U.S. DEPARTMENT OF LABOR

FY 2011 ANNUAL PERFORMANCE REPORT

TABLE OF CONTENTS

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

Mission, Organization, Secretary’s Vision, and Goal Structure................................................. 1

Performance Report Outline ....................................................................................................... 2

Agencies, Programs, and Strategies................................................................................................ 3

Employment and Training .......................................................................................................... 4

Employment and Training Administration (ETA).................................................................. 4

Veterans Employment and Training Service (VETS) ............................................................ 5

Worker Protection....................................................................................................................... 6

Office of Federal Contractor Compliance Programs (OFCCP).............................................. 6

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

Wage and Hour Division (WHD) ........................................................................................... 8

Employee Benefits Security Administration (EBSA)............................................................. 9

Mine Safety and Health Administration (MSHA).................................................................. 9

Office of Labor-Management Standards (OLMS)................................................................ 10

Policy ........................................................................................................................................ 11

Women’s Bureau (WB) ........................................................................................................ 11

Office of Disability Employment Policy (ODEP) ................................................................ 12

Bureau of International Labor Affairs (ILAB) ..................................................................... 13

Benefits..................................................................................................................................... 14

Office of Workers Compensation Programs (OWCP) ......................................................... 14

Federal-State Unemployment Insurance (UI) System (administered by ETA).................... 16

Statistics.................................................................................................................................... 16

Bureau of Labor Statistics (BLS).......................................................................................... 16

Priority Goals................................................................................................................................ 18

Strategic Goal 1 - Prepare workers for good jobs and ensure fair compensation......................... 20

Outcome Goal 1.1 - Increase workers’ incomes and narrow wage and income inequality...... 20

Outcome Goal 1.2 - Assure skills and knowledge that prepare workers to succeed in a 

knowledge-based economy, including in high-growth and emerging industry sectors like green 

jobs............................................................................................................................................ 28

Outcome Goal 1.3 - Help workers who are in low-wage jobs or out of the labor market find a 

path into middle class jobs........................................................................................................ 32

Outcome Goal 1.4 - Help middle-class families remain in the middle class............................ 40

Outcome Goal 1.5 - Secure wages and overtime...................................................................... 46

Outcome Goal 1.6 - Foster acceptable work conditions and respect for workers’ rights in the 

global economy to provide workers with a fair share of productivity and protect vulnerable 

people........................................................................................................................................ 50

Strategic Goal 2 - Ensure workplaces are safe and healthy.......................................................... 56

Outcome Goal 2.1 - Secure safe and healthy workplaces, particularly in high-risk industries.56
Strategic Goal 3 - Assure fair and high quality work-life environments...................................... 65

Outcome Goal 3.1 - Break down barriers to fair and diverse workplaces so that every worker’s 

contribution is respected ........................................................................................................... 65

Outcome Goal 3.2 - Provide workplace flexibility for family and personal care-giving ......... 68

Outcome Goal 3.3 - Ensure worker voice in the workplace. .................................................... 70

Strategic Goal 4 - Secure health benefits and, for those not working, provide income security.. 76

Outcome Goal 4.1 - Facilitate return to work for workers experiencing workplace injuries or 

illnesses who are able to work. ................................................................................................. 76

Outcome Goal 4.2 - Ensure income support when work is impossible or unavailable. ........... 81

Outcome Goal 4.3 - Improve health benefits and retirement security for all workers. ............ 90

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

their families ................................................................................................................................. 93

Outcome Goal 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.............. 93

Measures Discontinued in FY 2013.............................................................................................. 98

Acronyms.................................................................................................................................... 100

Internet Links.............................................................................................................................. 101

This report, as well as the FY 2011 Agency Financial Report and the FY 2011 Summary of 

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

sec/media/reports/.

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

Center for Program Planning and Results

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 2011 Annual Performance Report

Overview

Mission, Organization, Secretary’s Vision, and Goal Structure

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.

The Department accomplishes this mission through component agencies and offices that 

administer various statutes and programs. These programs are carried out through a network of 

regional offices and smaller field, district, and area offices, as well as through grantees and 

contractors. 
Overview

United States Department of Labor – 2 – FY 2011 Annual Performance Report

Performance Report Outline

This report satisfies the requirement of the GPRA Modernization Act of 2010 to provide 

information on actual performance and progress in achieving goals identified in the Annual 

Performance Plan (APP). Measures and targets for FY 2011 were updated in the FY 2010 

Annual Performance Report (APR), which was the Department’s FY 2012 Annual Performance 

Plan. The FY 2011 APR serves as the FY 2013 APP and likewise updates measures and targets 

for FY 2012 as well as establishing targets consistent with the FY 2013 Congressional Budget 

Justification. 

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

information, the APR will provide complete information for the budget year measures only – in 

this case, those retained or added in FY 2013. Complete information for each measure includes 

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 

reported for the report year only in the Measures Discontinued section.

The Agencies, Programs and Strategies section of this report introduces each of DOL’s agencies; 

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

narrative describes agencies, their programs, the Departmental outcome goals they support, and 

the strategies they are using to reach performance goals. The Priority and Strategic Goals 

sections present results and plans organized under the five strategic goals and fourteen outcome 

goals established in the FY 2011-2016 Strategic Plan. Strategic goals are general outcomes 

clearly linked to the Department’s mission. Outcome goals articulate more specific objectives 

associated with one or more programs and DOL agencies. Agency performance goals outline 

each agency’s contribution to the Department’s objectives. The Department will track progress 

toward achieving these goals by using quantifiable performance measures.

Tables and narratives present complete results including brief analyses and summaries of 

independent program evaluations. Results and analyses are organized by agency; however, 

evaluations are presented together at the end of each outcome goal section.

• Narratives explain data, summarize the analyses, and provide plans in the performance 

goal tables, providing important context and details as needed.

• Performance goal summary tables list each applicable agency goal, its key indicators, and 

applicable targets and results. 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 target cell. The last three 

columns identify what worked, what didn’t work, and what the agency plans for FY 2012 

to improve results.1

• Where applicable, tables at the end of each outcome goal section summarize findings, 

recommendations, and actions for relevant evaluations completed during the fiscal year.

 1 Forward-funded Workforce Investment Act (WIA) 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 2010 – July 1, 

2010 to June 30, 2011).
United States Department of Labor – 3 – FY 2011 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 – 4 – FY 2011 Annual Performance Report

Employment and Training

Employment and Training Administration (ETA)

The Employment and Training Administration provides high quality 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, 

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 highquality 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 good 

jobs for everyone: 

Outcome Goal 1.1 – Increase workers’ incomes and narrow wage and income inequality.

Outcome Goal 1.2 – Assure skills and knowledge that prepare workers to succeed in a 

knowledge-based economy, including in high-growth and emerging industry 

sectors like “green” jobs.

Outcome Goal 1.3 – Help workers who are in low-wage jobs or out of the labor market 

find a path into middle class jobs.

Outcome Goal 1.4 – Help middle-class families remain in the middle class.

Outcome Goal 1.5 – Secure wages and overtime.

Strategic Direction and Priorities:

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

growth and advancing shared prosperity for Americans.

• Continue support of Green Jobs ― supporting the creation and expansion of good 

green jobs by developing a skilled workforce for these industries.

• Increase services and training for workers in need.
Agencies, Programs, and Strategies

United States Department of Labor – 5 – FY 2011 Annual Performance Report

• 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 One-Stop services 

for individuals with disabilities.

• 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) provides veterans and 

transitioning service members the employment services and training to succeed in the 

civilian workforce quickly and smoothly by maximizing their employment opportunities, 

protecting their employment rights, and meeting labor market demands with qualified 

Veterans.

VETS helps veterans obtain positive employment outcomes through services provided at 

One-Stop Career Centers and other locations. Grants are provided to State Workforce 

Agencies (SWA) to support staff dedicated to serving Veterans, including those who 

require special assistance due to disabilities or other barriers to employment. VETS also 

provides funding, through the Homeless Veterans’ Reintegration Program (HVRP) and 

Veterans’ Workforce Investment Program (VWIP), to organizations that serve Veterans 

with employment barriers that 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) so 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 following Departmental goals in support of the Secretary’s 

vision of good jobs for everyone:

Outcome Goal 1.1 – Increase workers’ incomes and narrow wage and income 

inequality

Outcome Goal 1.3 – Help workers who are in low-wage jobs or out of the labor 

market find a path into middle class jobs

Outcome Goal 1.4 – Help middle class families remain in the middle class
Agencies, Programs, and Strategies

United States Department of Labor – 6 – FY 2011 Annual Performance Report

Strategic Direction and Priorities:

• Support Disabled Veterans’ Outreach Program specialists, Local Veterans’ 

Employment Representatives, and Transition Assistance Program (TAP) 

Employment Workshops through the Jobs for Veterans State Grants.

• Improve the quality of service and the effectiveness of the Jobs for Veterans 

State Grants by emphasizing the delivery of intensive services by Disabled 

Veterans’ Outreach Program specialists and the conduct of employer outreach 

by Local Veterans’ Employment Representatives.

• Implement and evaluate the redesigned curriculum for the TAP Employment 

Workshop on a pilot basis prior to full-scale implementation of the curriculum 

and the transition to contract facilitation at all TAP locations.

• Enhance TAP Employment Workshops to make them more accessible to 

spouses of transitioning service members, so that the entire military family 

can successfully transition to new jobs in new locations quickly and smoothly.

• 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.

• 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 ensures 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 ensures 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 subcontractorsfound 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.
Agencies, Programs, and Strategies

United States Department of Labor – 7 – FY 2011 Annual Performance Report

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

understand the statutory and regulatory requirements and review process.

OFCCP contributes to Outcome Goal 3.1 – Break down barriers to fair and diverse work places so 

that every worker’s contribution is respected.

Strategic Direction and Priorities:

• Strengthen and clarify requirements for federal contractors and subcontractors through 

regulatory reform.

• Revitalize enforcement capacity – a new enforcement strategy that focuses on enterprisewide accountability.

• Develop and conduct programmatic initiatives and litigation focused 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 

among Federal and State agencies, federal contractor communities, community-based 

organizations, advocacy groups, and other public and private sector community 

resources.

• Strengthen compliance evaluations of federal contractors’ and subcontractors’ 

compensation practices.

• Conduct more thorough compliance evaluations and complaint investigations of federal 

contractors’ and subcontractors’ personnel policies and practices.

• Expand identification and resolution of systemic and individual discrimination.

• 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 with 

federal contractors.

• Expand construction reviews to include MEGA projects with a focus on improving 

employment opportunities for women and minorities.

Occupational Safety and Health Administration (OSHA)

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

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

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

health of America's workers by setting and enforcing workplace safety and health standards; 

delivering effective enforcement; providing training, outreach, and education; and encouraging 

continual improvement in workplace safety and health. Through these efforts, OSHA aims to reduce 

the number of worker illnesses, injuries, and fatalities and contribute to the broader goals aimed at 

promoting economic recovery and the competitiveness of our nation's workers.

OSHA contributes to Outcome Goal 2.1 – Secure safe and healthy workplaces, particularly in highrisk industries.
Agencies, Programs, and Strategies

United States Department of Labor – 8 – FY 2011 Annual Performance Report

Strategic Direction and Priorities:

• Strengthen enforcement capabilities ― target the most egregious and persistent violators.

• Increase OSHA’s presence in the workplace.

• Protect workers in high-hazard occupations.

• Protect worker populations that are vulnerable due to impediments related to 

communication including Spanish-speaking/non-English speaking workers – and 

disabled workers.

• Review and restructure penalties to ensure that penalties imposed are consistent with the 

seriousness of the violation and act as effective deterrence to violators.

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

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 ensure 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 ensure 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 was enacted to help workers balance family and work 

responsibilities, and the child labor provisions of the FLSA ensure the safe employment of young 

workers, encourage their educational endeavors, and provide a path to future employment.

WHD contributes to the following Departmental goals in support of the Secretary’s vision of good 

jobs for everyone: 

Outcome Goal 1.1―Increase workers’ incomes and narrow wage and income inequality

Outcome Goal 1.5—Secure wages and overtime

Outcome Goal 2.1―Secure safe and healthy workplaces, particularly in high-risk industries

Outcome Goal 3.2―Provide workplace flexibility for family and personal care-giving

Strategic Direction and Priorities:

• Protect the most vulnerable workers in the workplace ― ensure 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 
Agencies, Programs, and Strategies

United States Department of Labor – 9 – FY 2011 Annual Performance Report

satisfaction among workers seeking WHD services and other entities that share the goals 

of improving the lives of working men, women, and children.

• Issue prevailing wage determinations that are current and accurate.

Employee Benefits Security Administration (EBSA)

In support of the Secretary’s vision, Good Jobs for Everyone, 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 140 million workers, 

retirees and their families which are covered by an estimated 707,000 private retirement plans, 

2.5 million health plans, and similar numbers of other welfare benefit plans which together hold 

estimated assets of $6 trillion. 

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

be 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 the following Departmental goal in support of the Secretary’s vision of good 

jobs for everyone: Outcome Goal 4.3―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 major role in the implementation of significant health reform legislation.

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

and health benefits.

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

comprehensive analysis.

Mine Safety and Health Administration (MSHA)

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

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

Improvement and New Emergency Response Act of 2006 (MINER Act). The mission of 

MSHA is to prevent death, disease, and injury from mining and to promote safe and 

healthful workplaces for the nation’s miners through the enactment and enforcement of 

mandatory safety and health standards, mandated inspections which require four complete 

inspections annually at active underground mines and two complete inspections annually at 
Agencies, Programs, and Strategies

United States Department of Labor – 10 – FY 2011 Annual Performance Report

active surface mines, and miner training and compliance assistance to operators. 

MSHA supports the Secretary’s vision of Good Jobs for Everyone through the following goals:

• Strategic Goal 2: Ensure workplaces are safe and healthy. 

− 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: Assure fair and high quality work-life environments.

− Outcome Goal 3.3: Ensure worker voice in the workplace. 

− Performance Goal MSHA 3.3: Improve the timeliness of discrimination complaint 

investigations.

• Department of Labor (DOL) Priority Goal: Reduce the mining fatality rate by 5 percent 

per year based on a rolling five-year average.

Strategic Direction and Priorities:

• 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 Outcome Goal 3.3 – Ensure worker voice in the workplace.

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 timeliness in resolving complaints filed by labor union members that their union 

violated democratic standards for conducting union officer elections.

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

violation of the law. 
Agencies, Programs, and Strategies

United States Department of Labor – 11 – FY 2011 Annual Performance Report

• 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.

• Increase provision of compliance assistance to national and international labor 

organizations to increase their affiliates’ LMRDA compliance by developing, 

implementing, and doubling the number of voluntary compliance agreements to establish 

goals, baselines, and measures for improving recordkeeping, reporting, and internal 

controls.

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 comprising close to 50% 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, outreach, and 

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

the labor force to stakeholders and customers. 

The Women’s Bureau supports the Secretary’s vision of Good Jobs for Everyone by focusing on 

the economic and financial security of vulnerable working women through policies that improve 

services for women veterans, narrow the wage gap and ensure fair compensation, promote 

employment in the clean energy, green, STEM and other emerging, higher-paying, high-demand 

job sectors and quality work environments through workplace flexibility. 

The Women’s Bureau contributes to the following Departmental goals in support of the 

Secretary’s vision of good jobs for everyone:

Outcome Goal 1.1 – Increase workers’ incomes and narrow wage and income inequality 

Outcome Goal 1.2 – Assure skills and knowledge that prepare workers to succeed in a 

knowledge-based economy, including in high-growth and emerging industry 

sectors like “green” jobs

Outcome Goal 1.3 – Help workers who are in low-wage jobs or out of the labor market 

find a path into middle class jobs 

Outcome Goal 3.2 – Provide workplace flexibility for family and personal care-giving

Strategic Direction and Priorities:

• Conduct research and studies on issues concerning women in the workforce.

• Build collaborations with stakeholders, partners and colleagues that lead to 

implementation of policies and practices developed by the Bureau through it research and 

programs.

• Develop and share resources and information with other governmental agencies, 
Agencies, Programs, and Strategies

United States Department of Labor – 12 – FY 2011 Annual Performance Report

employers, unions, and working women on fair pay and negotiating for better wages and 

benefits.

• Collaborate with stakeholders and other agencies to decrease occupational segregation ― 

one of the leading causes of income inequality.

• Provide collaborative leadership on data sharing and public awareness efforts related to 

gender based compensation practices.

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

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

entrepreneurship opportunities in emerging industries and markets including “green” and 

non-traditional sectors.

• Address critical issues associated with women veterans so they may gain economic 

security for themselves and their families.

• Promote flexible work schedules, family-friendly leave policies, and telework.

• Collaborate with BLS to explore ways to improve the collection of data on parental leave, 

child care responsibilities, family leave insurance program usage, and other data related to 

the intersection of work and family responsibilities.

Office of Disability Employment Policy (ODEP)

The Office of Disability Employment Policy was established to bring a permanent focus within the 

U.S. Department of Labor and across the Federal government to develop, test, validate, and 

disseminate evidence-based policies and strategies, fostering their adoption and implementation 

through the provision of technical assistance and collaboration with its public and private 

partners. 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.

ODEP will focus on collaborating with Federal agencies, private and public sector employers, labor 

organizations, and other stakeholders to develop policy solutions that will expand physical and 

programmatic access to One-Stop Career 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’ssuccess throughout the employment process, 

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

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

good jobs for everyone:

Outcome Goal 1.2 – Assure skills and knowledge that prepare workers to succeed in a 

knowledge-based economy, including in high-growth and emerging industry sectors 

like “green” jobs

Outcome Goal 3.1 – Break down barriers to fair and diverse work places so that every 

worker’s contribution is respected

Strategic Direction and Priorities:

• Evaluation/Data Driven Strategies: Research

Conduct research & analysis that identifies/validates effective disability employment 

policy/strategies.
Agencies, Programs, and Strategies

United States Department of Labor – 13 – FY 2011 Annual Performance Report

• 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. 

• Innovation: Partnerships and Stakeholder Collaboration

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

• Improved Implementation: Technical Assistance

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.

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 mandates 

from the Congress, and provides oversight and coordination of the Department’s international 

activities.

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

Fostering fair working conditions in the global marketplace is an integral component of the 

Department of Labor’s strategic goal “Good jobs for everyone”. The Department recognizes the need 

to ensure that global markets are 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. Increased 

purchasing power of workers overseas also creates enhanced markets for US exports and jobs. 

In order to carry out these strategic objectives, responsibilities, and mandates, ILAB collaborates with 

other U.S. government agencies to formulate international economic, trade, and labor policies, 

including the formulation and implementation of the labor aspects of international trade and 

investment agreements; coordinates U.S. government participation in international organizations 

relative to labor issues; oversees and implements technical assistance programs; and conducts 
Agencies, Programs, and Strategies

United States Department of Labor – 14 – FY 2011 Annual Performance Report

research and analysis and publishes reports on international labor issues.

ILAB contributes to Outcome Goal 1.6: Foster acceptable work conditions and respect for workers’ 

rights in the global economy to provide workers with a fair share of productivity and protect 

vulnerable people.

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.

Benefits

Office of Workers’ Compensation Programs (OWCP)

The Office of Workers’ Compensation Programs (OWCP) is comprised of four separate 

compensation programs which provide wage replacement, medical treatment, and vocational 

rehabilitation benefits.

• The Division of Federal Employees' Compensation Act (DFEC) provides monetary wage-loss 

and medical compensation to civilian employees of the Federal Government injured at work, and 

to certain other designated groups.

• The Division of Longshore and Harbor Workers' Compensation (DLHWC) provides similar 

benefits to injured private sector workers engaged in certain maritime and related employment.

• The Division of Coal Mine Workers’ Compensation provides monetary and medical benefits to 

totally disabled miners suffering from coal mine pneumoconiosis stemming from mine 

employment, and monetary benefits to their dependent survivors.

• The Division of Energy Employees Occupational Illness Compensation (DEEOIC) provides 

benefits to employees or survivors of employees of the Department of Energy (DOE), contractors 

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

or toxic substances.

Strategic planning, performance monitoring, medical policy, IT capital planning, and budget 

formulation and execution, accounting, and administrative services are provided through the 

Division of Planning, Policy and Standards (DPPS). OWCP also includes the Division of 

Information Technology Management and Services (DITMS) which provides information 

technology General Services Support (GSS) to OWCP as well as the Wage and Hour Division 
Agencies, Programs, and Strategies

United States Department of Labor – 15 – FY 2011 Annual Performance Report

(WHD), the Office of Federal Contract Compliance Programs (OFCCP), and the Office of Labor 

Management Standards (OLMS). 

Major workload activities in OWCP 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 technical assistance to employers to 

ensure proper compliance with OWCP procedures and requirements including insurance/selfinsurance and payment of benefits.

OWCP outcomes include earlier recovery from injury, shorter time away from work, and reduced 

lost production days being supported by proactive disability claims management. OWCP uses early 

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

FECA cases. Permanently disabled FECA and Longshore claimants may receive vocational 

rehabilitation assistance. 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 also ensures 

that the economic position of workers with injuries will not be jeopardized by extended interruptions 

in income. Timely delivery of medical services is ensured through centralized coordination and 

processing of requests from providers for treatment authorizations. OWCP has improved customer 

access to program information through its communications systems to be more responsive to 

customer service needs.

OWCP contributes to the following Departmental goals in support of the Secretary’s vision of good 

jobs for everyone:

Outcome Goal 4.1 – Facilitate return to work for workers experiencing workplace injuries or 

illnesses who are able to work

Outcome Goal 4.2 – Ensure income support when work is impossible or unavailable

Strategic Direction and Priorities:

• Advance the Administration’s High Priority Performance Goal to make the Federal 

Government a model workplace for safety and return to work in the event of on-the-job 

injury or illness. Key strategies include:

o Directing, in partnership with the Occupational Safety and Health Administration, the 

Presidential initiative, “Protecting Our Workforce and Ensuring Re-employment 

(POWER)”,setting performance targets and providing technical assistance that will 

enhance Federal employers’ focus and improve results for workplace safety and 

injured worker reemployment.

o Supporting Executive Order 13548 to increase Federal agencies’ reemployment of 

injured workers and employment of persons with disabilities.

o Researching and testing better hiring, job placement and job accommodation 

strategies with Federal employers to improve the reemployment of injured workers 

and those with disabilities.

• Continue to implement improvements in FECA’s disability claims management and 

return to work assistance activities as recommended in independent evaluations of the 

program.

• Continue proper claims adjudication, effective mediation in disputed claims, efficient 
Agencies, Programs, and Strategies

United States Department of Labor – 16 – FY 2011 Annual Performance Report

case processing, and accurate and timely payment of benefits.

• Speed claims reporting and shorten the duration between injury and first payment of 

benefits by industry employers and insurance carriers in the Longshore program.

• Through outreach and other educational activities, improve Black Lung stakeholders’ 

understanding of the program and improve the quality of claims and supporting 

documentation filed.

• Continue to assess OWCP customer services and improve the agency’s efficiency and 

effectiveness.

• Continue to identify and pursue opportunities to evaluate OWCP program performance 

and results.

• Continue to enhance systems and develop integrated IT technology services that improve 

and support business processes.

• Continue to seek reform of the Federal Employees’ Compensation Act.

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.

UI contributes to Outcome Goal 4.2 – Ensure income support when work is impossible or 

unavailable.

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.

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

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

• Extend income support to more categories of unemployed—recent entrants to the 

workforce, low-wage workers, workers who are upgrading their skills, and workers 

with family care giving obligations.

Statistics

Bureau of Labor Statistics (BLS)

The Bureau of Labor Statistics (BLS) of the Department of Labor (DOL) is the principal Federal 

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 
Agencies, Programs, and Strategies

United States Department of Labor – 17 – FY 2011 Annual Performance Report

to support public and private decision-making. As an independent statistical agency, BLS serves 

its diverse user communities by providing products and services that are objective, timely, 

accurate, and relevant. 

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 to 

formulate policy, negotiate purchasing agreements, and plan for the future. 

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

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

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

products. These criteria are common among statistical agencies because these are critical aspects 

of a statistical program’s performance.

BLS supports Outcome Goal 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;

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

products that meet the needs of a broad customer base;

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

products and reach out to BLS customers to understand their needs for economic 

information;

4. Maintain high response rates in BLS surveys;

5. Make the data and other products and services available on bls.gov accessible, 

understandable, and usable;

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

at the production and continuous improvement of BLS products and services, 

including employees who will support those functions, and who are well prepared to 

represent the agency and become its future leaders; and 

7. Continuously evaluate and improve the efficiency and effectiveness of BLS programs 

and processes.

In FY 2013, BLS will consolidate strategies two and seven above.

