to direct its investigative assets to more egregious and wide-spread violations of 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 from a participant that upon further analysis indicates a potential fiduciary breach or a problem that impacts all or several participants in 

the plan, that inquiry is referred to the enforcement staff for possible investigation. Referrals from the Participant Assistance Program in FY 2013 

resulted in 775 enforcement cases being opened. In FY 2013, EBSA exceeded its customer satisfaction target of 69% by two points to achieve a 71% 

customer satisfaction rating. This is the highest level in the history of the study. EBSA will continue this study with The Gallup Organization to 

evaluate our world class Participant Assistance Program in FY 2014 as it reaches for a target of 72%.

The Agency also conducted outreach and education programs designed to educate plan participants and officials regarding their rights and 

responsibilities under ERISA. These activities are a critical component of our efforts to enhance the benefit security of America’s workers, retirees 

and their families. EBSA believes that retirement, health and other benefits will be more secure if plan officials are more knowledgeable and 

therefore in a better position to be in compliance. In addition, better informed plan participants receive more of the benefits to which they are entitled 

under their plan and bring potential violations to the attention of EBSA. EBSA completed 909 ACA outreach activities reaching over 30,000 

individuals, held 849 rapid response workshops for dislocated workers, distributed over 373,000 educational publications, and hosted over 10 million 

visitors on the Agency’s website.

 3 Monetary results are a product of EBSA’s investigative, compliance and participant assistance activities.
Strategic Goal 4

United States Department of Labor – 76 – FY 2013 Annual Performance Report

EBSA – Improve health benefits and retirement security for all workers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

Percent of Employee 

Benefit Plans in 

Compliance with 

Civil Provisions of 

ERISA

Target -- -- -- -- Base Base TBD Through 

investigation of a 

random sample of 

employee benefit 

plans, EBSA reported 

the first baseline 

compliance measure 

based on a full set of 

SIP results.

Violations were not 

weighted by level of 

significance. 

Consequently, EBSA 

was unable to fully 

depict the context 

surrounding our 

compliance result.

EBSA will develop a 

measure of “significance” 

for a series of ERISA 

violations. With this 

additional information, 

EBSA will re-estimate the 

baseline SIP estimates and 

analyze compliance 

patterns.

Result -- -- -- -- 29.50% -- --

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

Civil Investigations 

Processed

Target -- 3,644 2,900 3,611 3,674 3,674 3,281

EBSA effectively 

targeted 

investigations to 

achieve corrections 

of ERISA violations.

By 2015, EBSA projects 

the number of overall civil 

cases to decline as time 

spent on Major Cases 

increases. EBSA is also 

developing measures that 

focus on the impact of 

cases.

Result 3,669 3,112 3,472 3,566 3,677 -- --

Status -- N Y I Y -- --

Criminal 

Investigations 

Processed

Target -- 238 200 310 320 320 332

EBSA effectively 

deployed the 

Contributory Plan 

Criminal Project.

EBSA will continue to 

focus on health fraud and 

the ongoing 

implementation of EBSA’s 

first criminal national 

project, the Contributory 

Plans Criminal Project.

Result 287 281 302 318 320 -- --

Status -- Y Y Y Y -- --

Participant 

Assistance Program 

Customer 

Satisfaction Index

Target -- -- Base 68.00% 69.00% 72.00% 72.00%

Participant assistance 

training provided to 

the program staff in 

FY 2012 helped the 

agency to meet the 

goal.

Further training was 

conducted in FY 2013 and 

EBSA will continue to 

conduct customer 

satisfaction surveys during 

FY 2014 that will provide 

actionable data to 

managers for improvement 

activities.

Result -- -- 66.00% 69.00% 71.00% -- --

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

Sources: Enforcement Management System; Gallup Customer Satisfaction Survey

Notes:
United States Department of Labor – 77 – FY 2013 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 2013, BLS reached 100 percent of the underlying timeliness, accuracy, and relevance targets for its Principal Federal Economic Indicators. In 

addition, BLS measured dissemination through the Average number of Internet site user sessions each month, and exceeded its target of 7.8 million 

in FY 2013 by hosting 8.8 million user sessions. Finally, in FY 2013, BLS exceeded its target of 75 by achieving a score 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 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

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%

n/a n/a

Result 100.00% 100.00% 100.00% 100.00% 100.00% -- --

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

Percentage of 

accuracy targets 

achieved for the 

PFEIs.

Target -- -- -- -- -- 100.00% 100.00%

Result 94.00% 100.00% 100.00% 100.00% 100.00% -- -- n/a n/a

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

Percentage of Target -- -- -- -- -- 100.00% 100.00% n/a n/a
Strategic Goal 5

United States Department of Labor – 78 – FY 2013 Annual Performance Report

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

FY/PY 

2014

FY/PY 

2015

What Worked

 

What Didn't Work

 

Program Performance 

Improvement Plan 

relevance targets 

achieved for the 

PFEIs.