BLS performance measures that support Outcome Goal 5.1 are available in the 2013 

Congressional Budget Justification in the Detailed Workload and Performance Tables.
United States Department of Labor – 18 – FY 2011 Annual Performance Report

Priority Goals

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

through FY 2013. 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.

 

• Reduce worker fatalities. By September 30, 2013, reduce worker fatalities 

resulting from common causes by two percent in Occupational Safety and Health 

Administration-covered workplaces, and worker fatality rates in mining by five 

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

• Reduce time lost to injury or illness for federal workers. By September 30, 2013, 

create a model return-to-work program to reduce lost production day rates by one 

percent per year and reduce total and lost time injury and illness rates by at least four 

percent per year.

• Improve opportunities for America’s workers to succeed in a knowledge-based 

economy through industry-recognized credentials. By September 30, 2013, 

increase the percent of training program exiters who earn industry-recognized 

credentials by 10 percent.

• Redesign the Transition Assistance Program (TAP) to better support veterans. By 

the end of FY 2013, the Transition Assistance Program (TAP), with redesigned 

curriculum and facilitated solely by contract staff, will be fully implemented at all 188 

domestic and 50 international sites.

The 2013 Cuts, Consolidations, and Savings (CCS) Volume of the President’s Budget 

identifies the lower-priority program activities 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.

Per the GPRA Modernization Act, 31 U.S.C. 1115(b)(10), requirement to address Federal 

Goals in the agency Strategic Plan and Annual Performance Plan, please refer to 

Performance.gov for information on Federal Priority Goals and the agency’s contributions to 

those goals, where applicable.

In FY 2010-2011, DOL had a slightly different set of Priority Goals, which are listed below. 

Detailed information on measures and progress for these goals is also 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. 

• Workplace Fatalities: Reduce fatalities resulting from common causes by two percent 

in Occupational Safety and Health Administration-covered workplaces, and all 
United States Department of Labor – 19 – FY 2011 Annual Performance Report

fatalities in mining by five percent per year based on a rolling five-year average. 

OSHA 2.1 and MSHA 2.1

• Wage Law Enforcement: Increase the percent of prior violators who remain in 

compliance with the minimum wage and overtime provisions of the Fair Labor 

Standards Act (FLSA). WHD 1.5

• International Labor Rights and Livelihoods: By the end of 2011, improve worker rights 

and livelihoods for vulnerable populations in at least eight developing country trading 

partners. ILAB 1.6

• Workers’ Compensation: Create a model return-to-work program to reduce lost 

production day rates by one percent per year and reduce injury and illness rates by at 

least four percent per year. OSHA 2.1 and OWCP 4.1

• Worker Job Training: Increase opportunities for America’s workers to acquire the skills 

and knowledge to succeed in a knowledge-based economy.

• By June 2012, increase by 10 percent (to 220,000) the number of people who 

received training and attain a degree or certificate through the following 

programs: Workforce Investment Act (WIA) adult, dislocated worker, and 

youth, National Emergency Grants (NEG), Trade Adjustment Assistance (TAA, 

and Career Pathways.

• Train over 120,000 Americans for green jobs by June 2012. ETA 1.2
United States Department of Labor – 20 – FY 2011 Annual Performance Report

Strategic Goal 1: Prepare workers for good jobs and ensure fair compensation

Outcome Goal 1.1―Increase workers’ incomes and narrow wage and income inequality

Analysis and Future Plans

Employment and Training Administration

Among the three employment measures utilized by ETA, the performance under six-months average earnings has been the least impacted by the economic 

downturn. Performance targets for average earnings were reached by all seven programs in this goal in PY 2010/FY 2011.

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 programs support training in emerging industry sectors 

(including green jobs) to help workers become more competitive and equip them with the credentials and skills needed to compete in the global labor 

market. In FY 2011, ETA provided technical assistance to the workforce system to improve credential attainment for its customers. In FY 2012, ETA 

will continue to emphasize credential attainment to increase individual earning potential. 

FY 2012-2013 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.

In FY 2012, the Office of Apprenticeship is planning to issue a Notice of Proposed Rulemaking (NPRM) to update regulations for equal employment 

opportunity (EEO) in apprenticeship and training, which have not been revised since 1978. This second phase of regulatory updates will ensure that the 

Registered Apprenticeship’s EEO regulations are consistent and in alignment with both the current state of EEO law and the final rule governing labor 

standards for registration of apprenticeship programs published in October 2008. Through these regulatory updates, ETA will seek to address barriers to fair 

and diverse work places so that all qualified individuals participating in or seeking entrance to the nation’s labor market have access to training and 

employment through Registered Apprenticeship.

At the beginning of FY 2011, the TAA Program operated under the requirements of the Trade Act of 1974 (the Trade Act), as amended by the Trade and 

Globalization Adjustment Assistance Act of 2009 (TGAAA) (2009 Program). The TGAAA provided that its amendments to the TAA Program would 
Strategic Goal 1

United States Department of Labor – 21 – FY 2011 Annual Performance Report

expire on December 31, 2010, and the program would revert to its more restrictive level of benefits, services, and eligibility authorized by the Trade Act as 

amended by the TAA Reform Act of 2002 (2002 Program). However, on December 29, 2010, the Omnibus Trade Act of 2010 extended the expiration 

date of the 2009 Program to February 12, 2011. After February 12, the states continued to provide benefits and services to workers covered under the 2009 

Program, and following guidance issued by the Department, began to operate the 2002 Program for workers covered under certifications issued after the 

expiration of the 2009 Program. During FY 2011, the Office of Trade Adjustment Assistance focused on providing guidance and technical assistance to the 

states to ensure that trade-affected workers had access to the benefits and services available to them under the various TAA Programs.
Strategic Goal 1

United States Department of Labor – 22 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Six Months Average 

Earnings (WIA 

Dislocated Worker)

Target $14,410.00 $14,888.00 $15,542.00 $15,238.00 $15,418.00 $15,840.00 $16,567.00 Wage increases suggest 

ETA efforts to improve the 

quality of placements were 

successful.

Research shows that 

individuals who begin 

their careers during 

economic downturns earn 

lower wages than similar 

workers who begin careers 

at other times (Wozniak 

2010)

Among the program’s most 

critical goals is to develop 

technical assistance to 

increase the rate of 

industry-recognized 

credential attainment 

among customers who 

receive training. 

Result $15,188.00 $16,167.00 $16,804.00 $17,550.00 -- -- --

Status Y Y Y Y -- -- --

Average wage of 

placed graduates (Job 

Corps)

Target -- -- $9.02 $9.10 $9.25 $9.30 $9.35 Job Corps aligned its 

career tech training with 

industry-based standards 

and standards-based 

instruction, organized 

around industry clusters, 

and enhanced links with 

employers and industry.

Job Corps graduates 

earned competitive wages 

and met their target for the 

second straight year.

N/A

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

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

Six Months Average 

Earnings (CSEOA)

Target $6,775.00 $6,360.00 $6,374.00 $6,919.00 $6,984.00 $7,039.50 TBD SCSEP improved its 

average earnings’ result 

for the third straight year.

SCSEP does not produce 

the same average earnings’ 

results as other ETA 

programs, which is 

primarily due to Seniors 

seeking part-time 

employment to supplement 

retirement income.

SCSEP will continue to 

work on reconciling 

participant records with the 

unemployment insurance 

wage records to ensure the 

most accurate and 

complete picture of 

participant outcomes.

Result $6,713.00 $6,795.00 $6,893.00 -- -- -- --

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

Six Months Average 

Earnings (TAA)

Target Base $14,050.00 $13,386.00 $13,314.00 $13,074.00 $13,428.00 $13,660.00 Positive outcomes suggest 

the availability of 

employment and case 

management services led 

to effective service 

strategies.

TAA continues to meet the 

target for this measure, 

and has achieved an alltime high in FY 2011.

No improvement plan 

necessary for this measure Result $13,914.00 $14,281.00 $15,087.00 $14,214.00 $18,184.00 -- --

Status -- Y Y Y Y -- --

Six Months Average 

Earnings (WIA Adult)

Target $12,045.00 $12,862.00 $13,741.00 $12,721.00 $12,865.00 $13,178.00 $13,701.00 ETA continued to provide 

technical assistance for 

improved credential 

attainment for job seekers. 

Credentials improve labor 

market outcomes, 

including higher earnings 

and enhanced job security.

More job placements in 

part-time employment are 

one of the reasons noted 

by states as a contributor 

to lower than expected 

earnings results.

ETA's technical assistance 

will continue to emphasize 

services that increase 

attainment of industryrecognized credentials 

among customers who 

receive training. 

Result $13,575.00 $14,649.00 $13,712.00 $13,801.00 -- -- --

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

United States Department of Labor – 23 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Six Months Average 

Earnings (WIA Indian 

and Native American 

Program)

Target Base $9,157.00 $9,174.00 $9,261.00 $9,363.00 $9,575.00 $9,921.00 WIA Indian and Native 

American grantees tailored 

training opportunities to 

the needs of low-skilled 

adults in order to improve 

quality job placements and 

career advancement.

Few jobs in high growth, 

high wage occupations are 

available in tribal 

territories. 

DOL will continue to 

emphasize combined 

education and occupational 

skills training to maximize 

placing customers on a 

positive career path.

Result $9,665.00 $9,780.00 $9,853.00 $10,175.00 -- -- --

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

Average earnings in the 

second and third quarters 

after exit 

(Apprenticeship)

Target -- -- Base $19,324.00 $19,077.00 $19,352.00 $19,999.00 In FY 2011, program 

completers earned a 

record-high $22,200 over a 

six month span, exceeding 

the goal for the program 

year.

Employment cutbacks, 

reduced hours, high 

unemployment rates, and 

lack of work projects 

(particularly in building 

trades) negatively impacted 

results.

As the economy recovers, 

average earnings are likely 

to increase. Result -- -- $20,566.00 $20,335.00 $22,210.00 -- --

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

Sources: SCSEP – SCSEP Performance and Results Quarterly (SPARQ) reporting system. TAA – Trade Act Participant Report (TAPR), Quarterly Determinations, Allowance 

Activities and Employability Services. Job Corps – Job Corps Management Information System. WIA Adult and Dislocated Worker – Annual State WIA performance reports 

(ETA-9091) and quarterly reports (ETA-9090). INAP - grantee records. Apprenticeship – Registered Apprenticeship Partners Information Data System (RAPIDS).

Notes: Five measures of “Average earnings in the second and third quarters after exit” were changed to "Six months average earnings" since last year to clarify meaning; no 

targets or results were affected. In FY 2009, the Office of Apprenticeship converted to the Common Measures to track the outcomes of apprentices that either have completed or 

cancelled from the program. Currently 32 states enter data on registered programs and apprentices into the program’s case management system, RAPIDS.

Veterans’ Employment and Training Service

VETS assesses the performance of the One-Stop Career Center system on behalf of all veterans served by Wagner-Peyser and Jobs for Veterans State 

Grants by applying three common measures: the entered employment rate, the employment retention rate and the average earnings. In PY 2010, the 

annual targets for all veterans were reached for the entered employment rate, the employment retention rate and the average earnings. 

To improve employment outcomes for Veterans in FY 2012, VETS has promoted its services to veteran jobseekers and committed to serving them as 

long as they continue to seek employment. Second, VETS has encouraged a refocusing of the responsibilities of both DVOP specialists and LVER 

staff. DVOP specialists are to place greater emphasis on the delivery of intensive services (e.g., counseling, assessment, career guidance and referral 

to training), which better prepare veteran jobseekers to compete for scarce job openings. LVER staff members are to place greater emphasis on 

employer outreach, which is intended to expand the number of job openings available with employers who are favorably inclined to hire veterans. 

This emphasis on refocusing has been reinforced by the Gold Card Initiative, which was announced early in FY 2012. The Gold Card emphasizes 

the delivery of intensive services to Post 9/11 Era veterans. The VOW to Hire Heroes Act, enacted early in FY 2012, is expected to have only a 
Strategic Goal 1

United States Department of Labor – 24 – FY 2011 Annual Performance Report

modest impact on service delivery during FY 2012. The only statutory requirement that will affect service delivery during FY 2012 is the initiation 

of the Section 211 training program for older veterans in July 2010. Other sections of the Act are to be implemented in FY 2013 but will require 

significant preparation during FY 2012 for their implementation. In addition to these service delivery emphases, VETS has projected the 

performance targets for this goal for PY 2011 by assuming a positive impact of the incrementally improving economic conditions on the performance 

outcomes.

VETS - Improve employment outcomes for Veterans who receive One-Stop Career Center services

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of Veteran 

participants employed in 

the first quarter after 

exit

Target 61.00% 62.50% 55.60% 44.80% 46.60% 47.00% 47.50% Improved economic 

conditions resulted in 

greater numbers of job 

openings, leading to steady 

increases in veterans' rate 

of entry in the second half 

of the year.

The improvement in 

economic conditions is 

marginal compared to the 

backlog of unemployed 

veterans.

VETS is emphasizing the 

delivery of intensive 

services by Disabled 

Veterans' Outreach 

Specialists to better prepare 

veterans for scarce job 

openings.

Result 62.50% 58.70% 46.20% 45.60% -- -- --

Status Y N N Y -- -- --

Percent of Veteran 

participants employed in 

the first quarter after 

exit still employed in 

the second and third 

quarters after exit

Target 80.00% 82.00% 77.80% 71.20% 78.80% 79.20% 79.60% VETS' emphasis on 

preparing veterans for jobs 

with career potential paid 

off with a significant 

increase over the prior year 

in veterans' rate of 

retention.

The downward adjustment 

of the performance target 

sharply overestimated the 

impact of the recession on 

the retention rate.

VETS is emphasizing 

employer outreach by Local 

Veterans' Employment 

Representatives to increase 

the number and quality of 

the job openings available 

for veterans.

Result 81.80% 80.60% 75.50% 77.60% -- -- --

Status Y N N Y -- -- --

Average earnings of 

Veteran participants in 

the second and third 

quarters after exit

Target -- $15,300.00 $14,356.00 $16,535.00 $16,662.00 $16,884.00 $17,219.00 Despite differences over 

time in the rates of entry to 

employment and retention 

in employment, veterans 

consistently qualified for 

and maintained jobs with 

relatively high average 

earnings.

Although earnings 

exceeded the pre-recession 

level by 2 percent, entry 

and retention were 

respectively 27 percent and 

5 percent below thier prerecession levels.

VETS continues to 

emphasize the placement of 

veterans in jobs that match 

veterans' skill levels and 

have high earnings and 

long-term career potential.

Result -- $16,583.00 $15,922.00 $16,710.00 -- -- --

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

Sources:

Notes:
Strategic Goal 1

United States Department of Labor – 25 – FY 2011 Annual Performance Report

Wage and Hour Division

In FY 2010, the Wage and Hour Division (WHD) reengineered its Davis-Bacon wage survey process to begin improving the timeliness of its wage 

determination rates. Through the use of this new methodology, WHD was able to increase the number of highway wage rates that were three years 

old or less to 90 percent by the end of FY 2011. In FY 2011, WHD published the results of 28 new wage surveys reducing the average age of 

building, heavy, and highway wage rates to less than 40 months.

WHD - Issue timely and accurate prevailing wage determinations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of Davis-Bacon 

wage rates that are three 

years old or less

Target -- -- -- Base 75.00% 80.00% TBD WHD implemented a reengineered survey process for 

DBRA surveys. For highway 

construction, this included 

considering State determined 

highway rates where the states 

have a supportable 

methodology.

WHD concentrated its 

reengineering efforts on 

building, heavy, and highway. 

Residential wage surveys 

continue to be out-of-date.

FY 2012 will focus on 

building and heavy rates with 

plans to initiate 15 surveys, 

with 7 to have a building 

component

Result -- -- -- 72.00% 76.00% -- --

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

Sources: Wage Determination Generation System (WGDS)

Notes:

Office of Disability Employment Policy

ODEP will continue its work to increase integrated employment, at or above minimum wage, for people with disabilities through its Employment 

First initiative, using a toolkit produced in FY 2011 for community rehabilitation providers and states to assist in a transition to integrated 

employment models.

Women’s Bureau

In FY 2011, the Bureau, as a member of the National Equal Pay Enforcement Task Force (Task Force), worked with the White House Council on 

Women and Girls, the Equal Employment Opportunity Commission (EEOC), the Department of Justice (DOJ), the Office of Personnel Management 

(OPM), and several DOL agencies to educate employees of their rights and employers of their obligations. The Bureau collaborated with the White 

House, EEOC, and a variety of other DOL agencies to compile an Equal Pay Tool Kit that was posted on the Bureau’s Website. The Bureau worked 

with the Bureau of Labor Statistics (BLS) to create ten “Highlights of Women’s Earnings” fact sheets. In addition, the Bureau, OFCCP, and EEOC
Strategic Goal 1

United States Department of Labor – 26 – FY 2011 Annual Performance Report

hosted more than 30 educational equal pay events with employers, contractors, and advocates across the nation. 

In FY 2012, the Bureau will continue its interagency collaboration with the Task Force. The Bureau is compiling and sharing promising practices in 

overcoming gender pay gaps for public and private sector employees at the state and local level; disseminating the Bureau’s publications to educate 

employees and employers of their rights and obligations related to equal pay; and submitting a report on the Equal Pay Research Summit hosted in 

FY 2011. The Bureau will collaborate with the Office of Federal Contract Compliance Programs (OFCCP) to produce an equal pay data collection 

report. The Bureau will also develop a report on the issue of pay secrecy. The Bureau will complete research on selected populations of women of 

color to identify systemic issues contributing to the pay gap and develop policy recommendations to address those findings. 

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

ETA – “Evaluation of the Priority of Service Provision of the Jobs for Veterans Act by the Workforce Investment System in Providing Service to Veterans,” April 2011 

(Capital Research Corporation and Johns Hopkins University Institute for Policy Studies) 

Relevance: The purpose of this study was to provide the U.S. Department of Labor's (DOL) Employment and Training Administration (ETA) with an independent evaluation of 

the implementation of priority of service (POS) provision of the Jobs for Veterans Act (JVA). The evaluation is intended to provide a better understanding of how veterans (i.e., 

covered persons) are provided access to the full array of workforce services through One-Stop Career Centers. This evaluation effort was initiated in response to an action item 

ETA identified in response to the recommendations the Government Accountability Office (GAO) made in report number GAO-06-176 to improve accountability and help states 

integrate veteran services in One-Stop Career Centers.

Findings and Recommendations: 

• Three states (Virginia, Florida, and Alaska) were ranked in the top third in terms of the 

percentage of veterans in the adult population; two states (Kansas and Ohio) in the middle 

third, and 2 states (California and New Jersey) in the lower third.

• When compared to WIA non-veteran exiters, veteran exiters in both the Adult and 

Dislocated Worker Programs were more likely to be the following:

• male; 

• in the two oldest age categories (45 to 54 years old and 55 years or older); 

• white and non-Hispanic; 

• have education beyond high school (though data were missing on education for about 

one-quarter of non-veterans and one-third of veterans); 

• have a disability; 

• not employed at registration

• An Unemployment Insurance (UI) claimant or exhaustee.

• It is important to keep in mind that higher or lower levels of service receipt by veterans 

do not necessary indicate that veterans are or are not receiving priority of services 

Next Steps: 

• Regression analysis of WIASRD data was used to determine if veterans were 

more or less likely to receive intensive services and training than comparable 

non-veterans.

• In the absence of regulations, states and local areas were not certain what 

activities constituted POS. Some states developed clear POS policies, but 

others simply passed on the ETA information from Training and Employment 

Guidance Letters (TEGLs) and the “Q and As” (from ETA’s website), which 

were not very specific and did not carry the weight of regulations. As the site 

visits under this study were nearing an end, VETS issued the Final Rule on 

POS and ETA began to provide training to state and local staff on POS 

through webinars. Continued guidance is necessary.
Strategic Goal 1

United States Department of Labor – 27 – FY 2011 Annual Performance Report

under the WIA Program. For example, differential levels of service receipt may reflect 

that veterans come from a culture where they are less likely to accept additional 

services beyond the assisted core services. Veterans also may be less likely to require 

additional services because they have higher levels of education, are older, have more 

work-related experience, or are less likely to be living in a low-income family.

• It is impossible to know if we have included all the key variables in the analysis. Also 

because there are no data available on customers who receive unassisted core services, 

there is no way to analyze this first progression in the service process.

• Because the final rule was not yet issued (or had just been issued) at the time the site visits 

were conducted under this study, state and local officials were concerned that they did not 

know precisely what was meant by POS and how to monitor compliance.

• State and local agency staff were concerned that even after VETS issued regulations, other 

agencies, such as the U.S. Department of Health and Human Services, would not issue 

regulations, and other One-Stop partners would not view POS as important or required.

• Several One-Stop staff suggested that veterans or eligible spouses are sometimes reluctant 

to identify themselves as veterans, thus making it hard to provide them with POS. The rules 

for a qualifying spouse are somewhat complicated, making it difficult to determine 

eligibility using a simple questionnaire or form.

• Resources for workforce investment programs have declined in inflation-adjusted terms for 

many years, making it difficult to adequately serve all the potential customers in need of 

services.

Additional Information: http://wdr.doleta.gov/research/FullText_Documents/ETAOP2011-03.pdf.

WHD – “Recovery Act: Enforcement of Davis-Bacon Act Prevailing Wage Rate Determinations,” March 2011 (OIG)

Relevance: Conducting timely and reliable wage determinations supports this outcome goal.

Findings and Recommendations: 

• The Office of the Inspector General conducted an audit to answer the following: Did the 

Wage and Hour Division (WHD) provide adequate compliance assistance and outreach to 

ensure Recovery Act contractors and sub-contractors complied with the Davis-Bacon Act? 

Did WHD conduct timely prevailing wage complaint and directed investigations in 

accordance with applicable policies and regulations? Lastly, Did WHD issue timely and 

reliable prevailing wage determinations in response to the Recovery Act in accordance with 

applicable policies and regulations. The OIG concluded because WHD provided adequate 

outreach, implemented an improved prevailing wage investigations process, and issued 

timely prevailing wage determinations, no recommendations were suggested.

• There were no recommendations for WHD.

Next Steps: 

• No action needed.

Additional Information: OIG Report Number: 18-11-009-04-420 http://www.oig.dol.gov/public/reports/oa/2011/18-11-009-04-420.pdf
Strategic Goal 1

United States Department of Labor – 28 – FY 2011 Annual Performance Report

Outcome Goal 1.2―Assure skills and knowledge that prepare workers to succeed in a knowledge-based

economy, including in high-growth and emerging industry sectors like “green” jobs

Analysis and Future Plans

Employment and Training Administration

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

worked to ensure that workers get the skills and knowledge needed to prepare them to succeed in a knowledge-based economy, including in high-growth 

and emerging industry sectors like “green” jobs. The Job Corps, WIA Youth, and YouthBuild programs exceeded their degree or certificate attainment 

targets, while the Job Corps and WIA Youth programs fell short of their target for the placement in employment, education, or training. The unprecedented 

high unemployment rates and low employment rates for youth likely contributed to DOL’s lower results on the placement measure. The placement result 

mirrors both trends in the national economy. The FY 2010-2012 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.

The first full cycle of the 2007 YouthBuild grantees was completed in PY 2009 and the YouthBuild program was able to achieve its goal of establishing a 

baseline for the degree or certificate measure. To continue the upward trend for this measure, the Department provided a “coach” (a youth development 

content expert) to each of over 200 YouthBuild grantees to provide grantees with phone and on-site coaching services and other targeted technical 

assistance. This intensive TA approach assisted the grantees to exceed the PY 2010 target for degree/certificate attainment by 1.5 percentage points. 

It is expected that the ongoing use of these TA coaches will continue to result in the meeting and exceeding of performance targets.

Job Corps achieved each of its three performance targets for PY 2010. 
Strategic Goal 1

United States Department of Labor – 29 – FY 2011 Annual Performance Report

ETA - Increasing skill attainment, certification and work preparedness of individuals served through a range of programs to prepare them to compete in a knowledge-based 

economy featuring emerging industries such as green jobs

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of participants 

entering employment or 

enrolling in post-secondary 

education, the military or 

advanced training/ 

occupational skills training 

in the first quarter after exit 

(WIA Youth)

Target 61.00% 59.40% 58.00% 53.10% 53.30% 53.60% 54.00% In response to GAO report 08-

013, ETA provided guidance 

on serving the youth most in 

need and emphasizing summer 

employment opportunities and 

other work experiences.

Record high unemployment 

and low employment rates for 

youth made finding jobs hard 

for participants. In many areas 

of the country, the local 

economic situation made 

placement more difficult.

DOL will issue guidance to 

encourage grantees to focus 

programs on work experience 

and skills training leading to 

credentials and career 

pathways in high demand 

industries.

Result 62.00% 60.60% 53.70% 59.00% -- -- --

Status Y Y N Y -- -- --

Percent of participants who 

earn a diploma, GED, or 

certificate by the end of the 

third quarter after exit 

(WIA Youth)

Target 45.00% 50.90% 47.90% 55.40% 54.70% 53.40% 51.40% In response to GAO report 08-

013, ETA provided guidance 

on serving the youth most in 

need, emphasizing summer 

employment opportunities and 

other work experiences.

States indicate a need for 

additional guidance for 

credential attainment in high 

demand industries, such as 

health care.

DOL will continue to 

emphasize credential 

attainment to continue to meet 

the target.

Result 57.00% 53.90% 52.90% 59.50% -- -- --

Status Y Y Y Y -- -- --

Percent of Job Corps 

participants entering 

employment or enrolling in 

post-secondary education 

and/or advanced training/ 

occupational skills training 

in the first quarter after exit 

from the program

Target 82.00% 74.00% 75.00% 65.30% 66.30% 67.30% 69.30% Job Corps students placed into 

employment, education, or the 

military rose from 65.8 percent 

in PY 2009 to 73.4 percent in 

PY 2010, an increase of 7.6 

percent.

High unemployment rates for 

the program’s target 

population made placement in 

jobs more challenging in many 

areas of the country

DOL will continue to align its 

standards-based instructional 

model and cultivate 

local/state/national employer 

and education partnerships.

Result 73.00% 66.00% 65.80% 73.40% -- -- --

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

Percent of Job Corps 

participants who earn a 

diploma, GED, or 

certificate by the end of the 

third quarter after exit

Target 64.00% 54.00% 55.00% 56.00% 57.00% 58.00% 60.90% Expanding options for High 

School Diploma and GED 

programs and strong alignment 

with industry skill 

requirements have led to 

increased credential 

attainment.

The recruitment and retention 

of qualified instructors 

continues to be a challenge, 

given competition with local 

school districts.

DOL will continue to refine its 

standards-based instructional 

model designed to strengthen 

academic and career technical 

outcomes.

Result 53.00% 55.00% 60.60% 64.40% -- -- --

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

Percent of participants who 

earn a diploma, GED, or 

certificate by the end of 

third quarter after exit 

(YouthBuild)

Target -- -- Base 60.70% 60.00% 58.50% 56.30% Grantee training on improving 

GED preparation; trainer 

certification in industryrecognized construction 

curricula and training provided 

to integrate green building 

concepts into classroom 

curricula.

Numerous grantees have not 

yet been successful in 

integrating academic and 

occupational skills training. 

Continue to focus technical 

assistance coaching model to 

build the capacity of programs 

to integrate classroom and 

occupational skills training.

Result -- 41.00% 58.00% 62.16% -- -- --

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

United States Department of Labor – 30 – FY 2011 Annual Performance Report

Sources: Job Corps – Job Corps Management Information System.

WIA Youth – Annual State WIA performance reports (ETA-9091) and quarterly reports (ETA-9090).

YouthBuild– grantees’ quarterly reports.

Notes: “Participants” in Job Corps’ first measure includes graduates and former enrollees, but not “uncommitted” – which are those students in the program for less than 60 days 

or who exit because of the zero tolerance policy. Due to the long-term nature of YouthBuild program, PY results are program-to-date (cumulative since PY 2008).

Office of Disability Employment Policy

In FY 2010 and FY 2011, ODEP developed strategies designed to increase access to and use of WIA One-Stop Career Center 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 2012, ODEP and ETA, through continuation of the Disability Employment Initiative and other 

collaborative work, will develop and issue joint policy guidance for the public workforce system. ODEP, in partnership with ETA and the Office of 

the Assistant Secretary for Administration and Management (OASAM), plans to conduct a survey that provides a baseline assessment of the physical, 

programmatic and communications accessibility of the One-Stop Career Center system. This baseline information will be invaluable in guiding 

targeted efforts to enhance accessibility.

Women’s Bureau

In FY 2011, the Bureau worked toward completion of a comprehensive resource manual, “Why Green Is Your Color: A Woman’s Guide to a 

Sustainable Career (Guide).” The Guide provides an overview of the types of green jobs that are available, the skills needed to get them, how to 

identify training opportunities, and how to start a green business. In addition, it includes worksheets for women to use during various stages of their 

career paths. The Bureau will publish the guide in the beginning of FY 2012. 

The Bureau gathered information from its nine green jobs training projects that took place in FY 2010. These projects were developed in conjunction 

with experts in green industries to serve as models for engaging and preparing women for a variety of high-growth and emerging green jobs over the 

next decade. The lessons learned will help inform training programs as they seek to attract female workers for green, non-traditional industries.

In FY 2012, the Bureau will disseminate its “Why Green Is Your Color: A Woman’s Guide to a Sustainable Career” publication to workforce 

development professionals and community colleges, and provide technical assistance to assist these targeted groups in implementing the practices 

outlined in the Guide. The Bureau will share and promote job readiness tools for women on topics such as training opportunities and changing 

careers. The Bureau will continue to partner with ETA’s Office of Apprenticeship (OA) on administering the Women in Apprenticeship and 

Nontraditional Occupations (WANTO) program. In addition, the Bureau will conduct research on gender equity in the U.S. patent process in order to 

understand barriers for women in innovation and high demand high tech job sectors.
Strategic Goal 1

United States Department of Labor – 31 – FY 2011 Annual Performance Report

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

ETA – ETA/Community Colleges: First-Ever National Survey Reveals Many Community College Students Are Denied Access to Courses, February 9, 2011 (Pearson 

Foundation)

Relevance: In this study, 32 percent of students – and 55 percent of Hispanic students – stated they were unable to enroll in a class of their choice because the class roster was full. 

The Pearson Foundation Community College Student Survey, conducted online by Harris Interactive, was commissioned specifically to better understand the keys to success for 

community college students.

Findings and Recommendations: 

• The survey found that around one in six students was at immediate risk of discontinuing his 

or her studies within the first few weeks of enrollment: 15 percent reported that they had 

either dropped out or seriously considered dropping out within the first few weeks of the 

semester, generally because of their struggles with courses or because of their difficulty in 

balancing continued academic study with family and work obligations. 

• The survey also states that, despite these difficulties, a significant number of community 

college students fail to seek or obtain the help they need to succeed in their studies.

• More than 70 percent of students surveyed believe high-speed Internet access is important 

for success in community college.

• Nearly three out of 10 students surveyed (28 percent) who took a math or English 

placement test were unable to enroll in all of the recommended courses.

• External factors, such as family and work obligations and financial concerns, were reported 

as the top reasons for dropping out or considering it.

Next Steps: 

• No estimates of theoretical sampling error can be calculated; a full 

methodology is available upon request. 

Additional Information: http://www.pearsonfoundation.org/pr/20110209_Community_College_Survey_Results.html.
Strategic Goal 1

United States Department of Labor – 32 – FY 2011 Annual Performance Report

Outcome Goal 1.3―Help workers who are in low-wage jobs or out of the labor market find a path into middle 

class jobs

Analysis and Future Plans

Employment and Training Administration

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. While the recession was at its peak in PY 2009 and performance was at its lowest, ETA was able to help workers obtain jobs at a higher 

rate in PY 2010. In fact, through various ETA efforts and improving overall economic conditions, all seven programs were able to meet their 

respective entered employment goals in PY 2010/FY 2011.

While training cannot create jobs, the Department will continue to stress the need to train individuals for jobs and occupations in demand. For 

example, WIA Adults and Dislocated workers experienced a 20 percentage point difference when looking at program exiters who received training 

services and those who did not (73.3 percent versus 53.2 percent, respectively). Throughout the year, the program worked to accurately determine 

which sectors and career opportunities were gaining strength; the vast majority of trainings issued align with BLS high-growth occupations and/or

O*NET’s “Bright Outlook” occupations list. Critical investments were made to further understand promising reemployment approaches such as onthe-job training and career pathways. Information on these and other effective strategies for reemployment will be shared with the workforce system 

in the coming year. Looking forward, determining how to invest precious training funds will remain a top priority for the program in the coming year 

and throughout the economic recovery. 

In the coming program year, DOL will focus on assisting participants with entry to career pathways that lead to middle-class jobs and strengthening 

strategic partnerships with businesses and the education community. Workforce solutions will be developed within the context of state and regional 

economies. DOL will continue to target placement of workers in high-demand sectors and occupations, and to emphasize occupational training and 

adult education – especially in green and health care occupations.

Apprenticeships are tied to employment and therefore have declined in number with the nation’s widespread job losses over the past few years –

especially since a large majority of apprentices are in the construction and manufacturing industries, both of which have been severely affected by the 

recession. On a positive note, over 130,000 new apprentices nationwide participated in registered apprenticeship programs in FY 2011. This equates 

to over 130,000 individuals entering jobs or returning to work – a 30 percent increase over FY 2010 – since registered apprenticeship is an “earn 

while you learn” model that combines employment with on-the-job learning and related technical instruction.
Strategic Goal 1

United States Department of Labor – 33 – FY 2011 Annual Performance Report

Reemployment (in suitable jobs) is one of the underlying purposes of the UI program. Although the UI program does not provide reemployment 

services directly, many of its payment eligibility provisions, such as work search and Employment Service registration requirements, are designed to 

promote reemployment. 

In the year ending June 30,2011--the latest data available--57.7 percent of UI claimants were reemployed in the calendar quarter following the 

quarter in which they received their first UI payment. This represents approximately 6 million of the 10.4 million individuals who received a first UI 

payment. This performance is on pace to exceed the FY 2011 target of 54.4 percent, and represents an increase of nearly 4 percentage points from 

the FY 2010 level. 

Analysis of the state reemployment data indicates that performance is significantly influenced by factors outside the control of the state agencies 

administering the UI program, most notably economic conditions, measured by the Total Unemployment Rate (TUR). Regression analysis indicates 

that the reemployment rate rises by about 1.5 percentage points for every one point decline in the unemployment rate, and is negatively related to the 

percentage of UI claimants who have no expectation of recall to their previous employment (their reemployment rate is significantly below the rate 

for claimants on temporary lay-off.) Movements in these two factors explain only a fraction of the nearly 4-point rise in reemployment from FY 

2010 to June 2011.
Strategic Goal 1

United States Department of Labor – 34 – FY 2011 Annual Performance Report

ETA - Provide workers with the resources necessary to increase their likelihood of obtaining middle class jobs

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of participants 

employed in the first 

quarter after exit 

(Apprenticeship)

Target -- -- Base 66.50% 63.10% 63.60% TBD In FY 2010, over 50,000 

program participants 

completed their 

apprenticeships and received a 

nationally recognized 

credential that is portable, 

stackable, and provides a 

pathway to the middle class.

Employment cutbacks, 

reduced hours, high 

unemployment rates, and lack 

of work projects (particularly 

in building trades) negatively 

impacted results.

ETA will continue technical 

assistance strategies to provide 

support to sponsors to increase 

the numbers of apprentices 

who complete their programs 

and then maintain 

employment.

Result -- -- 70.20% 63.60% 67.80% -- --

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

Percent of participants 

employed in the first 

quarter after exit 

(Employment Service)

Target 61.00% 60.30% 56.50% 46.20% 46.60% 47.40% 48.70% The program served over 22 

million. Many participants 

were referred to more intensive 

interventions, including WIA 

and TAA training. Over 6.5 

million participants found 

work.

Increased layoffs and general 

employment instability 

accounted for the decline in 

the proportion of participants 

entering employment.

DOL will share promising 

approaches; encourage 

practices that help workers 

back to work; and encourage 

states to connect systems to 

target reemployment services 

to UI claimants.

Result 64.00% 59.70% 47.80% 48.00% -- -- --

Status Y N N Y -- -- --

Percent of participants 

employed in the first 

quarter after exit (WIA 

Adult)

Target 71.00% 66.20% 65.50% 52.90% 53.10% 53.70% 54.60% The results increased modestly 

from PY 2009, The increased 

numbers who received training 

services reflects the 

availability of ARRA funding 

to deliver such services to 

more workers.

Unemployment rose from 4.8 

prior to the downturn to over 

9% for much of the past year. 

Even as the economy began 

adding jobs at the end of the 

year, demand far outpaced 

supply.

Promote career pathway 

approaches that satisfy specific 

skill demands of local 

employers and the remedial 

education needs of the local 

population, and that make 

extensive use of wrap-around 

services.

Result 70.00% 68.10% 54.00% 55.20% -- -- --

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

Percent of participants 

employed in the first 

quarter after exit (WIA 

Dislocated Worker)

Target 79.00% 71.00% 66.30% 49.30% 49.70% 50.60% 51.90% ARRA provided increased 

resources and staff capacity to 

One-Stop Career Centers. The 

numbers of dislocated workers 

who entered employment after 

receiving program services 

rose 30% from a year ago.

As described in the WIA Adult 

section, labor market 

conditions reduced the number 

of job options available to 

program participants.

The target was met in PY 

2010. Employment strategies 

will focus on increased 

efficiencies and targeted 

services. 

Result 73.00% 67.60% 51.00% 57.30% -- -- --

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

Percent of participants 

employed in the first 

quarter after exit (WIA 

Indian and Native 

American Program)

Target 61.00% 64.30% 60.20% 53.40% 54.00% 55.30% 57.40% Increasing the total number 

served and providing TA to 

help grantees tailor training 

opportunities to the realities of 

the local economy, enhance 

partnerships, and update info 

collection systems.

Limited employment 

opportunities and economic 

development on and/or near 

Indian reservations and in 

Native American communities 

significantly contributed to the 

decrease in the entered 

employment rate

Continue emphasizing 

occupational training and adult 

education. Result 68.00% 62.60% 56.00% 53.86% -- -- --

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

United States Department of Labor – 35 – FY 2011 Annual Performance Report

ETA - Provide workers with the resources necessary to increase their likelihood of obtaining middle class jobs

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of participants 

employed in the first 

quarter after program exit 

(WIA National 

Farmworker Jobs Program)

Target 77.00% 73.80% 72.20% 79.40% 79.70% 80.40% 81.40% Emphasized outreach and 

recruitment to farmworkers 

and employers in emerging 

industries to secure 

employment opportunities for 

farmworkers in emerging 

industry sectors

Focus on employment 

opportunities in emerging 

industries and occupations by 

emphasizing occupational 

training and adult education, 

especially in green and health 

care occupations.

Result 78.00% 80.30% 80.70% 80.10% -- -- --

Status Y Y Y Y -- -- --

Percent of UI claimants 

reemployed by the end of 

the first quarter after the 

quarter in which they 

received their first 

payment.

Target 65.00% 65.20% 59.00% 58.60% 54.40% 56.40% 58.50% In CY 2009, 30 states met their 

Acceptable Level of 

Performance (ALP). ALPs are 

developed for each state based 

on their total unemployment 

rate and the percent of jobattached UI claimants.

Although the target was 

adjusted, continued adverse 

labor market conditions 

negatively affected 

performance.

Result 65.10% 62.50% 55.00% 53.00% 57.70% -- --

Status Y N N N Y -- --

Sources: ES - State Quarterly Labor Exchange Reporting System Reports. WIA Adult - Annual State WIA performance reports (ETA-9091) and quarterly reports (ETA-9090).

Dislocated Worker - Annual State WIA performance reports (ETA-9091) and quarterly reports (ETA-9090). INAP - Grantee Records. MSF- WIA Standard Participant Record 

(WIASPR) and Program Status Summary Reports (ETA-9095). UI-- State ETA 9047 reports.

Notes: UI Data are for claimants who received their first payments between April 2010 and March 2011, who were reemployed between July 2010 and June 2011.

Veterans’ Employment and Training Service

VETS assesses the performance of the One-Stop Career Center system on behalf of disabled veterans served by Wagner-Peyser and Jobs for 

Veterans State Grants by applying three common measures: the entered employment rate, the employment retention rate and the average earnings. 

Under Goal 1.1, VETS assesses the outcomes for all veterans by applying the same measures. For PY 2010, the annual targets for disabled veterans 

were reached for entered employment, employment retention and average earnings. 

For disabled veterans, VETS has encouraged front-line service delivery staff to respond in a variety of ways to assist disabled veterans to counter the 

continuing constraints imposed by economic conditions. First, VETS has encouraged a refocusing of the responsibilities of both DVOP specialists 

and LVER staff. DVOP specialists have been encouraged to place greater emphasis on the delivery of intensive services (e.g., counseling, 

assessment, career guidance and referral to training), with a priority for disabled veterans. This is intended to help disabled veteran jobseekers to be 

better prepared to compete for the scarce job openings in the current labor market. LVER staff members have been encouraged to place greater 

emphasis on employer outreach, which is intended to expand the number of job openings available with employers who are favorably inclined toward 

veterans and disabled veterans. Second, the Gold Card Initiative, which was announced early in FY 2012, emphasizes the delivery of intensive 
Strategic Goal 1

United States Department of Labor – 36 – FY 2011 Annual Performance Report

services to Post 9/11 Era veterans. As indicated in conjunction with the discussion of results in response to Goal 1.1, the VOW to Hire Heroes Act, 

enacted early in FY 2012, is expected to have only a modest impact on service delivery during FY 2012. In addition to these service delivery 

emphases, VETS has projected the performance targets for this goal for PY 2011 by assuming a positive impact of the incrementally improving 

economic conditions on the performance outcomes.

VETS - Improve Veterans' access to training and employment opportunities

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of disabled 

Veteran participants 

employed in the first 

quarter after exit

Target 56.00% 58.50% 51.40% 41.70% 44.20% 44.60% 45.00% Improved economic 

conditions resulted in 

greater numbers of job 

openings, leading to steady 

increases in disabled 

veterans' rate of entry in 

the second half of the year.

The improvement in 

economic conditions is 

marginal compared to the 

backlog of unemployed 

disabled veterans.

VETS is emphasizing the 

delivery of intensive 

services by Disabled 

Veterans' Outreach 

Specialists to better prepare 

disabled veterans for scarce 

job openings.

Result 58.40% 55.80% 43.90% 43.10% -- -- --

Status Y N N Y -- -- --

Percent of disabled 

Veteran participants 

employed in the first 

quarter after exit still 

employed in the second 

and third quarters after 

exit

Target 79.00% 81.00% 76.90% 70.80% 78.30% 78.80% 79.30% VETS' emphasis on 

preparing veterans for jobs 

with career potential paid 

off with a significant 

increase over the prior year 

in disabled veterans' rate of 

retention.

The downward adjustment 

of the performance target 

sharply overestimated the 

impact of the recession on 

the retention rate.

VETS' is emphasizing 

employer outreach by Local 

Veterans' Employment 

Representatives to increase 

the number and quality of 

the job openings available 

for disabled veterans.

Result 81.10% 79.70% 75.80% 77.20% -- -- --

Status Y N N Y -- -- --

Average earnings of 

disabled Veteran 

participants in the 

second and third 

quarters after exit

Target -- $15,500.00 $14,743.00 $16,969.00 $17,096.00 $17,318.00 $17,653.00 Despite differences over 

time in the rates of entry to 

employment and retention 

in employment, disabled 

veterans’ consistently 

qualified for and 

maintained jobs with high 

average earnings.

Although earnings 

exceeded the pre-recession 

level by 3 percent, entry 

and retention were 

respectively 26 percent and 

5 percent below their prerecession levels.

VETS continues to work 

with VA’s VR&E program 

in seeking to place disabled 

veterans in positions that 

have the highest possible 

career potential, as well as 

the potential for high 

earnings.

Result -- $16,873.00 $16,449.00 $17,357.00 -- -- --

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

Percent of female 

HVRP participants 

employed in the first 

quarter after exit

Target -- -- -- Base 52.00% 53.00% 54.00% VETS implemented a new 

HVRP component 

dedicated to serving female 

veterans and veterans with 

families.

Result -- -- -- 51.00% -- -- --

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

Percent of TAP 

participants who 

indicate the workshop 

prepared them for 

gainful employment

Target -- -- -- -- Base TBD TBD VETS will be implementing 

and evaluating a pilot of the 

redesigned TAP curriculum 

during the current 

performance period.

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

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

United States Department of Labor – 37 – FY 2011 Annual Performance Report

Sources:

Notes:

Office of Disability Employment Policy

With respect to youth employment, ODEP will build on its Guideposts for Success series, lessons learned from its Individual Learning Plan research 

on postsecondary career goal outcomes, and information gleaned from ODEP’s demonstration apprenticeship grants. ODEP will finalize 

development of policy and strategies to increase staff expertise, including a youth-oriented, youth-concentric soft skills curriculum to build capacity 

within youth-service organizations. In addition, ODEP will collaborate with OFCCP to develop technical assistance tailored to Federal contractors’ 

affirmative action obligations with respect to hiring individuals with disabilities. ODEP will also launch a Federal Community of Practice to 

implement Executive Order 13548, to increase the representation of individuals with disabilities in the Federal workforce.

Women’s Bureau

In FY 2011, the Women’s Bureau continued its emphasis on helping women veterans who are homeless in support of the United States Interagency 

Council on Homelessness (USICH), the Interagency Council on Veterans Employment and the White House’s Joining Forces Initiative. The Bureau 

launched “Trauma-Informed Care for Women Veterans Experiencing Homelessness: A Guide for Service Providers (Guide),” offering a 

comprehensive approach to help organizations create effective trauma-informed care environments. It is designed to equip service providers with a 

deeper understanding of the unique experiences and needs of women veterans and assist providers in recognizing military trauma that impacts 

reintegration. The Bureau collaborated with the Veterans Employment and Training Service (VETS) and the US Department of Veterans Affairs 

(VA) to launch the Guide at an event with Secretary Solis in July 2011. 

The Bureau hosted the first, women-to-women veterans’ Stand Down in Kansas City, Missouri. The Stand Down volunteers provided employment 

and training opportunities, clothing, job and housing assistance to women who served in the military. The volunteers were from the public and 

private sector as well as faith and community based organizations. The Bureau also hosted Stand Downs in Tampa, Florida; San Antonio, Texas; and 

Long Beach, California.

In FY 2012, the Bureau will place special emphasis on helping women veterans, including women veterans experiencing homelessness, reintegrate 

into the workforce and find jobs. The Bureau will conduct research to identify solutions to the most pressing challenges women veterans face in 

reintegrating into the civilian workforce and identify programs that are successful models for helping women veterans overcome these challenges. 

The Bureau will also provide technical assistance to service providers through the newly created Guide curriculum. In addition, the Bureau will 

continue to co-lead the Interagency Council on Veterans Employment’s Military Sexual Trauma subcommittee, and collaborate with VETS and the 

Employment and Training Administration (ETA) to connect women veterans with jobs. The Bureau will disseminate a tool kit containing products 
Strategic Goal 1

United States Department of Labor – 38 – FY 2011 Annual Performance Report

and resources that can be used by social service providers, faith-based and neighborhood partnership organizations who want to better serve women 

veterans and military families.

Throughout the year, the Women’s Bureau along with our sister agencies, Office of Public Engagement and the Center for Faith-based and 

Neighborhood Partnerships will host a series of four webinars on the plight of vulnerable workers. In this four-part series, the Bureau will seek to 

shed light on the challenges faced by many of the most vulnerable workers – the most vulnerable being restaurant workers, Latinas, migrant and 

domestic workers. 

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

ETA – “Findings from a Study of One-Stop Self-Services: A Case Study Approach,” May 2011 (Social Policy Research Associates)

Relevance: In an effort to expand its reach while containing costs, the public workforce investment system has increasingly come to rely on self-services—that is, those tools and 

resources that customers can use on their own or with minimal staff assistance. In an effort to learn more about self-services, the U.S. Department of Labor (DOL) funded Social 

Policy Research Associates (SPR) to conduct an implementation and outcomes study of self-services at selected One-Stop Career Centers nationwide. Specifically, the evaluation 

aimed to profile the characteristics of customers who use self-services, their motivation for using services, their patterns of usage, and the outcomes that follow. Additionally, the 

evaluation studied the ways that One-Stop Career Centers facilitate access to self-services, the staff assistance they provide to customers, and the resources and tools they make 

available.

Findings and Recommendations: 

• The One-Stop Career Center self-service systems offer an extremely rich menu of service 

offerings and accommodate huge numbers of customers every day who find these services very 

useful.

• Simultaneously, the self-service system is under considerable strain.

• Nationwide, the infrastructure for One-Stop Career Center self-services is very well developed.

• Access to services via the Internet has been growing, and this is now the most common way in 

which self-services are made available.

• Most local areas express satisfaction with their self-service systems, but they note areas for 

improvement as well.

• Comprehensive systems for tracking self-service customers and resource room visits are not in 

place in the great majority of LWIAs.

• Referrals from partner agencies and word-of-mouth are the two most common means by which 

customers find their way to the resource rooms.