Result 94.00% 91.00% 100.00% 90.00% 100.00% -- --

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

Average number of 

Internet site user 

sessions each month 

(Dissemination)

Target 5,100,000 6,100,000 6,900,000 6,900,000 7,800,000 8,700,000 8,700,000 Made website more 

accessible with RSS 

feeds and new “beta” 

data query tool for 

public comment; and 

released Web, 

mobile, printfriendly, and Spanish 

versions of the 2013 

Occupational 

Outlook Handbook.

Will increase customer 

awareness of existing data, 

and will use feedback to 

determine how to improve 

the data or dissemination 

methods.

Result 6,090,587 6,972,577 7,213,823 8,149,686 8,765,143 -- --

Status Y Y Y Y Y -- --

Customer 

satisfaction with the 

BLS website through 

the American 

Customer 

Satisfaction Index 

(Mission 

Achievement)

Target -- Base 75 75 75 77 77 Reviewed survey 

feedback, which 

included more 

detailed information 

on functionality, 

search, navigation, 

and other areas of 

site performance.

Will use these results to 

improve the website to 

better serve stakeholders.

Result -- 75 75 77 77 -- --

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

Sources: For most cross-cutting measures, internal BLS documents. For the Mission Achievement measure, the American Customer Satisfaction Index 2013 E-Gov Scores Q3: 

http://www.foresee.com/research-white-papers/_downloads/e-gov-q3-2013-foresee.pdf

Notes: BLS revised its performance framework in 2014. Cross-cutting measures are new beginning in FY 2014. The FY 2009 - 2013 results are shown for comparative purposes 

only.
Measures Discontinued

United States Department of Labor – 79 – FY 2013 Annual Performance Report

Measures Discontinued in FY 2015

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 2015). 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 2012 and FY 2013 results for measures listed in its FY 2014 Performance Plan, 

which was published as part of the FY 2014 CBJ in April 2013 (see 

www.dol.gov/dol/budget/). Some measures have since been revised, replaced, or 

discontinued – many due to the update of the Department’s Strategic Plan. 

The table below lists these performance measures, their targets and results for PY 2012/FY 

2013 – organized by the Outcome Goal they supported in the FY 2014 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 2013

PY 2012

Result

FY 2013

PY 2012

Why not included?

Outcome Goal 1.1

ETA – Six Months Average 

Earnings (SCSEP) $7,700 $7,612

This measure will continue to be tracked 

internally but will no longer be reported in 

the Department’s annual report.

ETA – Six Month Average 

Earnings (Indian and Native 

American Program)

$10,660.00 $9,671.00 Same as above 

VETS – Entered Employment Rate 

for veterans served by JVSG 52.0% 53.0% Same as above

VETS – Employment Retention 

Rate for veterans served by JVSG 81.0% 80.3% Same as above

VETS – Percent of USERRA 

investigations completed within 90 

days

90.0% 89.6% Same as above

VETS – Percent of USERRA 

referrals completed within 60 days 83.0% 72.8% Same as above

VETS – Number of TAP DOL 

Employment Workshops delivered 

in response to DoD demand

5,444 5,937

VETS has consistently met 100% of DoD’s 

demand for workshops. This measure will 

continue to be tracked internally but will 

no longer be reported as part of the 

Strategic Goal.
Measures Discontinued

United States Department of Labor – 80 – FY 2013 Annual Performance Report

Agency – Measure

(Program) FY or PY

Target

FY 2013

PY 2012

Result

FY 2013

PY 2012

Why not included?

Outcome Goal 1.6

ILAB – Number of countries in 

which ILAB engages in policy 

dialogue or negotiation.

30 46

This measure was removed from reporting 

following the FY 2013 cycle due to data 

collection and quality limitations. In FY 

2014, ILAB will develop new policy 

measures that more accurately capture the 

results of activities and initiatives carried 

out by ILAB.

ILAB – Number of policy positions 

adopted by the U.S. government 

through the interagency process that 

reflect ILAB and DOL priorities

24 19 Same as above

ILAB – Number of households 

receiving livelihood services 23,068 23,627

ILAB is no longer reporting on this 

measure in the APR, but will continue to 

report internally on this measure. 

ILAB – Number of countries with 

increased capacity to address child 

labor or forced labor

15 29 Same as above

ILAB – Number of workers better 

able to exercise their rights and/or 

that experience improved working 

conditions as a result of DOL 

interventions

448,794 861,591

This measure was removed from reporting 

following the FY 2013 cycle due to data 

collection and quality limitations. In FY 

2014, ILAB will develop new performance 

measures that more accurately capture the 

results of activities and initiatives carried 

out by ILAB.

ILAB – Number of workers with 

improved livelihoods as a result of 

DOL interventions

16,400 304,591 Same as above

Outcome Goal 2.1

OSHA – Rate of construction 

fatalities associated with the four 

leading causes of workplace death -

falls, electrocutions, caught in 

between and struck by

8.6 8.3

OSHA is no longer reporting on this 

measure through the APR but will continue 

to track this measure.