• LWIAs ensure the accessibility of their One-Stop Career Centers through strategically selecting 

locations, but some areas could do more.

• Resource rooms present a professional and inviting setting for self-service customers, but 

Next Steps: 

• Resource room staffing might help customers get more out of self-services. 

• Relying too heavily on staff assistance runs against the grain of what selfservices are supposed to be about.

• One-Stop Career Centers need to do much more to enhance the computer 

literacy skills of their customers for the customers to be able to access 

electronic resources effectively on their own.
Strategic Goal 1

United States Department of Labor – 39 – FY 2011 Annual Performance Report

centers’ capacities during peak times are strained.

• Centers make special efforts to accommodate a broad range of customers with special needs; 

while very helpful, these efforts are not always able to overcome the barriers to access that 

customers encounter.

• In most LWIAs, the number of customers who only receive self-services is far greater than the 

number who go on to receive WIA staff-assisted services; the high volume of self-service 

customers can sometimes strain the capacity of the system to provide quality services.

• Nearly all services are rated as quite helpful or very helpful by at least half of the customers 

who access them, but the services used most often are the ones that receive the lowest ratings of 

helpfulness.

• The rich array of tools available electronically is both a strength and a challenge.

• The results demonstrate the considerable potential of the self-service delivery system to reach 

large numbers of customers and to facilitate their access to an array of resources and tools that 

can assist them in conducting a job search and exploring career options.

Additional Information: http://wdr.doleta.gov/research/FullText_Documents/ETAOP_2011-16.pdf
Strategic Goal 1

United States Department of Labor – 40 – FY 2011 Annual Performance Report

Outcome Goal 1.4―Help middle-class families remain in the middle class

Analysis and Future Plans

Employment and Training Administration

It is the Department’s goal to help keep middle-class families in the middle-class. Over 80 percent of exiters were still employed nine months after 

completing program services and gaining employment through the WIA Dislocated Worker program, NEGs, and TAA. All three of the aforementioned 

programs attained their respective targets in PY 2010. 

During the past year, the Department developed and disseminated career and workforce information to the workforce development system, partner agencies 

and the public through national electronic tools. ETA believes that improved workforce information and job assessment tools are critical in creating a match 

between jobseekers and those employers willing to hire. ETA developed and disseminated O*NET occupational competency profiles, coordinated 

workforce information grants to states, and provided technical assistance on the analysis and strategic use of labor market information. To improve the 

Department’s ability to provide information to the public, ETA launched the Veterans ReEmployment, the My Next Move and My Next Move for 

Veterans portals.

The Veterans ReEmployment portal is designed to assist veterans with employment, training, career planning, financial and emotional help after military 

service. The site links veterans to local resources as well as provides a military-to-civilian job search based on military job title or military occupation code. 

My Next Move gives individuals three main ways to explore careers, including an online O*NET interest assessment, and then provides an easy-to-read, 

one-page profile of each occupation highlighting important knowledge, skills, abilities, technologies used, simplified salary and outlook information, and 

links to find specific training and employment opportunities. My Next Move for Veterans is designed for U.S. veterans who are current job seekers and 

includes tasks, skills, salary information, job listings, and more for over 900 different careers. Veterans can find careers through keyword search; by 

browsing industriesthat employ different types of workers; or by discovering civilian careers that are similar to their job in the military. 

During FY 2011, there were several legislative changes to the TAA program. The 2009 Program was scheduled to expire on December 31, 2010. 

However, the Omnibus Trade Act of 2010 extended the expiration date of the 2009 Program to February 12, 2011, at which point the program reverted to 

the more restrictive level of benefits, services, and eligibility provided under the 2002 Program. After February 12, the Department began to investigate 

petitions under the eligibility criteria of the 2002 Program. States continued to provide benefits and services to workers covered under the 2009 Program, 

and following guidance issued by the Department, began to operate the 2002 Program for workers covered under certifications issued after the expiration of 

the 2009 Program. During FY 2011, the Office of Trade Adjustment Assistance focused on implementing the changes to the Trade Act, providing 

guidance and technical assistance to the states to ensure that trade-affected workers had access to the benefits and services available to them under the 

various TAA Programs, and maintaining progress in petition processing despite legislative changes, which required investigations under different laws and 

eligibility criteria.
Strategic Goal 1

United States Department of Labor – 41 – FY 2011 Annual Performance Report

ETA - Ensure that those workers adversely affected by foreign and domestic economic conditions can remain in the middle class

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of participants 

employed in the first 

quarter after exit still 

employed in the second and 

third quarters after exit 

(WIA Dislocated Worker)

Target 89.00% 84.70% 84.00% 78.00% 78.00% 78.30% 78.70% Worker re-training in the midst 

of substantial layoffs 

nationwide appears to have 

helped many individuals gain 

employment and, 

subsequently, retain 

employment.

The labor market mismatch 

between the number of 

workers looking for jobs and 

the number of job openings 

remained the single biggest 

challenge to placement.

DOL will help states improve 

their use of labor market 

information, skills assessment 

tools, and social media 

technologies to enhance the 

quality of job matching for 

employers and jobseekers.

Result 87.00% 86.00% 79.70% 81.90% -- -- --

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

Percent of TAA 

participants employed in 

the first quarter after exit 

still employed in the 

second and third quarters 

after exit

Target 85.00% 91.00% 87.50% 83.30% 82.90% 83.20% 83.60% Positive outcomes suggest the 

availability of employment and 

case management services led 

to effective service strategies. 

TAA Extension Act of 2011 

reauthorized case management 

services for future.

N/A; TAA continues to meet 

the target for this measure.

No improvement plan 

necessary for this measure. Result 88.00% 90.00% 88.00% 86.20% 89.90% -- --

Status Y I Y Y Y -- --

Average petition 

processing time in days 

(TAA)

Target -- -- -- Base 75.0 58.0 TBD DOL improved strategies for 

both timely and efficient 

investigations and was able to 

eliminate the extensive 2009 

petition backlog created by 

program expansion under the 

2009 amendments. 

DOL processing times were 

impacted as a result of a 

change in legislation reverting 

the program back to 2002 

Trade law. The transition from 

one program to another caused 

delays in investigations.

DOL trained staff on 2002 

Trade Law and developed a 

management plan to address 

the changing legislation in 

order to minimize the impact 

on Trade investigations. SOPs 

were revised.

Result -- -- -- 142.0 80.0 -- --

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

Percent of participants 

employed in the first 

quarter after exit still 

employed in the second and 

third quarters after exit 

(National Emergency 

Grants)

Target -- -- Base 76.80% 77.10% 77.50% 78.10% Reemployment services 

provided through National 

Emergency Grants helped 

individuals secure employment 

and gain the skills needed to 

retain employment at levels 

close to the target set for PY 

2009.

Difficult economic conditions 

and associated layoffs 

contributed to participants 

being unable to retain 

employment even after they 

were initially hired.

Focus resources on proven 

activities, such as on-the-job 

training, that provide 

participants with the skills 

needed to obtain and retain 

middle-class jobs.

Result -- -- 78.50% 85.50% -- -- --

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

Percent of TAA petition 

determinations processed in 

compliance with 

established review 

procedures

Target -- -- -- -- Base 78.00% TBD DOL established a new 

measure whereby quality 

control indicators were 

developed to enhance 

efficiency and production 

outputs throughout MIS data 

entry and determination and 

notification procedures.

There were no issues in 

establishing the new Integrity 

measure. DOL met the 

timeline for developing a 

baseline for the measure in Q4 

of FY11. DOL met the 

projected target for the 

measure in Q1 of FY12

Focus resources on standard 

procedures that are aligned 

with performance and 

production goals. Provide 

training to minimize errors and 

align performance plans to 

meet production and efficiency 

goals.

Result -- -- -- -- 87.00% -- --

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

Sources: TAA - Trade Act Participant (TAPR), Quarterly Determinations, Allowance Activities and Employability Services. WIA DW- Annual State WIA performance reports 

(ETA-9091) and quarterly reports (ETA-9091). NEG - WIA Standardized Record Data.

Notes: The FY 2011 target for "Average petition processing time in days (TAA)" changed from 40 since publication of last year's report as a result of DOL Quarterly Operating 

Plan Review discussions by senior management.
Strategic Goal 1

United States Department of Labor – 42 – FY 2011 Annual Performance Report

Veterans’ Employment and Training Service

In FY 2011, VETS reached its target for the percent of USERRA investigations completed within 90 days. However, the percent of USERRA 

referrals completed within 60 days fell short of the target by three percentage points. 

Compliance assistance efforts will continue to focus on National Guard and Reserve components, because they are the source of most USERRA 

claims. In FY 2011, for example, claims by National Guard and Reservists accounted for 83 percent of total claims. VETS expects this trend to 

continue due to continued active duty use of the National Guard and Reserve in America's ongoing military efforts.

VETS is committed to continuous improvement of its USERRA program, and toward that end conducted a rigorous independent process evaluation 

using the Lean Six Sigma method. The study was conducted to: help identify ways to meet the statutory requirement to complete investigations 

within 90 days of a signed complaint; prepare to handle the increased number and complexity of cases arising from the return of significant numbers 

of service members from Iraq and Afghanistan; and develop a measure of the quality of USERRA investigations. 

The study recommended that VETS should make refinements to specific aspects of the USERRA investigation process; reorganize the allocation of 

workload; assign cases based on the level of complexity and the needs of the case; and, measure the quality of USERRA investigations by applying 

distinct criteria to cases referred for prosecution and cases not referred for prosecution. The results of this study led to VETS’ development of a new 

outcome‐oriented quality goal – the percent of USERRA cases resolved or referred in compliance with standard operating procedures. A baseline 

measure was established for this new goal during FY 2011, which will be used to set performance goals for future years.
Strategic Goal 1

United States Department of Labor – 43 – FY 2011 Annual Performance Report

VETS - Reduce employer-employee employment issues originating from service members' military obligations conflicting with their civilian employment

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of USERRA 

investigations completed 

within 90 days

Target -- -- -- 87.00% 87.00% 90.00% 90.00% VETS improved timeliness of 

USERRA investigations in FY 

2011 and completed 99.9% 

percent of them in timeframes 

agreeable to claimants.

Some cases presented 

unanticipated difficulties that 

prevented VETS from 

reaching its timeliness target.

Continuing the quality 

assurance reviews of casework 

will improve case processing 

and increase performance 

results.

Result -- -- 86.00% 84.00% 87.00% -- --

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

Percent of USERRA 

referrals completed within 

60 days

Target -- -- -- 59.00% 60.00% 70.00% 70.00% VETS’ and the Office of the 

Solicitor’s focus on expediting 

USERRA referrals resulted in 

DOL action being completed 

within timeframes agreeable to 

claimants in 98.4% percent of 

referrals in FY 2011.

The missed FY 2011 target 

reflects the high volume of 

referred complaints both 

within VETS and the Office of 

the Solicitor (SOL) which led 

us to review our referral 

processes.

VETS and SOL have 

developed and implemented 

alternate referral processes to 

streamline review of USERRA 

complaints while maintaining 

high standards.

Result -- -- 56.00% 63.00% 57.00% -- --

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

Percent of USERRA cases 

resolved or referred in 

compliance with standard 

operating procedures

Target -- -- -- -- Base 82.00% 83.00% VETS established its baseline 

for this quality measure in FY 

2011.

Balancing timeliness and 

quality effectively remains a 

key ongoing challenge. Result -- -- -- -- 81.00% -- --

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

Sources: USERRA Information Management System (UIMS)

Notes:

Office of Disability Employment Policy

With respect to youth employment, ODEP will build on its Guideposts for Success series, lessons learned from its Individual Learning Plan research 

on postsecondary career goal outcomes, and information gleaned from ODEP’s demonstration apprenticeship grants. ODEP will finalize 

development of policy and strategies to increase staff expertise, including a youth-oriented, youth-concentric soft skills curriculum to build capacity 

within youth-service organizations. In addition, ODEP will collaborate with OFCCP to develop technical assistance tailored to Federal contractors’ 

affirmative action obligations with respect to hiring individuals with disabilities. ODEP will also launch a Federal Community of Practice to 

implement Executive Order 13548, to increase the representation of individuals with disabilities in the Federal workforce.

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.
Strategic Goal 1

United States Department of Labor – 44 – FY 2011 Annual Performance Report

ETA – “Opportunities Exist for Improving Efficiency,” April 2011 (Government Accountability Office, GAO-11-506T)

Relevance: Congress passed WIA partly in response to concerns about fragmentation and inefficiencies in federal employment and training programs. WIA authorized several 

employment and training programs—including Job Corps and programs for Native Americans, migrant and seasonal farmworkers, and veterans—as well as the Adult Education and 

Literacy program. WIA replaced the Job Training Partnership Act (JTPA) programs for economically disadvantaged adults and youths and dislocated workers with three new 

programs—WIA Adult, WIA Dislocated Worker, and WIA Youth. The Adult and Dislocated Worker programs provide three tiers, or levels, of service: core, intensive, and training. 

Core services include basic services such as job search assistance and labor market information and they may be self-service in nature. Intensive services may include such activities 

as comprehensive assessment and case management—activities that require greater staff involvement. Training services may include occupational skills or on-the-job training.

Findings and Recommendations: 

• WIA’s structure provides the opportunity to reduce overlap and duplication because it 

requires that several of these programs provide services through the one-stop system, but 

they need not be on-site.

• One-stop centers serve as the key access point for a range of services that help unemployed 

workers re-enter the workforce—such as job search assistance, skill assessment and case 

management, occupational skills and on-the-job training, basic education and literacy 

training, as well access to Unemployment Insurance (UI) benefits and other supportive 

services—and they also assist employers in finding workers. Any person visiting a one-stop 

center may look for a job, receive career development services, and gain access to a range of 

vocational education programs.

Next Steps: 

• As part of this effort, Labor and HHS should examine the incentives for states 

and localities to undertake initiatives to strengthen cross-program coordination 

and, as warranted, identify options for increasing them.

• To the extent that collocating services and consolidating administrative 

structures reduce administrative costs, funds could potentially be available to 

serve more clients or for other purposes.

Additional Information: http://www.gao.gov/new.items/d11506t.pdf

VETS – “Servicemember Reemployment: Agencies Are Generally Timely in Processing Redress Complaints, but Improvements Needed in Maintaining Data and 

Reporting,” October 2010 (Government Accountability Office, GAO-11-55)

Relevance: Congress imposed timeliness requirements for the Department of Labor (DOL), Department of Justice (DOJ), and Office of Special Counsel (OSC) under the Veterans' 

Benefits Improvement Act of 2008 (VBIA 2008) and required agencies to submit quarterly reports to Congress on the extent of their compliance with the requirements. As required 

by VBIA, this report assesses whether the agencies (1) met VBIA timeliness requirements for USERRA complaint processing, and (2) submitted reliable and timely quarterly reports. 

GAO analyzed data in each agency’s USERRA database, and the extent to which those data were consistent with the quarterly reports.

Findings and Recommendations: 

• DOL, DOJ, and OSC should establish consistent criteria for case reporting in their quarterly 

USERRA reports to Congress.

• VETS should implement a system to monitor compliance with the five-day notification of 

rights requirements, and maintain data on such compliance.

• VETS should develop procedures to ensure that changes are entered into the USERRA 

database as the quarterly reporting data are updated.

• VETS should develop procedures to ensure that quarterly USERRA reports are submitted to 

Congress on time.

Next Steps: 

• DOL and OSC have consistent, comprehensive criteria; DOJ’s less inclusive 

criteria should be expanded to match the DOL/OSC criteria.

• VETS has implemented a Regional Lead Center (RLC) system to ensure fiveday notification, with real-time monitoring and data tracking.

• VETS will assure entry of related data changes into its database. VETS’ 

Quality Assurance Review of cases also review database validity.

• VETS will continue to explore faster clearance of its quarterly report to 

Congress through other DOL and Executive Branch levels.

Additional Information: Contact George Parker: Parker.George@dol.gov (202) 693-4750
Strategic Goal 1

United States Department of Labor – 45 – FY 2011 Annual Performance Report

VETS – “Veterans' Reemployment Rights: Steps Needed to Ensure Reliability of DOL and Special Counsel Demonstration Project's Performance Information,”

June, 2011 (Government Accountability Office, GAO-11-312R)

Relevance: Congress has directed that DOL and the U.S. Office of Special Counsel (OSC) establish a three-year demonstration project designed to assess and compare the respective 

agencies’ performance, as each investigates and resolves roughly one-half of all claims filed against Federal executive agencies under the Uniformed Services Employment and 

Reemployment Rights Act of 1994 (USERRA).

Findings and Recommendations: 

• DOL and OSC should establish and agree upon comparable methods for administering a 

USERRA customer satisfaction survey.

• Both agencies should agree that they have established a comparable two-step process to 

document how long it takes to investigate a claim, and how long it takes to conduct a legal 

review.

• DOL and OSC should establish, document, and agree upon a time accounting process that 

distinguishes between the investigative and legal review phases and a method that assigns 

costs to claims processing activities, to track the costs and personnel time spent investigating 

and reviewing federal USERRA cases.

• DOL and OSC should identify and agree upon a common set of potential case outcomes and a 

crosswalk of common or comparable codes assigned to each of those outcomes.

• DOL and OSC should agree upon a controls plan and implementation strategy that will be 

used during the course of the demonstration project to help ensure data integrity, reliability, 

and accuracy.

Next Steps: 

• DOL and OSC are finalizing the survey and DOL/VETS is finalizing a funds 

transfer to OPM for developing the survey. DOL/VETS anticipates seeking 

Office of Management and Budget clearance for the survey instrument.

• DOL understands that OSC has developed a claims handling process 

comparable to VETS’ in order to allow for the necessary timeliness 

comparisons. The DOL/VETS system will allow for calculation of the total 

cost and time spent for each case. 

• DOL/VETS and OSC use different systems to account for time and costs, but 

have agreed on the components of those systems and which elements the 

respective agencies will capture. 

• OSC and DOL have completed and implemented the common set of case 

outcomes and the crosswalk necessary to track the outcomes in both agencies.

• DOL and OSC have agreed to use an operations manual developed in an 

earlier demonstration project that includes a controls strategy to be used during 

the demonstration project to ensure data integrity, reliability, and accuracy. 

Additional Information: Contact George Parker: Parker.George@dol.gov (202) 693-4750
Strategic Goal 1

United States Department of Labor – 46 – FY 2011 Annual Performance Report

Outcome Goal 1.5―Secure wages and overtime

Analysis and Future Plans

Wage and Hour Division

In FY 2011, WHD launched a nationwide directed enforcement initiative focused on the residential construction industry. A baseline level of 

compliance will be established in FY 2012. WHD will also evaluate the effectiveness of its enforcement strategies within this industry. In addition, 

WHD is launching a nationwide enforcement initiative in the hotel industry, which will also establish a baseline level of compliance and allow WHD 

to evaluate the effectiveness of its enforcement strategies within the industry.

WHD - Ensure 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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of firms in the 

janitorial industry in 

compliance with applicable 

statutes

Target -- -- -- Base TBD TBD -- The analysis of franchises, 

joint employment, and 

independent contractor issues 

in this industry were discussed 

with all investigators to ensure 

these issues were addressed 

during the investigations.

The sample was randomly 

selected from the Dunn and 

Bradstreet database. WHD 

found many of the janitorial 

firms were out-of-business as a 

result of the recession or were 

employing relatives.

Upon completion of the final 

analysis, WHD will develop 

and implement industry 

specific strategies to promote 

compliance.

Result -- -- -- 43.00% -- -- --

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

Percent of firms in the 

hotel/motel industry in 

compliance with applicable 

statutes

Target -- -- -- -- -- Base TBD The initiative is on schedule to 

be commenced in FY 2012 Result -- -- -- -- -- -- --

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

Percent of construction 

companies in compliance 

with applicable statutes

Target -- -- -- -- -- Base --

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

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

Sources: Wage and Hour Investigator Support and Reporting Database (WHISARD).

Notes: The FY 2011 target to set a baseline for "Percent of construction companies in compliance with applicable statutes" moved to FY 2012 since publication of last year's 

report as a result of DOL Quarterly Operating Plan Review discussions by senior management.
Strategic Goal 1

United States Department of Labor – 47 – FY 2011 Annual Performance Report

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. 

In FY 2011, for the permanent labor certification program (PERM), 76 percent of permanent labor certification program applications were resolved 

within six months of the initial filing date. When compared to FY 2010, processing times improved substantially due, in large measure, to the 

continued implementation of a management plan that resulted in further reductions of the backlog of pending permanent cases by 33 percent from 

29,500 in September 2010 to less than 19,800 in October 2011. 

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 

screens and analytical rigor in the foreign labor certification programs helps ensure American jobs are truly open to U.S. workers, that they get those 

opportunities first as the Congress originally intended, and that job opportunities are made available to foreign workers only when employers can 

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

As part of its FY 2012 Operating Plan, OFLC has strategically positioned PERM staff resources to increase the number of new applications selected 

for audit examination or supervised recruitment (integrity measures) while properly balancing the need to maintain a consistent level of pending 

applications that provide timely decisions to its customers in line with established performance goals. Although conducting audit examinations and 

supervised recruitments increase the average length of time to resolve permanent applications, these two program activities also generate the highest 

number of denials and non-certifications; outcomes which enhance program integrity and contribute to jobs being available to U.S. workers. 

The results of these integrity activities are now being reported for a second year and demonstrate that only 1 out of every 2 resolved permanent 

applications during FY 2011 selected for audit examination or supervised recruitment were found in compliance. Because the regulations require 

employers to attest to compliance with program requirements at the time of filing a permanent application, this indicator measures the likelihood that 

OFLC will certify an employer application following a more thorough investigation of the employer's compliance with program requirements or 

when U.S. workers may be available for certain requested positions. Greater application scrutiny also ensures, as the statute requires, that the hiring 
Strategic Goal 1

United States Department of Labor – 48 – FY 2011 Annual Performance Report

of foreign workers occurs subject to all terms and conditions, including wages, which safeguard the employment and economic security of American 

workers and their families.

Finally, OFLC will develop and establish baseline data for a new measure designed to assess the quality of OFLC's decision-making and level of 

compliance with established operating protocols. This outcome measure will replace the current compliance measure starting in FY 2013. The 

current compliance measure is based on PERM applications selected for integrity review, provides limited management value since there is no 

mechanism to ensure employer compliance prior to issuing a final determination; and, most importantly, does not account for the quality of the case 

adjudication process. The new compliance measure will take the number of PERM determinations found in compliance with established OFLC 

standard operating procedures divided by the number of PERM determinations sampled for a process quality review and completed during the 

reporting period. A formal sampling methodology and pilot collection of data will begin in FY 2012 now that OFLC has put in place a performancebased task order contract for case adjudication services that includes both production and quality metrics.

ETA - Maintain oversight to ensure 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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of employer 

applications for permanent 

labor certification resolved 

within six months of filing

Target 65.00% 75.00% 92.00% 80.00% 81.00% 81.00% 68.00% Increased resource allocation 

to rapidly reduce PERM 

backlog by 33% in one year 

significantly improved 

timeliness and average cycle 

time.

Enhanced integrity activities 

limited progress in achieving 

timeliness goal; audits and 

supervised recruitments take 

longer than six months to 

complete.

Continue PERM backlog 

reduction efforts in FY 2012 to 

improve timeliness results. Result 74.00% 92.00% 18.00% 37.00% 76.00% -- --

Status Y Y N I I -- --

Percent of resolved 

permanent applications 

selected for integrity 

review and found in 

compliance

Target -- -- -- 60.00% 61.00% 50.00% TBD Full implementation of 

enhanced supervised 

recruitment and increased 

audit examinations in low 

skilled positions demonstrated 

significant non-compliance.

Increases in the number of 

PERM cases subject to 

integrity activities negatively 

impact timeliness measure.

Continue to focus integrity 

activities for PERM on low 

skilled positions and 

disseminate Frequently Asked 

Questions, filing tips, to 

improve program compliance.

Result -- -- -- 55.00% 50.00% -- --

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

Percent of determinations 

issued by OFLC in 

compliance with standard 

operating procedures

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

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

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

Sources: OFLC PERM Electronic Filing and Case Processing System.

Notes:
Strategic Goal 1

United States Department of Labor – 49 – FY 2011 Annual Performance Report

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

WHD – “American Samoa and Commonwealth of the Northern Mariana Islands; Employment Earnings, and Status of Key Industries since Minimum Wage Increases 

Began” September 2011 (Government Accountability Office, GAO-10-333)

Relevance: Enforcement of the minimum wage is a key component of this outcome goal.

Findings and Recommendations: 

• In 2007, the United States enacted a law incrementally raising the minimum wages in American Samoa and the 

Commonwealth of the Northern Mariana Islands (CNMI) until they equal the U.S. minimum wage. The GAO is 

required to report in 2010, 2011, 2013 and biennially thereafter on the impact of the minimum wage increases in 

American Samoa and the Northern Mariana Islands. This report updates GAO’s 2010 report and describes, since 

the increases began (1) employment and earnings and (2) the status of key industries. During this audit, GAO 

reviewed federal and local information, collected data from employers through a questionnaire and from 

employers and workers through discussion groups; and conducted interviews to each area. 

• There were no recommendations for WHD

Next Steps: 

• No action needed.

Additional Information: GAO Report Number: GAO-11-427 http://gao.gov/assets/590/585362.pdf and GAO-10-333

ETA – “The Economic Impact of H-2B Workers,” October 2010 (U.S. Chamber of Commerce)

Relevance: The H-2B program allows employers to bring low-skilled foreign workers into the United States to fill temporary and seasonal jobs in sectors other than agriculture. 

Large and small employers in every state and in a wide variety of industries turn to the program when they cannot hire enough U.S. workers. Despite the small size of the program, 

many employers who use it say their businesses would have to downsize or close if H-2B workers were not available. H-2B visas are essential to regional seasonal industries that 

sustain the economy in their states, e.g., seafood processing on Maryland’s Eastern Shore, restaurants and inns on Nantucket and ski resorts in Colorado, among other businesses.

Findings and Recommendations: 

• In a survey of H-2B employers conducted for this report by ImmigrationWorks 

USA and the U.S. Chamber of Commerce, respondents indicated that they hire 

H-2B workers primarily because few U.S. workers are interested in temporary 

or seasonal work. According to employers, the physically demanding nature of 

many seasonal jobs also makes them unappealing to many U.S. workers.

• The H-2B program is subject to much criticism from labor unions and others 

who claim that it allows employers to exploit foreign workers and undermines 

American workers whose wages suffer as a result. Economic analysis 

conducted for this report finds no evidence to support these claims.

• The program could be significantly improved by streamlining its complex 

requirements and making it more responsive to market forces.

Findings and Recommendations: 

• In a survey of H-2B employers conducted for this report by ImmigrationWorks USA and 

the U.S. Chamber of Commerce, respondents indicated that they hire H-2B workers 

primarily because few U.S. workers are interested in temporary or seasonal work. 

According to employers, the physically demanding nature of many seasonal jobs also 

makes them unappealing to many U.S. workers.

• The H-2B program is subject to much criticism from labor unions and others who claim 

that it allows employers to exploit foreign workers and undermines American workers 

whose wages suffer as a result. Economic analysis conducted for this report finds no 

evidence to support these claims.

• This study does, however, find that the program could be significantly improved by 

streamlining its complex requirements and making it more responsive to market forces.

Additional Information: http://www.uschamber.com/sites/default/files/reports/16102_LABR%20H2BReport_LR.pdf
Strategic Goal 1

United States Department of Labor – 50 – FY 2011 Annual Performance Report

Outcome Goal 1.6―Foster acceptable work conditions and respect for workers’ rights in the global

economy to provide workers with a fair share of productivity and protect vulnerable people.

Analysis and Future Plans

Bureau of International Labor Affairs (ILAB)

During FY 2011, ILAB collected baseline data for nine new outcome measures. It had previously had only two, both in the area of program 

implementation to reduce child labor; these were refined and modified, and in their modified form constitute two of the nine current ones. The larger 

number of measures allows ILAB to capture its substantial work in policy on child labor, workers’ rights, trade and labor, and international labor 

policy and standards, as well as to capture the impact of its substantial programs of technical assistance in the area of workers’ rights, and bilateral 

and multilateral technical cooperation. Because this was the first year of collecting data as a baseline, trends are not yet discernable. However, the 

outcomes for FY 2011 provide cause for satisfaction with ILAB’s accomplishment in fostering fair working conditions in the global economy that 

protect vulnerable people and provide workers with a fair share of productivity and voice in their work lives. ILAB’s outcome measures provide 

information on progress in two main areas of work: 1) the adoption of policies that reflect DOL priorities, and 2) tangible outcomes in countries 

where DOL is supporting technical assistance projects.

ILAB’s effectiveness in advancing policies to promote employment and protect workers’ rights is reflected in the adoption by the US Government as 

a whole of 24 policy positions that reflect ILAB and DOL priorities. For example, ILAB succeeded in securing agreement and funding from the 

foreign policy agencies of the USG to support a substantial program of factory inspection in Egypt, in order to engage with Egypt at a crucial stage in 

its development, to promote worker rights, and to strengthen the competitiveness of Egyptian exports. ILAB succeeded in its attempts to have the US 

position in preparation for the upcoming UN Conference on Sustainable Development incorporate an employment focus and an emphasis on green 

jobs. ILAB built inter-agency consensus in support of its decision to accept for review submissions received under the labor chapters of the free 

trade agreements with Bahrain and Peru. ILAB also succeeded in promoting USG consensus on a Labor Action Plan as part of the US-Colombia 

Free Trade Agreement, and on moving toward dispute settlement with Guatemala under the Dominican Republic – Central America – United States 

Free Trade Agreement (CAFTA-DR), the first time under a free trade agreement.

As a result of ILAB’s activities, 34 policy positions that reflect USG international labor interests and priorities were adopted by international fora and 

countries. ILAB’s engagement and research in the context of the Korean Free Trade Agreement resulted in the Korean government taking new 

measures to increase social protections for “irregular” workers and to tackle wage gaps between their regular and irregular workforce. With technical 

expertise provided by DOL grantees, there were 17 new instances of countries adopting policies to eliminate child labor in line with their 

international commitments in this area. ILAB also succeeded in promoting a strong position on social protection at the Paris G20 labor ministerial, as
Strategic Goal 1

United States Department of Labor – 51 – FY 2011 Annual Performance Report

reflected in the official ministerial statement. ILAB provided substantial leadership and guidance to ILO’s 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.

FY 2011 marked the first year of implementation of a new generation of child labor elimination projects that provide livelihood services to 

vulnerable households in addition to the education and training services that USDOL-funded projects have traditionally provided to children. During 

this baseline year, 1,057 households in Bolivia, Egypt, and Jordan received services to improve their livelihoods so that their children would be able 

to attend school rather than work. DOL expects significantly higher results under this measure in FY 2012 as new projects ramp up implementation. 

Grantees in 27 countries provided education or training services as an alternative to exploitative labor to more than 100,000 children engaged in or at 

high risk of entering child labor. Technical assistance from DOL-funded projects also enabled 22 countries to increase their capacity to address child 

labor or forced labor. This increased capacity was brought about through actions such as adopting new laws and policies on child labor, 

implementing new social programs to address the issue, and increasing inspection and enforcement capabilities. The FY2012 targets for these two 

measures are lower than FY 2011 results because: 1) DOL is funding larger, more comprehensive projects in fewer countries with its available 

resources, and 2) a greater emphasis is being placed on providing livelihood services to households as a mean to eliminate child labor, resulting in a

lower number of children provided with education and training services. We expect a lag in realization of the fruits of the new strategic approach to 

project design, but anticipate that the synergies will significantly increase results in the medium term. 

In FY2011 ILAB continued to fund and oversee model programs to address worker rights through technical assistance in 13 countries with which the 

United States has trade preference programs. This entailed working closely with governments, multilateral and regional organizations, and business 

and workers’ organizations. The Verification Project in the six CAFTA-DR countries (Costa Rica, El Salvador, Honduras, Guatemala, Dominican 

Republic and Nicaragua) affected workers’ rights in a positive way by providing them with more information; such as trade union plans for labor 

rights dissemination that are promoted in the countries by way of workshops, seminars, dissemination materials and radio programs. ILAB supported 

the Todos y Todas Trabajamos project in five Central American and Caribbean countries which enabled 21,998 workers to better exercise their rights 

and/or experience improved working conditions. Under this program these workers were able to bring 16,428 cases before the Ministries of Labor or 

labor courts. In all ILAB’s efforts helped 59,860 workers worldwide better exercise their rights or experience better working conditions. ILAB 

provided support to improve business compliance and technical capacity of governments, and to protect worker rights, in 18 partner countries. 

With FY11 funding, ILAB awarded almost $60 million in competitive grants to address child labor. These included substantial projects in Peru, 

Ethiopia and the Philippines, as well as to monitor and evaluate the impact and effectiveness of child labor interventions including ILAB’s. We also 

continued detailed oversight of the substantial portfolio of mid-stream ILAB funded child labor projects. ILAB also awarded grants of approximately 

$6.5 million to promote workers’ rights, in substantial part to support Better Work projects in Cambodia, Haiti, Lesotho, Nicaragua, and Indonesia. 

ILAB also continued its oversight of previously funded Better Work projects in Bangladesh and Vietnam. Better Work projects monitor conditions in 

export factories, publish the results in a transparent manner and assist suppliers to comply with labor standards that many buyers and customers 
Strategic Goal 1

United States Department of Labor – 52 – FY 2011 Annual Performance Report

demand. Under the ILAB-funded Haiti Better Work program, more than 4,000 workers have experienced improved livelihoods as a result of ILAB 

interventions. 

In FY 2013 ILAB will continue to support Presidential and Department priorities of ensuring protection of worker’s rights internationally through 

robust enforcement of labor commitments under U.S. free trade agreements (FTAs) and trade preference programs, through technical assistance 

programs that monitor and inspect factory conditions in trading partner countries, and through enforcement of international labor standards, with an 

emphasis on advocacy and technical assistance to address the problem of child labor. 

In a global labor market, US workers’ livelihoods and interests can too easily be undercut by unfair labor competition. For this reason, monitoring 

workers’ rights and livelihoods globally, and enforcing international labor standards and labor provisions of US free trade agreements, is vital. The 

increase in funding requested by ILAB for FY 2013 will help provide the resources needed to allow ILAB to carry out these activities and 

substantially increase the number of countries monitored. 

ILAB’s key target countries in FY2013 will include as many as feasible of the following: the 13 developing countries with which the U.S. has 

existing free trade agreements (the six Central American countries, Peru, Chile, Mexico, Bahrain, Oman, Morocco and Jordan); potential new free 

trade partners such as South Korea, Colombia, and Panama; selected new negotiating partners such as Vietnam and Brunei; and high priority trade 

preference countries where labor rights and conditions are a significant concern, such as Bangladesh, Philippines, Uzbekistan, Sri Lanka, Niger, 

Pakistan and the Democratic Republic of the Congo.
Strategic Goal 1

United States Department of Labor – 53 – FY 2011 Annual Performance Report

ILAB - Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Number of policy positions 

adopted by the U.S. 

government through the 

interagency process that 

reflect ILAB and DOL 

priorities

Target -- -- -- -- Base 24.0 24.0

Result -- -- -- -- 24.0 -- --

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

Number of policy positions 

adopted by international 

fora and countries that 

reflect ILAB and DOL 

priorities

Target -- -- -- -- Base 34.0 34.0

Result -- -- -- -- 34.0 -- --

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

Number of households 

receiving livelihood 

services

Target -- -- -- -- Base 6,154.0 10,035.0

Result -- -- -- -- 1,057.0 -- --

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

Number of children 

engaged in or at high-risk 

of entering the worst forms 

of child labor provided 

education or vocational 

services

Target -- -- -- -- Base 81,181.0 34,043.0

Result -- -- -- -- 100,006.0 -- --

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

Number of countries with 

increased capacity to 

address child labor or 

forced labor

Target -- -- -- -- Base 21.0 14.0

Result -- -- -- -- 22.0 -- --

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

United States Department of Labor – 54 – FY 2011 Annual Performance Report

ILAB - Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Number of countries in 

which worker rights and/or 

working conditions are 

improved

Target -- -- -- -- Base 13.0 16.0

Result -- -- -- -- 13.0 -- --

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

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 18.0 24.0

Result -- -- -- -- 18.0 -- --

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

Number of workers better 

able to exercise their rights 

and/or that experience 

improved working 

conditions as a result of 

DOL interventions

Target -- -- -- -- Base 184,802.0 184,802.0

Result -- -- -- -- 59,860.0 -- --

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

Number of workers with 

improved livelihoods as a 

result of DOL interventions

Target -- -- -- -- Base 46,000.0 46,000.0

Result -- -- -- -- 4,783.0 -- --

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

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

Notes:
Strategic Goal 1

United States Department of Labor – 55 – FY 2011 Annual Performance Report

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

ILAB – “Evaluation of the Office of Child Labor, Forced Labor, and Human Trafficking International Child Labor Technical Cooperation Program,” March 2011 

(Westat)

Relevance: The contractor visited five countries where ILAB was implementing projects to assess the effectiveness and impact of its international child labor technical assistance 

program.

Findings and Recommendations: 

• On the basis of the evidence presented, one can reasonably conclude that the Office of Child 

Labor, Forced Labor, and Human Trafficking (OCFT) has advanced efforts to reduce child 

labor in targeted countries at both the policy and population level.

• The opportunities exist for achieving further reduction in child labor; however, the prospects 

for achieving sustainable results are limited by the relatively short timeframe (3-4 years) of 

most projects, and their limited coverage in relation to the need.

• OCFT’s shift to greater emphasis on strengthening livelihoods including micro-finance 

presents new opportunities for measuring the effectiveness of strategies to combat child 

labor and implementing those that are found to be most effective.

• Ensure that in-country project staff members understand how OCFT’s mission and strategic 

goals relate to their respective projects. This could be accomplished through initial project 

kickoff meetings and sessions for new staff members.

• OCFT has supported the conduct of many qualitative evaluations of projects and services it 

funds, including vocational training, as well as the development of best practices 

documents. We recommend that the most promising practices undergo formal mixed 

methods evaluations.

• OCFT has funded the development of a rich array of publications and the next step is to 

ensure that current and future grantees are acquainted with them.

• As the child labor technical cooperation projects develop, it is recommended that OCFT 

consider examining educational outcomes of its beneficiaries. This approach would need to 

include pre and post-assessments of student achievement in OCFT-funded programs in 

comparison to non OCFT-supported schools.

Next Steps: 

• After funding new projects in FY 2011, OCFT held 2-day grantee orientation 

meetings in Washington to ensure project staff are well versed in OCFT’s 

strategic goals and mission and how their respective project activities fit 

within this framework. OCFT staff is participating in in-country project kickoff meetings when resources are available for travel. Finally, OCFT is 

requiring all new projects to work with an external evaluator to develop

Comprehensive Monitoring and Evaluation Plans (CMEPs). The CMEPs 

clearly outline the projects’ theory of change, indicators for monitoring 

progress, and evaluation activities. They will serve as a tool for projects and 

for OCFT to assess whether they are moving towards their intended goals.

• Several child labor elimination projects that were implemented during FY 

2011 have rigorous impact evaluations built into their design. These impact 

evaluations, which will test the impact in quantitative terms of select project 

interventions on beneficiary outcomes, will be combined with qualitative 

evaluation methods. 

• ILAB is in the process of re-vamping its public website and plans to provide 

links to a wide variety of publications it has funded so that current and future 

grantees have access to them. In addition, OCFT will continue posting its 

project evaluations on the website and make them easier for browsers to 

locate. 

• OCFT has begun integrating end-line surveys (in addition to its customary 

baseline surveys) into its projects to capture a variety of beneficiary 

outcomes, including educational outcomes. 

Additional Information: This report is available upon request at 202-693-4843 and will soon be posted on ILAB’s website (www.dol.gov/ilab).
United States Department of Labor – 56 – FY 2011 Annual Performance Report

Strategic Goal 2: Ensure workplaces are safe and healthy

Outcome Goal 2.1―Secure safe and healthy workplaces, particularly in high-risk industries

Analysis and Future Plans

Occupational Safety and Health Administration

In FY 2011, OSHA reached seven of eight performance indicator targets. The target of one performance indicator, “number of hazards abated 

associated with hearing loss in construction and manufacturing,” was not reached. However, the result was above the original target of 600 that was 

raised halfway through the year to 625. In FY 2012, OSHA will review and discuss the valuable information gathered during the November 2011 

Noise Stakeholder Meeting. This information includes: best practices for noise reduction in the workplace, personal protective equipment, hearing 

conservation programs and engineering controls. In FY 2012, half of OSHA’s National Emphasis Programs will target health hazards, and the 

Agency will continue to develop two additional health related National Emphasis Programs (NEPs) that focus on health hazards related to 

isocyanates and those most prevalent in nursing and residential care facilities. 

In FY 2012, OSHA will continue to carry out actions to meet the agency’s priorities of reducing workplace injuries, illnesses, and fatalities through 

enforcement, regulation, compliance assistance and outreach. It is physically impossible for OSHA inspectors to be in every workplace every day of 

the year, so OSHA leverages its resources by strategically targeting those employers and industries where workers are in the most danger of getting 

hurt, sick or killed by occupational hazards. In the enforcement arena, the Agency will continue to implement inspection-emphasis programs that 

address the most significant injuries in the most high-hazard workplaces. For example, OSHA has implemented new construction-related NEPs and 

Local Emphasis Programs (LEPs) that address hazards or industries posing a significant occupational safety or health risk to workers in the 

construction industry. NEPs historically have been critical in supporting the Secretary’s goal of securing safe and healthy workplaces and in reducing 

fatalities associated with the leading causes of death. OSHA uses the Site Specific Targeting (SST) program to target high-hazard workplaces for 

unannounced inspections, and the Agency also focuses its enforcement efforts on significant hazards and violations through the Severe Violators 

Enforcement Program (SVEP). Under this program, OSHA is uncovering more systemic problems - sometimes in multiple worksites owned by the 

same employer, and sometimes across entire industries. Rooting out systemic problems can eventually make a huge difference in the lives of tens of 

thousands of workers.
Strategic Goal 2

United States Department of Labor – 57 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of serious, willful, 

repeat violations in highhazard manufacturing 

industry

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

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

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

Recidivism rate for serious, 

willful, and repeat 

violations in manufacturing 

industry

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

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

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

Percent of serious, willful, 

repeat violations in large 

construction projects

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

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

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

Number of hazards abated 

associated with hearing loss 

in construction and 

manufacturing

Target -- -- -- -- 625.0 680.0 715.0 Increased use of National/ 

Local Emphasis Programs in 

high-hazard areas contributed 

to hazards abated associated 

with hearing loss in 

construction and 

manufacturing.

Although the annual target was 

97% achieved, it must be noted 

that OSHA raised the annual 

target halfway through the 

year, from 600 to 625 hazards 

abated.

OSHA will focus its 

enforcement resources on 

severe violators of the OSH 

Act by continuing to 

implemetn the Severe Violator 

Enforcement Program (SVEP), 

which began in 2010.

Result -- -- 595.0 640.0 606.0 -- --

Status -- -- -- -- N -- --

Number of hazards abated 

associated with illnesses in 

general industry and 

construction

Target -- -- -- 11,600.0 11,750.0 12,000.0 13,600.0 Increased use of National/ 

Local Emphasis Programs in 

high-hazard areas contributed 

to hazards abated associated 

with illnesses in general 

industry and construction.

OSHA completed NEPs on 

primary metals, chemical 

facilities, shipbreaking, and 

microwave popcorn processing 

plants. OSHA will develop 

new NEPs and LEPs related to 

health hazards such as 

isocyanates.

Result -- -- 11,428.0 12,115.0 11,802.0 -- --

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

United States Department of Labor – 58 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Number of hazards abated 

associated with workplace 

amputations

Target -- -- -- 7,305.0 7,200.0 8,000.0 8,400.0 Increased use of National/ 

Local Emphasis Programs in 

high-hazard areas contributed 

to hazards abated associated 

with workplace amputations.

OSHA is completing a review 

of the National Emphasis 

Program (NEP) on 

Amputations for FY 2006 -

2009 and may make updates 

to the NEP.

Result -- -- 7,197.0 7,451.0 7,398.0 -- --

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

Total number of 

employees removed from 

workplace hazards through 

inspections

Target -- -- -- 455,093.0 475,000.0 650,000.0 675,000.0 Conducting inspections in 

workplaces identified as highhazard under Site-Specific 

Targeting criteria, related to 

an SVEP employer under 

SVEP, or otherwise specified 

in an OSHA targeting 

program.

OSHA will continue to utilize 

targeting programs such as 

the SST program and the 

SVEP program to remove the 

largest number of employees 

from hazards as possible.

Result -- -- 452,828.0 519,353.0 639,280.0 -- --

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

Federal Agency total case 

rate for injuries and 

illnesses

Target 3.70 3.66 3.49 3.10 3.09 2.97 2.85 In FY 2011, POWER was 

implemented, and agencies 

focused on achieving their 

targets. The government as a 

whole surpassed the FY 2011 

target (3.09), which was a 4% 

reduction from the FY 2009 

baseline.

Some agencies with 

relatively low rates had 

difficulty meeting their goals.

In FY 2012, OSHA will 

forcus on working with those 

individual agencies that did 

not meet their FY 2011 

goals..

Result 3.32 3.37 3.22 3.08 2.78 -- --

Status Y Y Y Y Y -- --

Federal Agency lost time 

case rate for injuries and 

illnesses

Target 1.71 1.66 1.61 1.42 1.42 1.36 1.31 In FY 2011, POWER was 

implemented, and agencies 

focused on achieving their 

targets. The government as a 

whole surpassed the FY 2011 

target (1.42), which was a 4% 

reduction from the FY 2009 

baseline.

Some agencies with 

relatively low rates had 

difficulty meeting their goals.

In FY 2012, OSHA will focus 

on working with those 

individual agencies that did 

not meet their FY 2011 goals.

Result 1.61 1.57 1.48 1.44 1.33 -- --

Status Y Y Y I Y -- --

Decrease the construction 

fatality rate, by focusing 

on the four leading causes 

of fatalities - Annual Goal 

(falls, struck-by, caught 

in/between, and 

electrocution).

Target -- -- -- -- 8.80 8.70 8.60 Enforcement Programs such 

as the Site Specific Targeting 

(SST) and National and Local 

(NEP/LEP) Emphasis 

Programs targeted high 

hazard industries associated 

with fatalities.

OSHA will develop new 

NEPs and LEPs that aim to 

reduce fatalities in highhazard workplaces.

Result -- -- -- 7.90 8.50 -- --

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

United States Department of Labor – 59 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Decrease the general 

industry fatality rate, by 

focusing on the four 

leading causes of fatalities -

Annual Goal (falls, struckby, caught in/between, and 

electrocution).

Target -- -- -- -- 1.00 1.00 0.90 Enforcement Programs such as 

the Site Specific Targeting 

(SST) and National and Local 

(NEP/LEP) Emphasis 

Programs targeted high hazard 

industries associated with 

fatalities.

OSHA will develop new NEPs 

and LEPs that aim to reduce 

fatalities in high-hazard 

workplaces.

Result -- -- -- 1.00 1.00 -- --

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

Sources: OSHA Information System (OIS), the OSHA Integrated Management Information System (IMIS), and OWCP/OPM data.

Notes: The FY 2011 targets for all four hazard abatement measures changed from 600 (hearing loss in construction and manufacturing), 11,500 (illnesses in general industry and 

construction), 7000 (workplace amputations), and 460,000 (employees removed from workplace hazards through inspections) since publication of last year's report as a result of 

DOL Quarterly Operating Plan Review discussions by senior management. Both fatality measures changed from counts to rates per 100,000 workers.

Mine Safety and Health Administration 

In FY 2011, 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 12 percent, exceeding the target of 5 percent. In the year following the explosion at the Upper Big Branch Mine which 

took the lives of 29 miners in the worst coal mine disaster in four decades, the mining community achieved a near record low number of 

mining deaths. In the years ahead, MSHA remains committed to encouraging the development of a health and safety culture throughout the 

mining industry in which mine operators take ownership and responsibility for the health and safety of their miners. MSHA will continue to 

develop and implement improvements to make enforcement more effective. In 2011, 37 miners died in work-related accidents at the nation's 

mines. There were 21 coal mining and 16 metal/nonmetal mining fatalities last year, compared with 48 and 23, respectively, in 2010, making 2011 

the year with the second-lowest number of mining deaths since statistics were first recorded in 1910. Of the 37 fatalities reported, 12 occurred at 

surface coal mines, 11 at surface metal/nonmetal mines, nine at underground coal mines and five at underground metal/nonmetal mines. 

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 2012.
Strategic Goal 2

United States Department of Labor – 60 – FY 2011 Annual Performance Report

In FY 2012, MSHA will expand the Rules to Live By initiatives by implementing the ‘Rules to Live By III – Common Mining Deaths,’ which 

highlights eight coal and six metal and nonmetal standards cited as a result of at least five mining accidents and resulting in at least five fatalities 

during the 10-year period from January 1, 2001, to December 31, 2010. 