OSHA – Rate of general industry 

fatalities associated with the four 

leading causes of workplace death -

falls, electrocutions, caught in 

between and struck by

0.9 0.9 Same as above

OSHA – Federal Agency total case 

rate for injuries and illnesses 2.63 2.51 Same as above

OSHA – Federal Agency lost time 

case rate for injuries and illnesses 1.29 1.20 Same as above
Measures Discontinued

United States Department of Labor – 81 – FY 2013 Annual Performance Report

Agency – Measure

(Program) FY or PY

Target

FY 2013

PY 2012

Result

FY 2013

PY 2012

Why not included?

OSHA – Number of hazards abated 

associated with hearing loss in 

construction and manufacturing

1,325 1,577

OSHA is no longer reporting on this 

measure through the APR but will continue 

to track this measure. OSHA will report in 

the APR on number of hazards abated 

associated with falls.

OSHA – Number of hazards abated 

associated with illness in 

construction and general industry

25,944 28,477 Same as above

OSHA – Number of hazards abated 

associated with amputations 18,280 22,880 Same as above

OSHA – Total number of employee 

exposures to workplace hazards 

abated through inspections

700,000 749,033 Same as above

MSHA – Percent of coal mines 

surveyed for respirable dust in 

conjunction with regular mandated 

inspections

100% 99.9% Not included in new Strategic Plan

MSHA – Percent of coal mines 

surveyed for noise according to 

published inspection procedures

100% 100% Same as above

MSHA – Percent of Metal and 

Nonmetal mines conducting their 

own dust, gas, mist, and fume 

surveys

51% 51% Same as above

Outcome Goal 3.1

WB – Number of technical 

assistance hours provided 2,125 2,790

This measure will continue to be tracked 

internally but will no longer be reported as 

part of the Strategic Goal.

Outcome Goal 4.1

ETA – Entered Employment Rate -

Training (Trade Adjustment 

Assistance)

58.90% 71.00%

This measure will continue to be tracked 

internally but will no longer be reported in 

the Department’s annual report.

ETA – Entered Employment Rate 

(Employment Service) 49.90% -- Same as above

ETA – Average Petition Processing 

Time (APT) in Days (Trade 

Adjustment Assistance)

45[r] 50 Same as above

ETA – Percent of Petitions 

Processed in Compliance with 

Established Review Procedures

(Trade Adjustment Assistance)

90.00% 95.00% Same as above
Measures Discontinued

United States Department of Labor – 82 – FY 2013 Annual Performance Report

Agency – Measure

(Program) FY or PY

Target

FY 2013

PY 2012

Result

FY 2013

PY 2012

Why not included?

Outcome Goal 4.3

EBSA – Percentage point difference 

in compliance rate between 

employee benefit plans recently 

investigated and other employee 

benefit plans

– – EBSA is considering other strategies for 

measuring recidivism rates.

Outcome Goal 5.1

BLS – Percentage of timeliness 

targets achieved for the Labor Force 

Statistics Principal Federal 

Economic Indicators (PFEIs).

100% 100% Not in the FY 2014-2018 DOL Strategic 

Plan.

BLS – Percentage of accuracy 

targets achieved for the Labor Force 

Statistics PFEIs.

100% 100% Same as above

BLS – Percentage of relevance 

targets achieved for the Labor Force 

Statistics PFEIs.

100% 100% Same as above

BLS – Percentage of timeliness 

targets achieved for the Prices and 

Cost of Living PFEIs.

100% 100% Same as above

BLS – Percentage of accuracy 

targets achieved for the Prices and 

Cost of Living PFEIs.

100% 100% Same as above

BLS – Percentage of relevance 

targets achieved for the Prices and 

Cost of Living PFEIs.

100% 100% Same as above

BLS - Percentage of timeliness 

targets achieved for the 

Compensation and Working 

Conditions PFEI.

100% 100% Same as above

BLS – Percentage of accuracy 

targets achieved for the 

Compensation and Working 

Conditions PFEI.

100% 100% Same as above

BLS – Percentage of relevance 

targets achieved for the 

Compensation and Working 

Conditions PFEI.

100% 100% Same as above

BLS – Percentage of timeliness 

targets achieved for the Productivity 

and Technology PFEI.

100% 100% Same as above
Measures Discontinued

United States Department of Labor – 83 – FY 2013 Annual Performance Report

Agency – Measure

(Program) FY or PY

Target

FY 2013

PY 2012

Result

FY 2013

PY 2012

Why not included?

BLS – Percentage of accuracy 

targets achieved for the Productivity 

and Technology PFEI.

100% 100% Same as above

BLS – Percentage of relevance 

targets achieved for the Productivity 

and Technology PFEI.

100% 100% Same as above
United States Department of Labor – 84 – FY 2013 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 2013 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 comparisons 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