MSHA’s analysis of FY 2011 performance results led to several improvements in its FY 2012 metrics. New health goals allow for improved 

tracking of operators’ compliance with dust and noise standards in the coal and metal and nonmetal industries and are a better reflection of 

MSHA’s performance. MSHA exceeded its target for metal and nonmetal mines conducting their own silica dust surveys and noise evaluation for 

miners. Based on the quantitative analysis, MSHA determined that 26 percent of metal and nonmetal mines are conducting their own sampling, 

thereby exceeding the annual milestone goal by 53 percent.

MSHA met its FY 2011 target to reduce coal miner’s noise overexposures (2.72 percent above the citation level vs. the target of 2.99 percent). 

MSHA continued to work with National Institute for Occupation Safety and Health (NIOSH) to require the implementation of proven noise controls 

in areas where the Agency determined that miners were exposed to excessive noise concentrations. In FY 2012, this measure is changing to “Percent 

of coal mines surveyed for noise according to published inspection procedures.”

The FY 2011 respirable dust performance goal of 6.32 percent of Designated Occupation samples exceeding the applicable respirable dust standard 

was met with a result of 5.75 percent. MSHA continued its emphasis through the following: required mine operators to implement dust control 

parameters proven to be effective in controlling respirable dust; enhanced enforcement with emphasis on operator compliance with the approved dust 

control parameters at targeted mines by MSHA’s Special Dust Emphasis teams and by individual districts; trained enforcement personnel and 

meetings with mine operators on lessons learned from the special inspections conducted by the national Special Dust Emphasis Teams to stress the 

importance of maintaining dust control parameters on a daily basis, and worked with NIOSH to jointly evaluate the use of supplemental dust 

scrubbers as a means of respirable dust control in various mining systems. In FY 2012, this measure is changing to “Percent of coal mines surveyed 

for respirable dust in conjunction with regular mandated inspections.”

In FY 2011, MSHA completed inspections of all high-hazard potential impoundments and dams. MSHA believes that increased inspection activity if 

high-hazard potential impoundments and dams will reduce the risk to miners, the general public, and the environment as the result of an 

impoundment/dam failure. There were no significant releases in FY 2011. These efforts will continue in FY 2012.

 

MSHA’s regulatory agenda focuses on eliminating or reducing serious safety and health hazards. During FY 2011, MSHA published a Final Rule on 

‘Maintenance of Incombustible Content of Rock Dust in Underground Coal Mines’. Under the Final Rule, mine operators must maintain the 

incombustible content of combined coal dust, rock dust, and other dust at 80 percent or higher in underground areas of bituminous coal mines. In FY 

2012, MSHA will execute a regulatory strategy to reduce or eliminate safety and health hazards in mining and continue its aggressive regulatory 

agenda by working on two high-priority, comprehensive health standards to reduce miners’ exposure to coal mine dust and crystalline silica. 
Strategic Goal 2

United States Department of Labor – 61 – FY 2011 Annual Performance Report

MSHA engaged stakeholders to identify critical gaps in the mine emergency response capabilities in the industry and within MSHA. The 

experience at Upper Big Branch in FY 2010 indicated that much has been achieved since the passage of the Mine Improvement and New 

Emergency Response Act of 2006 (MINER Act), but much remains to be done. These efforts will continue in FY 2012.

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

inspections and other enforcement actions. In FY 2012, MSHA will publish a rule to revise the existing regulation for POV. MSHA determined that 

the existing regulation does 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 will simplify the existing POV criteria, improve consistency in 

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

and MSHA’s safety and health standards. 
Strategic Goal 2

United States Department of Labor – 62 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Five-year rolling average of 

fatal injuries per 200,000 

hours worked

Target -- -- Base 0.0171 0.0178 0.0156 TBD Rules to Live By initiatives, 

increased inspector presence, 

targeted enforcement 

activities, i.e. impact 

inspections.

Mine operators failed to 

comply with MSHA standards. 

Enforcement tools not 

adequate to address chronic 

violators.

Expand the Rules to Live By 

initiative, enhance the 

inspector training programs, 

and improve the Pattern of 

Violations process.

Result -- -- 0.0180 0.0187 0.0164 -- --

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

Percent of coal mines 

surveyed for noise 

according to published 

inspection procedures

Target -- -- -- -- -- 100.00% 100.00%

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

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

Percent of coal mines 

surveyed for respirable dust 

in conjunction with regular 

mandated inspections

Target -- -- -- -- -- 100.00% 100.00%

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

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

Percent of Metal and 

Nonmetal mines sampled 

for noise according to 

published inspection 

procedures

Target -- -- -- -- -- 20.00% 20.00%

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

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

Percent of Metal and 

Nonmetal mines 

conducting their own noise, 

dust, gas, mist, and fume 

surveys

Target -- -- -- -- 17.00% 34.00% 51.00% Developed clear policies and 

procedures for performancebased standards, i.e. 30 CFR 

Part 56/57.5002. Provided 

additional training for 

inspectors. Conducted 

outreach activities. 

Some standards do not require 

operators to conduct sampling; 

therefore conducting sampling 

is a best practice and not a 

requirement.

Development of performance 

goals that allow MSHA to 

evaluate its performance

instead of the industry.

Result -- -- -- -- 26.00% -- --

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

Sources: Injury data - Mine operators' and non-exempt contractors' Mine Accident, Injury, and Employment reports and MSHA's Standardized Information System. Noise data -

MSHA Form 2000-84 and MSHA's Standardized Information System.

Notes: MSHA’s fatality rate target for FY 2013 requires the FY 2012 result because it is calculated using the five prior years. The measure “Percent of Metal and Nonmetal 

mines conducting their own noise, dust, gas, mist, and fume surveys” changed in FY 2011 from “Percent of Metal and Nonmetal Mines conducting their own silica dust surveys 

and noise evaluations for miners,” but this did not change the target or result. Three new noise and dust survey measures replaced the two exposure measures.

Wage and Hour Division

During FY 2011, WHD investigators completed the field work in 157 investigations of employers utilizing the H-2A immigration program in order 

to establish a baseline. While the investigations were primarily conducted to determine the level of compliance with H-2A, compliance with the Fair 

Labor Standards Act (FLSA), the Migrant Seasonal Protection Act (MSPA) and the Field Sanitation standards of the Occupational Safety and Health 
Strategic Goal 2

United States Department of Labor – 63 – FY 2011 Annual Performance Report

Act (OSHA/FS) was also addressed. Preliminary analysis found that 40 out of 157 employers are in compliance, resulting in a compliance rate of 

25.5 percent. WHD’s compliance strategies will center on identifying crops, geographic locations, and employer types, i.e., growers or contractors 

that are most likely to be in violation.

WHD - Ensure basic safety and health protections for young workers and farmworkers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent H-2A employers in 

compliance with applicable 

statutes

Target -- -- -- Base -- 30.00% TBD WHD undertook a 

concentrated effort to conduct 

non-complaint investigations 

of H-2A certified employers to 

determine the level of 

compliance with all provisions 

of applicable law.

Impact of investigations was 

reduced by prior year data 

(some employers no longer 

used H-2A workers) and the 

sample was skewed towards 

employers requesting a small 

number of workers.

Plans for FY 2012 are to 

provide a stratified sample 

earlier in the fiscal year to 

allow investigation to occur 

when workers will most likely 

be in the field.

Result -- -- -- 21.00% 25.50% -- --

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

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

Notes:

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

OSHA – “Evaluating the Impact of OSHA’s Enforcement Interventions, Evaluation Design Report,” December 20, 2010 (Impaq International)

Relevance: The evaluation will assess the impact of OSHA’s Site Specific Targeting (SST) Program on employer compliance with workplace safety and health standards.

Findings and Recommendations: 

• The Evaluation Design Report provided OSHA with three options for implementing an 

evaluation of the SST program.

Next Steps: 

• OSHA is continuing to work with the Department on this evaluation.

Additional Information: The report is available at: http://www.dol.gov/asp/evaluation/AllStudies.htm

MSHA – “MSHA Must More Consistently Determine the Number of Required Inspections and More Transparently Report Inspection Results for Metal and 

Nonmetal Mines,” September 2011 (Office of Inspector General)

Relevance: More clear and complete reporting will help ensure that regular safety and health inspections are completed in a timely manner.

Findings and Recommendations: 

• Metal and Nonmetal Safety and Health ( MNM) did not issue clear, objective criteria for 

determining a mine’s status. MNM business rules allowed an “attempted inspection” to 

Next Steps: 

• MNM will finalize a plan for determining mine status classification based 

on objective criteria as well as develop a report (Mine Status Review 
Strategic Goal 2

United States Department of Labor – 64 – FY 2011 Annual Performance Report

eliminate the requirement to complete a regular safety and health inspection at 732 mines 

that reported mining activity. MNM often counted inspections in its computation of the 

inspection completion rate before they received supervisory review.

• MNM should design objective criteria for assigning a mine status; implement procedures 

to assure that information on all new mines is communicated to the responsible field 

office; examine and implement ways to increase the probability that inspectors will arrive 

for regular safety and health inspections on days that a mine is operational; more 

completely report the actual results of its efforts to conduct regular safety and health 

inspections; and require supervisors to document their review and acceptance of each 

regular safety and health inspection report before it is included in MNM computation of 

its inspection completion rate.

Report) that identifies mine status using these objective criteria. 

• In the future, MNM will report the number of completed inspections and the 

number of attempted inspections to present more transparently the 

inspection completion rate.

Additional Information: The report (No. 05-11-004-06-001) is available at: http://www.oig.dol.gov/public/reports/oa/2011/05-11-004-06-001.pdf.
United States Department of Labor – 65 – FY 2011 Annual Performance Report

Strategic Goal 3: Assure fair and high quality work-life environments

Outcome Goal 3.1―Break down barriers to fair and diverse workplaces so that every worker’s

contribution is respected.

Analysis and Future Plans

Office of Federal Contractor Compliance Programs (OFCCP)

FY 2011 was a period of transition for OFCCP, which included the development of new performance indicators to reflect the compliance rate and the 

impact OFCCP has on the contractor community. This is a challenging task given that the federal contractor community is dynamic, with employers 

entering and leaving daily. In addition, there is no one repository that lists all entities involved in federal contract work. However, OFCCP is 

undertaking the implementation of statistical techniques to build a foundation for measuring its performance. 

OFCCP initiated a study in the first quarter or FY 2011 to measure compliance rates for the entire contractor population. This study will produce 

three compliance measures for federal contractors: (1) overall compliance rate, (2) discrimination rate and (3) technical violation rate. Given the time 

needed to complete compliance evaluations, OFCCP will complete the compliance evaluations associated with this study in FY 2013 and will set 

baseline targets for use in FY 2014.

To accomplish the goals and improve the compliance rate of contractors, OFCCP has engaged in several initiatives centered on regulatory reform, 

training, and outreach.

Regulatory Reform: An effective enforcement program begins with clear regulatory language that sets forth the requirements a federal contractor 

must take to ensure a diverse workforce free from discriminatory practices. In FY 2011, OFCCP continued to implement an aggressive regulatory 

program to evaluate, revise, and strengthen its regulations. In addition, OFCCP revised its Federal Contract Compliance Manual that provides 

guidance to both OFCCP staff and contractors on how to evaluate their affirmative action programs. Combined, both initiatives are helping OFCCP 

in detecting and reducing workplace discrimination.
Strategic Goal 3

United States Department of Labor – 66 – FY 2011 Annual Performance Report

Training: In FY 2011, OFCCP continued its revitalization of the Training Academy and to improve the quality of its compliance audits and ensure 

consistent evaluations. In FY 2011, OFCCP developed and implemented the intermediate and advanced level curriculum. In FY 2012, OFCCP will 

also partner with EEOC and DOJ to provide joint training.

Outreach: The FY 2011 production measures included the reporting of compliance assistance hours and events. These measures reflect the enormous 

effort OFCCP will undertake to break down barriers to fair and diverse workplaces by educating workers about their rights.

In FY 2011, OFCCP continued to reach out to community groups, workers and their advocates. As a part of this outreach, OFCCP developed tools 

for employees of federal contractors so there is a better understanding of rights and responsibilities. In FY 2012, OFCCP will continue to report its 

outreach activities, with a greater proportion of events focused on community and worker groups. 

Going forward in FY 2012, OFCCP will effectively support the Presidential and Department priorities of ensuring fair and high quality work life 

environments through its regulatory reform, outreach, and enhanced enforcement activities.

OFCCP - Ensure diversity and fairness in federal contractor workplaces

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Overall compliance rate of 

federal contractors

Target -- -- -- -- -- -- Base

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

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

Discrimination rate of 

federal contractors

Target -- -- -- -- -- -- Base

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

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

Technical violation rate of 

federal contractors

Target -- -- -- -- -- -- Base

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

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

Sources: OFCCP Case Management System

Notes: The FY 2011 targets to collect baseline data for compliance and discrimination rate measures were moved to FY 2013 since publication of the FY 2012 APR as a result of 

DOL Quarterly Operating Plan Review discussions by senior management. Wording also changed for all three measures but this did not change their definitions.
Strategic Goal 3

United States Department of Labor – 67 – FY 2011 Annual Performance Report

Office of Disability Employment Policy (ODEP)

ODEP will continue its Add Us In initiative, designed to develop policy and strategies to increase employment of all individuals with disabilities by 

small businesses, particularly those owned or operated by African-Americans; Asian-Americans; Latino or Hispanic Americans; members of 

federally recognized tribes and Native Americans; lesbian, gay, bisexual and transgender individuals; women; and people with disabilities. In 

addition, ODEP will continue prior work with BLS and the Census Bureau to develop and implement a Current Population Survey disability 

supplement, which will provide relevant disability statistics.

Program Evaluations

There were no relevant independent evaluations completed in FY 2011.
Strategic Goal 3

United States Department of Labor – 68 – FY 2011 Annual Performance Report

Outcome Goal 3.2―Provide workplace flexibility for family and personal care-giving.

Analysis and Future Plans

Wage and Hour Division

In FY 2011, WHD conducted a customer satisfaction survey of FMLA complainants to determine their level of satisfactions with the services that the 

agency has provided to them in response to their concerns. Every individual who filed a FMLA complaint against their employer in FY 2010 was 

sent a survey form, and the survey received a response rate of 20.67 percent. WHD is analyzing the results of the survey. This survey will inform 

efforts to reinvigorate FMLA enforcement strategy.

WHD - Promote flexible workplace policies through enforcement of the Family Medical Leave Act (FMLA)

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of FMLA 

complainants who are 

"satisfied" or "very 

satisfied" with WHD's 

services

Target -- -- -- Base -- -- -- WHD is undertaking an effort 

to analyze its customer service 

in FMLA enforcement

The results from the survey 

show a satisfaction rate that is 

low.

Plans for FY 2012 are to use 

the results of the survey to 

reengineer its enforcement 

approach to FMLA. 

Result -- -- -- -- 37.85% -- --

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

Sources:

Notes:

Office of Disability Employment Policy (ODEP)

ODEP will partner with the Women’s Bureau in FY 2012 to sponsor research on workplace flexibility practices across industries and geographic 

sectors regarding the issues, justification, and recommendations on the positive effects of workplace flexibility and telework on the environment, 

government efficiency, and work-family balance – that address the needs of all employers and workers, but especially those with complex needs.

Women’s Bureau

In FY 2011, as part of the Department of Labor’s ongoing efforts with the White House Council on Women and Girls, the Bureau hosted a total of 

thirteen National and regional Dialogues on Workplace Flexibility. Through these Dialogues, the Bureau forged collaborations with employees, 
Strategic Goal 3

United States Department of Labor – 69 – FY 2011 Annual Performance Report

employers, policy makers, unions, advocates, and researchers to expand work-life activities, promote promising practices, share stories of success, 

and gather information that will be used to inform policy and encourage implementation of workplace flexibility options. The Bureau also hosted a

Workplace Flexibility Roundtable Forum in collaboration with ODEP entitled “Advancing Workplace Flexibility Policy and Practices.” 

In FY 2012, the Bureau will build on the lessons learned from its National Dialogue on Workplace Flexibility. The Bureau will work with sister 

DOL agencies, employers, advocacy organizations, and other stakeholders to disseminate promising practices and provide education regarding 

policies that impact vulnerable workers. For example, the Bureau will collaborate with the Office of Disability Employment Policy (ODEP) to 

disseminate a tool kit for workers with complex employment needs. The Bureau will produce a report that will analyze research, key findings and 

challenges in implementing workplace flexibility policies and practices. 

In FY 2011, the Bureau worked with the Bureau of Labor Statistics (BLS), the Chief Economist, and the Office of the Assistant Secretary for Policy 

to design and implement a supplemental module to the American Time Use Survey (ATUS). The supplement is designed to measure workers’ use 

and access to leave. Results will be available in FY 2012, contingent on the completion of a reimbursable agreement. 

Program Evaluations

There were no relevant independent evaluations completed in FY 2011.
Strategic Goal 3

United States Department of Labor – 70 – FY 2011 Annual Performance Report

Outcome Goal 3.3―Ensure worker voice in the workplace

Analysis and Future Plans

Office of Labor-Management Standards

In FY 2011, OLMS exceeded five of its six performance goals. Although failing to meet or exceed one goal, OLMS did improve its performance for this 

goal. After setting baseline goals for three new measures in FY 2010, OLMS began developing strategies for meeting these new goals while continuing to 

fine-tune and improve strategies for exceeding the other three existing goals. The new goals endeavor to increase public disclosure reporting of employerconsultant agreements to persuade employees concerning their collective bargaining rights, decrease the number of chronically delinquent filers of labor 

organization financial reports, and improve customer satisfaction with the OLMS web site. 

In FY 2008, OLMS established baselines and targets for its three prior three 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. Each of these measures and goals were 

established to promote both OLMS effectiveness and efficiency and to increase union financial integrity and democracy and labor-management 

transparency. These are major tenets of the Secretary’s goal to Ensure Worker Voice in the Workplace.

The increased complexity of union financial transactions continues to be a major challenge. By identifying anomalies in union financial reports and using

other targeting measures, OLMS strives to more effectively identify unions where criminal activity may be present. As noted, OLMS has become more 

successful in this area, exceeding its related performance goal for three years straight – culminating with a “fallout” rate of 14.90 percent in FY 2011. 

Fallouts occur when OLMS performs compliance audits of unions that result in the finding that a criminal act may have taken place, and as a result, a 

criminal investigation is opened. By increasing the fallout rate, OLMS is able to use its resources more efficiently, thus freeing these resources for other 

priority tasks. One means of continuing this improvement is the establishment of a work group that will investigate whether there are identifiable “red 

flags” that may indicate where a criminal act has likely taken place. By instituting a system of identifying these red flags and then targeting audits at those 

unions with these red flags, 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 also invested in the use of new technology to facilitate the electronic filing of union financial reports. During FY 2010, OLMS implemented a 

new, web-based system for the electronic filing of LM-2 union annual reports, which ameliorates barriers to electronic filing that have been identified by 

OLMS stakeholders. In FY 2011, OLMS implemented a similar system for its LM-3 and LM-4 union filers. However, delays in rolling out phase II of the 

project meant that many unions could not take advantage of the new system, and as a result, OLMS did not meet its goal of 24.5 percent of forms filed 

electronically. However, 21.4 percent of forms were filed electronically, an improvement over FY 2010, when 18.5 percent of forms were electronic. With 
Strategic Goal 3

United States Department of Labor – 71 – FY 2011 Annual Performance Report

phase II in place, OLMS will concentrate on continued outreach to unions, especially through the OLMS Voluntary Compliance Program. By coupling 

training in electronic filing with an awareness program, OLMS believes that its goal of 30.5 percent of all files submitted electronically is reachable. 

OLMS also established a goal in FY 2008 to decrease the number of elapsed days to resolve union officer election complaints. In passing the LaborManagement Reporting and Disclosure Act in 1959, Congress established a 60-day deadline for court filing of an election complaint. An analysis of data 

indicated that in these cases waivers of the 60-day limit were increasing, extending the average elapsed time to 92 days. Waivers of the 60-day filing 

deadline are sometimes necessary to accommodate settlement discussions between OLMS and the union and for other valid reasons. However, quicker 

resolution of election complaints ensures quicker restoration of democratic voice and a democratically operated union and, because of this, in FY 2008, 

OLMS created a performance measure tracking elapsed days, with 92 elapsed days as the baseline. In subsequent fiscal years (2009, 2010 and 2011), 

OLMS exceeded its goals for this measure and continues to examine new methods for reducing its elapsed days further. A new team-based approach for 

handling election cases has proven successful and will continue to be implemented throughout OLMS during FY 2012. OLMS had also successfully 

accelerated early Office of the Solicitor involvement in cases that may result in litigation and will continue to work with the Solicitor’s Office to fine-tune 

this program.

For its three recently implemented goals, 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, and increase its web site satisfaction index score. Baselines for these measures were 

established in FY 2010 and as such, FY 2011 is the first year comparative results are being reported. For all three measures, OLMS exceeded its goals.

In FY 2010, OLMS determined there were 2,070 chronically delinquent filers. A chronically delinquent filer is a union that has not filed a required 

financial report on time each of the past 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 2011, OLMS established a goal of 1,970 chronically delinquent filers – a 

five percent reduction. OLMS exceeded this goal, ending the year with 1,835 chronically delinquent filers. For FY 2012, OLMS will expand its efforts to 

reduce this number by identifying, in a more timely manner, those unions that were reported as chronically delinquent in FY 2011, and, in addition, those 

unions that have been delinquent the past two filings (this latter set of unions, while not chronically delinquent now, would be considered chronically 

delinquent if their next submission is not timely – as such, this group could be considered “at-risk”). These “at-risk” unions will be targeted in FY 2012 for 

offers of compliance assistance in an effort to avoid another untimely filing. Similar assistance will be offered to existing chronically delinquent filers in an 

effort to obtain a timely filing, thus reducing the number of these delinquent filers.

A second recent measure initiated is the attempt to increase the number of LM-10 and LM-20 persuader reports. 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 – efforts to obtain these reports generated 692 

reports, many of which were submitted for prior years. For FY 2012, OLMS has a goal of 615 reports. One major effort under this initiative is to match 

reports – since both the company and the persuader are required to file a report for the same set of services, when only one entity files the report, OLMS 
Strategic Goal 3

United States Department of Labor – 72 – FY 2011 Annual Performance Report

contacts the other entity to request submission of the corresponding report. This effort has been successful and will continue into FY 2012 and beyond.

The final measure is the 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 of 59 in FY 2011. This goal was exceeded as the OLMS customer satisfaction index score in FY 2011 was 61. OLMS will continue to analyze 

the customer satisfaction surveys to identify areas where improvements to the web site can be implemented. These improvements would normally be 

expected to continue to increase the customer satisfaction score.
Strategic Goal 3

United States Department of Labor – 73 – FY 2011 Annual Performance Report

OLMS - Ensure union financial integrity, democracy, and transparency

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Number of "persuader" 

LM-10 and LM-20 reports 

received

Target -- -- -- Base 545.0 615.0 615.0 In 2011, OLMS was able to 

manually identify, through a 

cross-match program, a 

significant number of 

persuaders that had not filed 

required LM-10 or LM-20 

reports and an outreach 

program established.

A planned upgrade to the 

OLMS e.LORS system was 

postponed. This upgrade 

would have automated the 

cross-match program, 

providing additional efficiency 

in identifying missing reports.

OLMS will continue to 

undertake its manual crossmatch program and examine 

additional means of identifying 

persuaders who may not have 

filed required reports.

Result -- -- -- 474.0 -- -- --

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

Percent of disclosure 

reports filed electronically

Target -- -- Base 18.50% 24.50% 30.50% 34.50% In April, 2011, OLMS rolled 

out Phase II of its Electronic 

Filing System. The system 

had an immediate impact -

significantly increasing the 

percentage of electronically 

filed LM-3 and LM-4 reports.

The implementation of Phase 

II of the OLMS Electronic 

Filing System was delayed, 

resulting in fewer electronic 

filers among smaller unions 

than planned.

Phase II will be coupled with 

the outreach program existing 

in the Voluntary Compliance 

Program, together they are 

expected to increase the 

number and percentage of 

electronic filers.

Result -- -- 17.40% 20.60% 21.40% -- --

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

Average number of days to 

resolve union officer 

election complaints

Target -- Base 88.0 84.0 80.0 78.0 76.0 OLMS continued to coordinate 

with the Solicitor's office, 

allowing for earlier 

intervention. Where used, the 

team approach to election case 

was continued, resulting in 

more expeditious case 

handling.

The significantly increased 

number of election cases 

resulted in staff time pressures 

that reduced the use of teams.

District offices will increase 

the use of a team approach to 

investigate election cases and 

the national office will further 

accelerate Office of the 

Solicitor involvement to 

resolve cases sooner.

Result -- 92.0 70.0 81.0 79.0 -- --

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

Percent of targeted audits 

that result in a criminal 

case

Target -- Base 12.00% 12.50% 13.00% 13.50% 14.00% OLMS has implemented a 

program through which 

District Offices can share best 

practices for targeting. A new 

case predicate tracking system 

allows for more structured 

analysis of targeting data.

OLMS has not been able to 

fully measure how various 

target measures interact in 

terms of their ability to more 

fully identify cases where 

fraud or embezzlement have 

occurred.

OLMS will continue to share 

best practice targeting methods 

and has implemented a 

Working Group that will 

analyze data on fallouts to 

provide a more rigorous 

methodology for targeting 

audits.

Result -- 11.50% 12.10% 14.60% 14.90% -- --

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

Customer satisfaction score 

for OLMS Web site users

Target -- -- -- Base 59.0 60.0 61.0 OLMS continued to monitor 

satisfaction with its Union 

Reporting web site and intends 

to roll out the satisfaction 

survey to all sections of the 

web site. OLMS also 

implemented a new search 

tutorial.

Search and navigation 

continued to be areas of 

dissatisfaction.

OLMS has identified search 

and navigation issues as main 

aspects of customer 

dissatisfaction, and will 

continue to make changes to 

improve these areas of the web 

site, resources permitting.

Result -- -- -- 58.0 61.0 -- --

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

United States Department of Labor – 74 – FY 2011 Annual Performance Report

OLMS - Ensure union financial integrity, democracy, and transparency

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Number of chronically 

delinquent filers of labor 

organization financial 

reports

Target -- -- -- Base 1,970.0 1,870.0 1,770.0 OLMS identified past 

chronically delinquent unions, 

targeting these unions for early 

intervention.

OLMS will continue its strong 

outreach program through its 

Voluntary Compliance 

Agreement program. OLMS 

has identified potentially 

delinquent unions to offer 

compliance assistance.

Result -- -- -- 2,070.0 1,835.0 -- --

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

Sources: Data for Performance Indicators measuring "Persuader" reports, electronically filed reports, days elapsed for election cases, targeted audits resulting in criminal cases, 

and chronically delinquent files are stored in and retrieved from the electronic Labor Organizations Reporting System (e.LORS).

Data for the OLMS Website Customer Satisfaction performance indicator is collected and reported under a contract with ForeSee, Inc.

Notes: The e.LORS database is a robust and mature database that provides data in a timely and verifiable manner, allowing OLMS to access data and information on an asneeded basis. ForeSee is a nationally recognized company providing website customer satisfaction data to a number of Federal agencies.

Mine Safety and Health Administration

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 147 discrimination case investigations in FY 2011, completing 119 cases (81 percent) within 60 days. 

MSHA resolved 59 temporary reinstatement requests in FY 2011, completing 43 reviews (73 percent) within 20 days. Both targets (80 

percent and 70 percent, respectively) were reached.

Beginning in FY 2010, from October 2009 through June 2010, the Office of Assessments transmitted a weekly status report to MSHA’s field 

investigators and solicitors reporting on all active section 105(c) discrimination cases and provided alerts of cases approaching their scheduled 

completion due date. During the fourth quarter of the fiscal year, due to a shortage of staff, the weekly activity report was temporarily 

suspended. MSHA resumed the weekly reports during the second quarter of FY 2011. In addition, the Agency reviewed the Special 

Investigations program to determine if the current reporting structure, organizational location, and/or staffing levels of the Headquarters’ 

special investigations review functions should be changed. As a result of this review, in FY 2012 MSHA is implementing a reorganization 

that will centralize oversight of special enforcement and the development of key enforcement strategies within the new OAASEI. This 

establishes within a single program area the management of enhanced enforcement strategies, including discrimination complaint processing. 

With this level of support, MSHA expects the discrimination complaint investigations to be more timely and thorough.
Strategic Goal 3

United States Department of Labor – 75 – FY 2011 Annual Performance Report

In June 2011, MSHA released new web-based training tools to help miners better understand their rights and responsibilities under the Mine 

Act. Section 105(c) of the Mine Act prohibits discrimination against miners, applicants for employment and representatives of miners for 

exercising their statutory rights, especially those rights that concern safety or health activities, such as identifying hazards, requesting MSHA 

inspections or refusal to engage in unsafe work. The tools include: a compendium of online videos; the full text of ‘A Guide to Miners’ 

Rights and Responsibilities;’ links to additional information on miners’ rights; an electronic form for filing an anonymous hazard complaint; a 

discrimination complaint packet, and black lung benefits and resources.

MSHA is currently conducting an evaluation to develop a survey instrument to assess the degree to which miners are aware of their rights to 

indentify hazardous conditions, request an inspection by MSHA without fear of retaliation, and to select a co-worker or other as a representative of 

miners to represent them in health and safety matters with MSHA and the mine operator.

MSHA - Improve the timeliness of discrimination complaint investigations

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

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 -- -- Base 75.00% 80.00% 85.00% 85.00% Weekly status reports were 

distributed to the field 

investigators which provide

alerts of cases approaching 

their scheduled completion due 

dates.

Failure to distribute status 

reports during the fourth 

quarter of FY 2010 and the 

first quarter of FY 2011.

Establish a process to 

automate, produce and 

distribute a weekly 

standardized report to 

applicable MSHA and SOL 

personnel.

Result -- -- 68.00% 78.00% 81.00% -- --

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

Percent of investigations of 

miner requests for 

temporary reinstatements 

that are completed within 

20 days of receipt

Target -- -- Base 50.00% 70.00% 70.00% 70.00% Weekly status reports were 

distributed to the field 

investigators which provide 

alerts of cases approaching 

their scheduled completion due 

dates.

Failure to distribute status 

reports during the fourth 

quarter of FY 2010 and the 

first quarter of FY 2011.

Establish a process to 

automate, produce and 

distribute a weekly 

standardized report to 

applicable MSHA and SOL 

personnel.

Result -- -- 39.00% 78.00% 73.00% -- --

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

Sources: Discrimination Investigations are tracked in a stand-alone database (Privacy Act Systems of Records - DOL/MSHA-10) into which enforcement and Office of 

Assessments personnel record applicable discrimination investigation information (dates, milestones, outcomes etc). The system is located on a server on MSHA’s segment of 

the DOL network.

Notes: The reinstatement measure target for FY 2011 was revised (from 85.0% in the FY 2010 APR) based on a correction to the FY 2010 result.

Program Evaluations

There were no relevant independent evaluations completed in FY 2011.
United States Department of Labor – 76 – FY 2011 Annual Performance Report

Strategic Goal 4: Secure health benefits and, for those not working, provide income security

Outcome Goal 4.1―Facilitate return to work for workers experiencing workplace injuries or illnesses who are 

able to work.

Analysis and Future Plans

Office of Workers’ Compensation Programs (OWCP)

OWCP supports the Secretary of Labor’s vision of good jobs for everyone through the achievement of Strategic Outcome Goal 4.1 - Facilitate return 

to work for workers experiencing workplace injuries or illnesses who are able to work.

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. Achievement of this is measured by the Division of Federal 

Employees’ Compensation (DFEC) using two key indicators: disability duration, measured as lost production days (LPD), and the percentage of 

injured workers successfully returned to employment. 

DFEC uses contract nurses to initiate contact with claimants, employing agencies and medical providers during the Continuation of Pay (COP) 

period. The COP nurse advises injured workers and assesses their conditions; confirms return-to-work status; obtains a treatment plan from the 

treating physician; and then files a report with recommendations to DFEC claims staff. Often cases are referred on to a Field Nurse for additional 

services including securing authorization for medical treatment, coordination of physicians, and facilitation with employing agencies for return to 

work. DFEC uses its data and communications systems to improve information exchanges with employers and claimants. If claimants remain out of 

work for extended periods, DFEC continues regular monitoring to identify cases when medical conditions improve and provide vocational 

rehabilitation and job placement services as soon as it is feasible to do so. 

DFEC return to work efforts especially support Administration initiatives such as 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, DFEC is responsible for four. In FY 2011, the Government-wide target averages were:

• Reduce agency lost production day rates (per 100 employees) to 35.4 days;
Strategic Goal 4

United States Department of Labor – 77 – FY 2011 Annual Performance Report

• Increase the percent of FECA Disability Management cases returned to work within two years to 86.7 percent;

• Increase the percent of Notices of Injury filed by Federal employers within 14 days to 81 percent; and

• Increase the percent of Wage-loss Claims filed by Federal employers within 7 days to 60 percent. 

Achievement of these goals in FY 2011 was due to a combination of earlier identification and delivery of services to new injury cases, Disability 

Management process and coordination improvements, and effective use of the POWER initiative to focus Federal agencies on performance results. 

Reduce Government-wide Lost Production Day (LPD) rates – Under POWER, individual Executive Branch agencies are directed to reduce LPD 

rates (per 100 employees) by 1 percent per year through FY 2014. In FY 2011, the Government-wide average LPD rate was reduced to 33.8 days. In 

FY 2010, the result had been 34.6 days. To support achievement of POWER’s four-year LPD goals, DFEC established the POWER Return-to-Work 

(RTW) Council with the 14 largest Federal agencies as a forum to review performance results, share best practices, and set individual agency goals 

that will improve results.

Increase the share of Federal employees that return to work within two years of entering FECA’s Disability Management program –

POWER’s four-year target is to increase the overall share of cases that are returned to work by the 14 largest Executive Branch agencies to 92 

percent within two years of the cases’ start of management by DFEC. In FY 2011, 91.6 percent of the injured workers had been returned to work

within two years, an increase from the FY 2010 result of 89.7 percent. OWCP along with the Department of Labor’s Office of Disability 

Employment Policy (ODEP) is conducting a study in FY 2012 to identify disability hiring best practices used by Federal agencies and document the 

obstacles that restrict agency return to work efforts. Findings will be shared through the POWER RTW Council and more directly with agency 

workers’ compensation and human resources staff in a strengthened OWCP/ODEP technical assistance program. The feasibility of implementing 

best practice approaches or mitigating job placement obstacles will be tested as DFEC works with individual agencies on implementation.

Timely submission of Notices of Injury and Wage-Loss Claims – The ability of DFEC 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 

DFEC to begin claims adjudication and payment processing sooner. For these reasons, POWER includes two additional goals to improve timely 

submission. In FY 2011, Federal agencies filed 83.4 percent of Notices of Injury within 14 days. Agencies also filed 68.5 percent of wage-loss 

claims within 7 days. Both results exceeded the established targets. Fourteen agencies are using Electronic Data Interchange (EDI) systems to report 

injuries electronically. Most of these agencies made immediate significant gains in timeliness subsequent to adoption of EDI. To expand electronic 

filing capability to all agencies, DFEC is developing a web-based capability (ECOMP) that will extend the electronic submission capability to all 

employing agencies and further cut the time of delivery. 
Strategic Goal 4

United States Department of Labor – 78 – FY 2011 Annual Performance Report

OWCP - Assist in the recovery and re-employment of injured workers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Government-wide LPD rate 

in non-Postal government 

agencies

Target 49.00 48.50 42.00 35.40 35.40 35.10 34.70 Successful early case 

intervention by OWCP and 

employers' dedicated focus on 

achieving Administration goals 

to assist and reemploy their 

injured workers.

Certain Federal agencies' 

missions tend to make work 

more hazardous and 

reemployment opportunities 

less readily available; 

organizational characteristics 

also restrict return to work 

opportunities.

Use the POWER Return-toWork Council of the 14 largest 

Federal agencies to review 

performance results, share best 

practices, and set individual 

agency strategies and targets 

that will improve results.

Result 46.30 41.30 35.80 34.60 33.80 -- --

Status Y Y Y Y Y -- --

Percent of injured federal 

workers coming under 

FECA Disability 

Management that are 

reemployed by (non-Postal) 

federal agencies

Target -- -- -- 86.90% 86.70% 88.40% 90.20% Early intervention and nurse 

return to work assistance and 

Federal employers' dedication 

to reemploying their injured 

workers.

Certain Federal agencies' 

missions tend to make work 

more hazardous and 

reemployment opportunities 

less readily available; 

organizational characteristics 

also restrict return to work 

opportunities.

Provide agencies with more 

precise case tracking reports; 

identify and mitigate obstacles 

preventing reemployment; and 

test new strategies for 

increasing return to work rates.

Result -- -- -- 89.70% 91.60% -- --

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

Sources: Integrated Federal Employees’ Compensation System (iFECS), individual Federal agencies' payroll systems, and Office of Personnel Management Employment and 

Trends reports

Notes:

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

OWCP – “Federal Employees’ Compensation Act (FECA) Program Impact Evaluation,” March 2011 (SRA International, Inc.)

Relevance: This was an evaluation of the effectiveness of the FECA program to achieve positive case management outcomes through its Disability Management (DM) activity 

using the Logic Model developed during a 2009 study performed by SRA, International Inc., and assessment of the impact of recommendations from prior studies that have already 

been implemented. Knowledge gained from the evaluation would:

• Better inform the disability management program overall, and lead to improvements in early case intervention and vocational rehabilitation strategies and expedited 

procedures;

• Assist the FECA program to improve the timeliness and quality of information sharing between FECA and Federal agency employers; 

• Enable FECA to better assist in individual cases;

• Assist the FECA program to improve performance measurement, achieve program goals, and improve analysis and presentation of results; 

• Better inform FECA program resource allocation decisions.
Strategic Goal 4

United States Department of Labor – 79 – FY 2011 Annual Performance Report

Findings and Recommendations: 

The FECA program should:

• Have nurses intervene earlier in the Continuation-of-Pay period

• Have nurses intervene earlier in the Continuation-of-Pay period

• Standardize the Field Nurse role but allow more flexible timing

• Revise the Staff Nurse role

• Utilize earlier, task-based Vocational Rehabilitation (VR) services

• Revise Rehabilitation Specialist role

• Clarify impact of Privacy laws on FECA communication processes

• Establish a nationwide procurement for Second Opinion and Independent Medical 

examinations

Next Steps: 

DFEC has updated four Procedure Manual (PM) chapters pertaining to Disability 

Management:

• PM Chapter 2-600, Disability Management, provides an overview of the 

entire process from beginning to end. It stresses early and recurring 

intervention, and also outlines the procedures for dual assignment of both an 

OWCP Field Nurse and Rehabilitation Counselor. 

• PM Chapter 2-811, Nurse Case Management, now outlines DFEC’s updated 

vision for nurse intervention as part of effective disability management and 

discuses the role of the Staff Nurse. Specifically, this chapter codifies 

DFEC’s new focus on earlier intervention by both the COP Nurse and the 

Field Nurse, and it outlines the Program’s shift from strict length of 

assignment guidelines for nurses and instead focuses on case specific decision 

making.

• PM Chapter 2-813, Vocational Rehabilitation Services, now provides a 

discussion of the Rehabilitation Specialist’s role, a thorough discussion of the 

various phases and outcomes for rehabilitation, and procedures for earlier 

task-based vocational rehabilitation assignments.

• PM Chapter 2-601, Disability Management Tracking, now provides an 

overview of the goals and coding associated with the entire Disability 

Management process and stresses the importance of consistent and accurate 

coding for proper analysis and measurement of actions taken.

Future actions:

• Completion of a web-based application that will enable electronic submission 

of claims documents by employing agencies and injured workers making the 

claims data immediately available to DFEC claims staff; and refinement of 

the interactive voice response (IVR) communications system to provide 

claimants with greater access to OWCP claims staff to answer questions as 

well offer self-help features that provide timely case status information.

• Elevation of Vocational Rehabilitation through upgrade of the qualifications, 

skills, and capabilities of DFEC VR Specialists and establishment of a 

centralized national coordinator of the VR activity.

Additional Information: To request a copy of the report, contact U.S. Department of Labor, Center for Performance Planning and Review, Room S-3317, 200 Constitution Ave., 

N.W., Washington, D.C. 20210 or telephone 202-693-7120.

OWCP – “Special Report Relating to the Federal Employees’ Compensation Act Special Benefit Fund,” October 2010 (OIG)

Relevance: The OIG contracted with an independent certified public accounting firm to prepare the report on the Fund as of and for the year ended September 30, 2010.
Strategic Goal 4

United States Department of Labor – 80 – FY 2011 Annual Performance Report

Findings and Recommendations: 

• OIG concluded that DOL’s Schedule as of and for the year ended September 30, 2010, is 

presented fairly, in all material respects, in conformity with U.S. generally accepted 

accounting principles.

• In prior year audits, deficiencies were noted in the internal control over financial reporting 

related to the preparation of the FECA Schedule of Actuarial Liability, Net IntraGovernmental Accounts Receivable, and Benefit Expense (the Schedule) as prepared by 

the Employment Standards Administration, Office of Management, Administration and 

Planning (ESA/OMAP) that resulted in a number of errors in the draft Schedule that were 

later corrected by management.

• During the FY 2010 audit, it was noted that the Office of Workers’ Compensation 

Programs (OWCP) management had not established formalized policies and procedures 

that would provide those responsible for preparing and reviewing the Schedule with 

detailed guidance to facilitate the timely preparation and review of the Schedule and 

mitigate the risk of misstatements in the future. It was also noted that OWCP had not 

established and implemented policies and procedures to prepare and review the Schedule 

quarterly instead of just at fiscal year end to help ensure that the Schedule is prepared 

accurately and timely at fiscal year end.

Next Steps: 

• Management agreed to formalize written policies and procedures for 

preparation and review of the schedules, and completed this action during the 

second quarter of FY 2011. Management also prepared the quarterly trial 

schedules for each of the first three quarters of FY 2011 once the procedures 

were formally established.

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2011/22-11-001-04-431.pdf
Strategic Goal 4

United States Department of Labor – 81 – FY 2011 Annual Performance Report

Outcome Goal 4.2―Ensure income support when work is impossible or unavailable.

Analysis and Future Plans

Office of Workers’ Compensation Programs (OWCP)

OWCP effectively supports Strategic Outcome Goal 4.2 by promptly and accurately processing claims to determine entitlement and establish liability 

for payment, and timely delivering benefits, thereby shortening the duration of income interruptions.

Increase the timeliness of First Reports of Injury and First Payment of Compensation – The Division of Longshore and Harbor Workers’ 

Compensation met three of its four FY 2011 targets for performance indicators which measure the timeliness of Defense Base Act (DBA) case 

actions by employers and insurance carriers. Injury report timeliness in FY 2011 for DBA cases was 79 percent within 30 days against a goal of 75 

percent. First payment timeliness in FY 2011 for DBA cases was 56 percent within 30 days against a goal of 58 percent within 30 days. Injury 

report timeliness in FY 2011 for non-DBA cases was 79 percent within 30 days against a goal of 78 percent. First payment timeliness in FY 2011 for 

non-DBA cases was 85 percent within 30 days against a goal of 83 percent. 

The complexity and growing number of DBA cases remain challenging for the Longshore program. Even with the drawdown of military operations 

in Iraq, the DBA caseload is expected to remain high as a result of increased contracting efforts to replace military operations. Because of overseas’ 

communications, geographic, and other limitations, DBA claims typically entail lengthy and more resource-intensive development time on the part of 

employer/carriers. Longshore will leverage the influence gained with employers and carriers during FY 2011 to continue to improve performance. 

Program actions include communication of its expectations and employer/carrier responsibilities under the Law; and publication of employers/carrier 

performance against the key measures of timely injury notices and first payment of benefits. 

In an effort to continue improvement in timely processing of compensation cases and quality case work, the program adopted two new performance 

goals aimed at facilitating the prompt delivery of benefits to injured workers and their families. The new measures will track performance for 

informal dispute resolution timeliness at the district office level for both non-DBA and DBA cases. These measures will more accurately reflect 

district office dispute resolution effectiveness and productivity and allow the program to use internal performance strategies to impact performance. 

Improved timeliness in district office resolution will result in more prompt benefit delivery with a direct and positive impact on the program’s 

mission to provide income support.

Timely Adjudication in EEOICPA Claims – The Division of Energy Employees Occupational Illness Compensation (DEEOIC) continues to 

provide timely claims adjudication and benefit delivery. In FY 2011, the Energy program reached its initial processing performance targets for 

average days under Part B with a result of 91 days against a target of 110 days, and for Part E with an average of 99 days against a target of 145 days. 
Strategic Goal 4

United States Department of Labor – 82 – FY 2011 Annual Performance Report

The goal for Final Decisions was achieved with a result of 94.6 percent against a target of 92 percent. In FY 2011, DEEOIC established baselines 

and targets for four new goals in FY 2012 to measure the overall time to make claims decisions, from intake to final decisions. The new goals 

combine Part B and Part E results and account for the various actions a case may require, including dose reconstruction or oral hearing. These 

measures will provide a more transparent view of the claims process, including time spent in case development outside of DEEOIC at NIOSH.

Several initiatives during FY 2012 are aimed at further reducing processing times in DEEOIC. The Energy Compensation System (ECS) is being 

deployed in the beginning of the year resulting in a major change in DEEOIC’s systems and the way the program will manage cases technologically. 

A new District Medical Consultant/Second opinion contract will change the way case referrals are made from the district and Final Adjudication 

Branch (FAB) offices – a significant portion of the program’s development process. Deployment of a new electronic method of sharing information 

with the Department of Energy (DOE) for verification of employment and other records will also improve program timeliness.

Black Lung Claims Decision Timeliness – The Black Lung Program met its claims processing goal of reducing the average time to render a 

Preliminary Decision and Order. Against a target of 250 days, results were 238 days. The target was established at the beginning of FY 2011 in 

anticipation of the increased workload associated with volumes of claims the program has received and is receiving due to provisions in the Patient 

Protection and Affordable Care Act (PPACA) that enhanced claimants’ eligibility. The performance trend from the beginning to the end of the year 

supports the program’s assertion that the average time to render proposed decisions and orders would increase during FY 2011 as evidenced by 

quarterly results increasing from 214 days in the first quarter to 257 days in the fourth quarter. New claims filings dropped by 17 percent between 

the third quarter of FY 2011 and the first quarter of FY 2012. Based on the program’s experience with fluctuations in workloads caused by previous 

changes in law or regulations, the decrease in claims filings indicates that incoming workloads are following the historical trend and it is anticipated 

that filings will decline slowly during FY 2012 and into FY 2013 as claims filings gradually return to pre-PPACA levels. Consequently, the Black 

Lung program has adjusted the performance target to 240 days in FY 2012 and reduces it further to 228 days in FY 2013. In order to reach these 

targets and reduce the impact of income loss suffered by disabled coal miners, the program will employ strategies to reduce the time necessary for 

development of medical evidence associated with the claim. Program data shows that 61% of the overall average claims processing time involves the 

time required to complete the activities involved with the development of medical evidence for claims. These activities include: authorization of 

medical testing, medical examinations, evaluation of medical reports, follow-up work with physicians, and re-testing (if necessary). Reducing the 

amount of time necessary to complete these activities will contribute to shorter overall average claims processing time. To monitor the timeliness of 

these activities, in FY 2012, the program will establish a baseline to measure the average amount of time necessary to complete development of 

medical evidence involved with claims.
Strategic Goal 4

United States Department of Labor – 83 – FY 2011 Annual Performance Report

OWCP - Reduce the consequences of work-related injuries

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Average number of days to 

process Black Lung claims

Target 247 220 218 200 250 240 228 The target for average 

timeliness to render a decision 

on claims in 250 days or less 

was achieved with an YTD 

result of 238 days –

representing a 5 percent 

decrease from target.

The average timeliness to 

render a decision on claims 

slowed from a quarterly result 

of 214 days in the first quarter 

to a quarterly result of 257 day 

in the first quarter due to 

increased workloads.

The program’s focus will be to 

reduce the overall average 

timeliness to render a decision 

by reducing the time necessary 

for development of medical 

evidence associated with Black 

Lung claims.

Result 224 205 201 210 238 -- --

Status Y Y Y N Y -- --

Percent of Employer's First 

Report of Injury filed 

within 30 days for Defense 

Base Act (DBA) cases

Target -- -- -- 65% 75% 85% 87% Increased interaction with 

stakeholders better positioned 

Longshore to influence 

employer behavior to address 

increasing DBA workload.

Program identified additional 

areas of focus to continue to 

improve benefit delivery and 

customer service.

Result -- -- 55% 75% 79% -- --

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

Percent of Employer's First 

Report of Injury filed 

within 30 days for nonDBA cases 

Target -- -- -- Base 78% 85% 87% Performance measure helped 

to improve timely processing 

of compensation cases and 

quality case work for injured 

workers and their families.

New performance measure. 

This measure will improve 

timeliness of claims processing 

for non-DBA cases within 30 

days.

Result -- -- -- 72% 79% -- --

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

Percent of First Payment of 

Compensation issued 

within 30 days for DBA 

cases

Target -- -- -- 50% 58% 65% 67% Efforts by the Longshore 

program to change 

employer/carrier performance. 

Poorer performing employers 

were contacted to resolve 

problems. Longshore's 

electronic reporting facilitates 

data sharing.

Staff continue to work with 

industry upper management 

and claims adjusters to 

decrease time for claims 

investigations and claims 

decisions

Result -- -- 43% 56% 56% -- --

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

Percent of First Payment of 

Compensation issued 

within 30 days for nonDBA cases

Target -- -- -- Base 83% 85% 87% Performance measure helped 

to improve timely processing 

of compensation cases and 

quality case work for injured 

workers and their families.

New performance measure. 

This measure will improve 

timeliness of claims processing 

for non-DBA cases within 30 

days.

Result -- -- -- 81% 85% -- --

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

Sources: Black Lung Automated Support Package, Longshore Case Management System

Notes:
Strategic Goal 4

United States Department of Labor – 84 – FY 2011 Annual Performance Report

EEOICPA - Reduce the consequences of work-related injuries

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Average days between 

filing date and final 

decision for cases not sent 

to NIOSH when a hearing 

is not held

Target -- -- -- -- Base 88 174

Result -- -- -- -- 182 -- --

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

Average days between 

filing date and final 

decision for cases not sent 

to NIOSH when a hearing 

is held

Target -- -- -- -- Base 185 363

Result -- -- -- -- 381 -- --

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

Average days between 

filing date and final 

decision for cases sent to 

NIOSH when a hearing is 

not held

Target -- -- -- -- Base 222 434

Result -- -- -- -- 457 -- --

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

Average days between 

filing date and final 

decision for cases sent to 

NIOSH when a hearing is 

held

Target -- -- -- -- Base 301 589

Result -- -- -- -- 619 -- --

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

Sources: Energy Case Management System

Notes:

Employment and Training Administration

The FY 2011 performance targets were achieved. 

• First Payment Timeliness – Making timely payments to unemployed workers is critical to fulfilling the UI system’s key statutory objective of 

making full payment of unemployment compensation "when due." Performance exceeded the FY 2011 target of 84.0 percent; 84.6 percent of 

first payments were made within 14/21 days, an increase from the FY 2010 level of 82.2 percent. The improvement in first payment timeliness 

was led by double-digit improvements in California, Rhode Island, and Virginia.

The increase in timeliness in 2011 coincided with a decrease in workload. New initial claims for the State UI and federal civilian and military 

unemployment compensation programs decreased from 18.6 million in FY 2010 to 16.6 million in FY 2011. First payments also decreased from 
Strategic Goal 4

United States Department of Labor – 85 – FY 2011 Annual Performance Report

11.4 million in FY 2010 to 9.9 million in FY 2011. The economic outlook for FY 2012 and FY 2013 indicates that economic conditions will provide 

only marginal help to timeliness as unemployment rates will decline only to 8.95 percent and 8.70 percent, respectively, from FY 2011’s 9.2 percent. 

Despite the projected modest improvement in the labor market, FY 2012 and FY 2013 targets for first payment timeliness have been set above the 

FY 2011 performance level, reflecting ETA’s special efforts to raise performance in a few chronically underperforming states.

Detection of Overpayments – Establish for recovery at least 51.40 percent of the amount of estimated overpayments that states can detect and 

recover. Ensuring that benefits are paid only to those who meet eligibility requirements and that erroneous payments are detected and recovered is 

critical to the integrity of any benefit payment program.

States detected and established for recovery 58.8 percent of the estimated overpayments, which exceeded the FY 2011 target of 51.4 percent. 

Overpayments established were unchanged while estimated overpayments fell by 16%, the result of a 28% drop in UI benefit payments. 

Statistical analysis of this measure suggests that the gradual improvement in the economy should result in improved performance for this measure. 

The overpayment establishment component of the measure is quite sensitive to economic conditions. Improvement in the labor market should result 

in a decrease in benefit payments and a reduction in the total amount overpaid. Lower claims volumes should also result in less diversion of state 

Benefit Payment Control (BPC) staff from integrity to claims taking functions, which should improve overpayment detection. Additionally, states 

implementing the Treasury Offset program (TOP) to recover overpayments by offset against federal income tax refunds, can be expected to devote a 

larger share of BPC resources to establishment efforts. 

Based on statistical model results, the gradual improvement in labor market conditions is far too slight to account for the 8-point increase in 

performance seen between FY 2010 and 2011. The Department believes it is due to the rise in Extended Benefits (EB) payments. EB payments rose 

from $4 million in FY 2008 to $4.4 billion in 2009, $7.9 billion in 2010, and $11.9 billion in 2011. It should be noted that whereas overpayment 

establishments reported on the ETA 227 report include Extended Benefits (EB) claims, the EB program is not included in the Benefit Accuracy 

Measurement survey, from which estimated recoverable overpayments are derived. This difference is thought to account for most of the measured 

rise in the Detection of Overpayments ratio. Pending revisions to the ETA 227 report will require EB overpayments to be reported separately and 

will eliminate any EB “measurement surge,” although it may be seen in 2012 reporting until the ETA 227 revisions are fully implemented.

Establish Tax Accounts Promptly – 86.40 percent of the UI tax liability determinations for new employers will be made within 90 days of the end 

of the quarter in which employers become liable. Promptly enrolling new employers in the UI program is key to fulfilling major program objectives 

of supporting the timely payment of taxes – which fund UI benefits – and making timely and accurate eligibility determinations based on employerreported wages. 
Strategic Goal 4

United States Department of Labor – 86 – FY 2011 Annual Performance Report

In FY 2011, 87.3 percent of new status determinations were made within the specified 90-day period. Performance improved in 34 states and 

exceeded the 86.4 percent target. This represents an increase of nearly one percentage point from the year before. 

Statistical studies have indicated that new status timeliness is broadly countercyclical with a significant upward trend since 1997. As economic 

activity falls, status timeliness tends to rise because the status determinations workload falls. However, the broad historical relationship was broken 

temporarily by the recent recession, as it appears that many states reassigned staff from tax to UI claims functions in response to the sharply 

increased claims workloads. This caused status determinations timeliness to decline between FY 2008 and FY 2009 despite a fall in status 

determinations workloads. Staff diversion seems to have moderated between FY 2009 and FY 2010 as status performance improved, and 

performance resumed its upward trend in FY 2011. This trend, reflecting improvements in automation and adoption of best practices, is expected to 

continue through 2013.

ETA - Facilitate timely and accurate payments to unemployed workers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of all intrastate first 

payments that will be made 

within 21 days.

Target 90.00% 88.40% 85.70% 85.90% 84.00% 85.70% 87.00% As of 9/30/11, 35 states 

improved performance 

compared with FY 2010. The 

increase in timeliness 

coincided with a decrease in 

workload.

Twenty-two states performed 

below the 84.0% target. 

States failing to achieve the 

Acceptable Level of 

Performance standard must 

develop a Corrective Action 

Plan.

Result 88.20% 86.80% 82.90% 82.20% 84.60% -- --

Status -- N N N Y -- --

Percent of the amount of 

estimated overpayments 

that states detect 

established for recovery.

Target 60.00% 56.00% 51.80% 52.80% 51.40% 52.30% 51.80% Overpayments established by 

State Benefit Payment Control 

(BPC) operations were 

unchanged while estimated 

overpayments fell by 16%, the 

result of a 28% drop in UI 

benefit payments.

Part of the increase is due to 

the rise in Extended Benefits 

(EB) payments, which 

increased from $4 million in 

FY 2008 to $4.4 billion in 

2009, $7.9 billion in 2010, and 

$11.9 billion in 2011

States failing to achieve the 70 

percent UI Performs 

Acceptable Level of 

Performance standard must 

develop a Corrective Action 

Plan as part of the State 

Quality Service Plan.

Result 54.80% 56.20% 52.90% 49.80% 58.80% -- --

Status -- Y Y N Y -- --

Percent of determinations 

about UI tax liability of 

new employers made 

within 90 days of the end 

of the first quarter they 

became liable

Target 82.80% 84.90% 88.70% 90.00% 86.40% 86.90% 87.50% FY 2011 performance of 86.4 

percent of new status 

determinations made within 90 

days represented a 0.9 

percentage point improvement 

from the year before; 34 states 

improved their performance.

Although States’ diversions of 

tax staff to perform UI claims 

activities in response to 

increase in workloads 

moderated during the past 

fiscal year, 29 states performed 

below the performance target.

States failing to achieve the 70 

percent UI Performs 

Acceptable Level of 

Performance standard must 

develop a Corrective Action 

Plan as part of the State 

Quality Service Plan.

Result 85.60% 84.90% 84.10% 86.40% 87.30% -- --

Status Y Y N I Y -- --

Sources: Payment Timeliness: ETA 9050 and 9050p reports; Detect Overpayments: Benefit Accuracy Measurement (BAM) program and ETA 227 report.; Tax liability 

determinations: ETA 581 report.

Notes:
Strategic Goal 4

United States Department of Labor – 87 – FY 2011 Annual Performance Report

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

OWCP – “OWCP Needs to Improve its Monitoring and Managing of Defense Base Act Claims,” March 2011 (OIG)

Relevance: The OIG conducted this audit to discover to what extent OWCP ensures that employers and insurers are adhering to DBA claims processing requirements.

Findings and Recommendations: 

• OIG found that OWCP ensured to a limited extent that workers' DBA benefits were protected. Their testing disclosed (1) 

employers did not always report claimant injuries in a timely manner; (2) insurers did not always provide timely initial 

compensation payments and OWCP did not ensure claimants received the statutory assessment for late payments; (3) 

insurers did not always report the notice of final payment or suspension of payment in a timely manner; (4) OWCP did not 

always notify claimants within the required timeframe when their claims were controverted (objected by the employer); 

(5) employers or insurers did not always respond in a timely manner to OWCP requests for information; and (6) OWCP 

assessed penalties in less than one percent of the cases in which employers and insurers did not meet DBA reporting 

requirements.

• OIG recommended OWCP seek changes to the DBA legislation to reflect the current environment and implement changes 

to its case management information system to assist management and claims examiners in identifying the problems 

identified in this audit.

Next Steps: 

• Management generally agreed with the 

recommendations to enhance the DBA data 

system and revise the DBA statute. While 

OWCP agreed that it did not always comply 

with existing regulations to enforce compliance 

with DBA requirements by using fines and 

penalties, OWCP believed that doing so would 

likely be counterproductive to the needs of the 

injured workers, the contractors, the insurance 

companies, and OWCP.

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2011/03-11-001-04-430.pdf

OWCP - “Longshore and Harbor Workers’ Compensation Act Special Fund Financial Statements and Independent Auditors’ Report,” June 2011 (OIG)

Relevance: The OIG audited the financial statements of the Longshore and Harbor Workers’ Compensation Act Special Fund as of September 30, 2010, and for the year then 

ended.

Findings and Recommendations: 

• OIG concluded that the Fund’s financial statements as of and for the years ended September 30, 2010 and 2009, are presented fairly, in all material 

respects, in conformity with U.S. generally accepted accounting principles.

• The results of the tests of compliance with certain provisions of laws and regulations disclosed no instances of noncompliance or other matters that 

are required to be reported.

• OIG’s consideration of internal control over financial reporting resulted in identifying certain deficiencies they consider to be a material weakness. 

• OIG’s consideration of internal control over financial reporting resulted in identifying certain deficiencies that they consider to be a material 

weakness. OIG identified the following deficiencies in internal controls over financial reporting that need to be improved:

1. Reconciliations between the Fund’s general ledger account balances and balances reflected in subsidiary ledgers are not being prepared and 

reviewed consistently throughout the year;

2. Supervisory review controls, including those over journal entries, are not consistently performed;

3. Controls over the preparation and submission of the SF-224, Statement of Transactions are not consistently completed;

4. Controls need to be performed consistently to ensure that differences identified by Treasury are resolved on a timely basis.

• OIG recommends that DOL improve its internal controls over financial reporting to ensure that:

Next Steps: 

• DOL management 

concurs with the 

findings and 

corrective action will 

be taken and 

completed in the 

current fiscal year.
Strategic Goal 4

United States Department of Labor – 88 – FY 2011 Annual Performance Report

1. Reconciliations between the Fund’s general ledger account balances and

balances reflected in subsidiary ledgers are being prepared and reviewed

consistently throughout the year;

2. Supervisory review controls, including those over journal entries are being

effectively performed;

3. SF-224’s are being thoroughly reviewed prior to submission to Treasury;

• Differences identified by Treasury are resolved on a timely basis.

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2011/03-11-001-04-430.pdf

OWCP - “District of Columbia Workmen’s Compensation Act Special Fund Financial Statements and Independent Auditors’ Report,” June 2011 (OIG)

Relevance: The OIG audited the financial statements of the District of Columbia Workmen’s Compensation Act Special Fund as of September 30, 2010, and for the year then 

ended.

Findings and Recommendations: 

• OIG concluded that the Fund’s financial statements as of and for the years ended September 30, 2010 and 2009, are presented fairly, in all material 

respects, in conformity with U.S. generally accepted accounting principles.

• The results of the tests of compliance with certain provisions of laws and regulations disclosed no instances of noncompliance or other matters that 

are required to be reported.

• OIG’s consideration of internal control over financial reporting resulted in identifying certain deficiencies that they consider to be a material 

weakness. OIG identified the following deficiencies in internal controls over financial reporting that need to be improved:

1. Reconciliations between the Fund’s general ledger account balances and balances reflected in subsidiary ledgers are not being prepared and 

reviewed consistently throughout the year;

2. Supervisory review controls, including those over journal entries, are not consistently performed;

3. Controls over the preparation and submission of the SF-224, Statement of Transactions are not consistently completed;

4. Controls need to be performed consistently to ensure that differences identified by Treasury are resolved on a timely basis.

• OIG recommends that DOL improve its internal controls over financial reporting to ensure that:

1. Reconciliations between the Fund’s general ledger account balances and

balances reflected in subsidiary ledgers are being prepared and reviewed

consistently throughout the year;

2. Supervisory review controls, including those over journal entries are being

effectively performed;

3. SF-224’s are being thoroughly reviewed prior to submission to Treasury;

• Differences identified by Treasury are resolved on a timely basis.

Next Steps: 

• DOL management 

concurs with the 

findings and 

corrective action 

will be taken and 

completed in the 

current fiscal year.

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2011/03-11-001-04-430.pdf

ETA – “The Role of Unemployment Insurance as an Automatic Stabilizer During a Recession,” November 2010 (IMPAQ International, LLC)

Relevance: A primary reason for establishing UI programs was to provide temporary partial replacement for the loss of earnings occasioned by unemployment. Since loss of 

income from a job is often accompanied by decline in household consumption, an increase in unemployment accompanies declining general economic activity. The UI program, by 

partially compensating for lost earnings, helps to break the negative cycle of increased unemployment leading to reduced consumption, which leads to a further reduction in 

economic activity. Combining all UI components, overall, the UI program closed 0.183 of the gap
Strategic Goal 4

United States Department of Labor – 89 – FY 2011 Annual Performance Report

Findings and Recommendations: 

• The regular UI program closed about one-tenth (0.105) of the real gross domestic product (GDP) shortfall caused by the 

recession. 

• Extended benefits closed about one-twelfth (.085) of the real GDP shortfall caused by the recession. 

• Because of lags that reflect experience rating, the response of UI taxes was delayed with little increase in UI taxes 

occurring in 2009 and 2010. During 2008Q3-2010Q2, increased UI taxes had essentially no effect on real GDP (a gap 

closing proportion of -0.007).

• Nationally the highest volume of real regular UI benefit payouts occurs during 2009Q4, as it does for both the 10 highrecipiency and the 10 low-recipiency states.

• The presence of regular UI benefit payments measurably reduces the severity of the economic downturn.

• The increase in real benefits after 2007Q3 averages $7.26 billion and $5.91 billion for the two groups respectively.

Next Steps: 

• The behavioral relations describing UI benefits 

and taxes yielded sensible findings about the 

response of benefits and taxes to the recession.

• Given the long lags in the tax response, 

measurable negative effects of increased UI 

taxes will extend from 2010 into several later 

years.

Additional Information: http://wdr.doleta.gov/research/FullText_Documents/ETAOP2010-10.pdf
Strategic Goal 4

United States Department of Labor – 90 – FY 2011 Annual Performance Report

Outcome Goal 4.3―Improve health benefits and retirement security for all workers.

Analysis and Future Plans

Employee Benefits Security Administration (EBSA)

During FY 2011, EBSA’s program was impacted by the Affordable Care Act (ACA) which impacted both the workload and regulatory priorities of 

the Agency. Notwithstanding this increased workload, EBSA achieved its performance goals. With respect to the enforcement program, the agency 

reached its performance target for the ratio of closed civil cases with corrected fiduciary violations to closed civil cases. With respect to criminal 

case work, EBSA achieved its target for cases accepted for prosecution. In FY 2011, EBSA began conducting randomly-sampled investigations as 

part of the new Sample Investigation Program (SIP). Additionally, EBSA continued to conduct Contributory Plan Criminal Project investigations. 

The Office of Participant 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 FY 2011 

exceeded 233,000. Benefit recoveries achieved by the participant assistance program contributed more than $478 million to EBSA’s overall 

monetary results of over $1 billion2. 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 Employee Retirement Income Security Act (ERISA). 

An integral part of EBSA’s enforcement program, leads referred by Benefits Advisors resulted in the opening of 900 investigations.

The Agency also conducted outreach and education programs designed to educate plan participants and officials regarding their rights and 

responsibilities under ERISA. In FY 2011, EBSA completed 681 ACA outreach activities reaching over 10,000 individuals. Seven Health Benefits 

Education Seminars were conducted; 675 Rapid Response Workshops were held for dislocated workers; over 570,000 educational publications were 

distributed and over 5.3 million visitors were hosted on the Agency’s website. In addition to enforcement, these outreach education activities are a 

critical component of our efforts to enhance the benefit security of America’s workers, retirees and their families. We believe 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. Additionally, 

better informed plan participants are able to ensure they receive all the benefits to which they are entitled under their plan while also bringing 

potential violations to the attention of EBSA. 

In 2012, EBSA, for the first time, will begin reporting the interim investigative results of the SIP that will lead to measuring overall compliance with 

ERISA and the impact of EBSA investigations on the compliance rate. These broad-based composite measures will provide information related to 

compliance in the plan community. In addition, with the assistance of the Gallup Organization, EBSA will continue to measure the level of customer 

satisfaction with our Participant Assistance Program. Finally, EBSA will continue to focus on health plan investigations. 

 2 Monetary results are a product of EBSA’s investigative, compliance and participant assistance activities.
Strategic Goal 4

United States Department of Labor – 91 – FY 2011 Annual Performance Report

EBSA - Improve health benefits and retirement security for all workers

*Target reached (Y), 

Improved (I), or Not 

Reached (N)

FY/PY 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of employee 

benefit plans in compliance 

with the civil provisions of 

ERISA

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

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

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

Participant assistance 

program customer 

satisfaction index

Target -- -- -- -- Base 68 68

Result -- -- -- -- 66 -- --

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

Percentage point difference 

in compliance rate between 

employee benefit plans 

recently investigated and 

other employee benefit 

plans

Target -- -- -- -- -- -- Base

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

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

Sources: Enforcement Management System

Notes:

Office of Disability Employment Policy (ODEP)

ODEP will expand ePolicyWorks Health Care, an online, collaborative workspace and real-time information-sharing tool that focuses on assisting 

the disability health care community to more effectively develop national health policy that supports and improves the employment outcomes of 

people with disabilities. This unique online platform was created by ODEP in FY 2010 in response to the President’s Open Government initiative 

and incorporates many Web 2.0 features such as RSS feeds, an announcements board, a discussion forum, and legislative and issue-specific updates, 

as well as social networking and online workgroup capabilities. Members of ePolicyWorks Health Care include Federal agency staff, national 

advocacy and provider associations, and employer organizations.

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

EBSA – "Office of Participant Assistance Program Evaluation Studies" December 2011 (The Gallup Organization)

Relevance: To provide information enabling EBSA to address program performance issues to the greatest extent possible and thus improving the interaction customers have 

directly with EBSA representatives.
Strategic Goal 4

United States Department of Labor – 92 – FY 2011 Annual Performance Report

Findings and Recommendations: 

• The study indicates that 66% of EBSA’s customers rated EBSA a 4 or 5 on a 5-point scale 

for overall satisfaction with their interaction. As a point of reference, EBSA achieved final 

scores of 67% and 69% in 2005 and 2006, respectively, using this same methodology. 

• The FY 2011 satisfaction rate (66%) did not sharply decline even though inquiry volume is 

40% higher than the last time an evaluation was conducted and the past few years have seen 

significant staff turnover.

• Gallup made goal setting recommendations to ensure continuous improvement. 

Next Steps: 

• Use study results to maintain achievements. 

• Rely on best and brightest Benefit Advisors (BA) for Customer Satisfaction 

tips in training new BAs. 

• Share the Agency's success publicly to create a sense of pride among the 

staff that achieved the success.

Additional Information: Contact Employee Benefits Security Administration, 200 Constitution Avenue, N.W., Room N5668; or by calling 202-693-8491
United States Department of Labor – 93 – FY 2011 Annual Performance Report

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

and their families

Outcome Goal 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 2011, BLS reached 100 percent of the underlying timeliness, accuracy and relevance targets for its Labor Force Statistics, Prices and Living 

Conditions, Compensation and Working Conditions, and Productivity and Technology 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 6.9 

million in FY 2011 by reaching 7.2 million user sessions. Finally, in FY 2011, BLS met its target by achieving a score of 75 on the American 

Customer Satisfaction Index (ACSI) that measures customer satisfaction with its full Web site.
Strategic Goal 5

United States Department of Labor – 94 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of timeliness 

targets achieved for the 

Labor Force Statistics 

Principal Federal Economic 

Indicators (PFEIs).

Target -- -- -- Base 100% 100% 100% Utilized a systematic and 

comprehensive management 

process to plan, budget, 

schedule, execute, review, and 

evaluate work, which helped 

ensure that targets were met.

Will continue to work towards 

reaching Outcome Goal 5.1 by 

focusing on BLS products, 

product improvement, 

customers, respondents, 

website, employees, and 

continuous evaluation.

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

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

Percent of accuracy targets 

achieved for the Labor 

Force Statistics PFEIs.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of relevance targets 

achieved for the Labor 

Force Statistics PFEIs.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of timeliness 

targets achieved for the 

Prices and Living 

Conditions PFEIs.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of accuracy targets 

achieved for the Prices and 

Living Conditions PFEIs. 

Target -- -- -- Base 100% 100% 100% See above. See above.

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

Status -- -- -- -- Y -- --
Strategic Goal 5

United States Department of Labor – 95 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of relevance targets 

achieved for the Prices and 

Living Conditions PFEIs.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of timeliness 

targets achieved for the 

Compensation and 

Working Conditions PFEI.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of accuracy targets 

achieved for the 

Compensation and 

Working Conditions PFEI.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of relevance targets 

achieved for the 

Compensation and 

Working Conditions PFEI.

Target -- -- -- Base 100% 100% 100% See above. See above.

Result -- -- -- 0.0% 100% -- --

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

Percent of timeliness 

targets achieved for the 

Productivity and 

Technology PFEI. 

Target -- -- -- Base 100% 100% 100% See above. See above.

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

Status -- -- -- -- Y -- --
Strategic Goal 5

United States Department of Labor – 96 – FY 2011 Annual Performance Report

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 

2007

FY/PY 

2008

FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

What Worked What Didn't Work Program Performance 

Improvement Plan

Percent of accuracy 

targets achieved for the 

Productivity and 

Technology PFEI.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Percent of relevance 

targets achieved for the 

Productivity and 

Technology PFEI.

Target -- -- -- Base 100% 100% 100% See above. See above.

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

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

Average number of 

Internet site user sessions 

each month 

(Dissemination).

Target 3,700,000 4,300,000 5,100,000 6,100,000 6,900,000 6,900,000 6,900,000 Made products and services 

on website more accessible 

and usable. Expanded 

capabilities for users seeking 

specific data sets from large 

series.

Will increase customer 

awareness of existing data, 

and will use feedback to 

determine how to improve 

the data or dissemination 

methods.

Result 4,223,523 5,032,111 6,090,587 6,972,577 7,213,823 -- --

Status Y Y Y Y Y -- --

Customer satisfaction with 

BLS products and services 

as measured by the 

American Customer 

Satisfaction Index 

(Mission Achievement).

Target -- -- -- Base 75 75 75 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 -- --

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

Sources: For most performance measures, internal BLS documents. For the Mission Achievement indicator, the American Customer Satisfaction Index 2011 E-Gov Scores Q3: 

http://www.theacsi.org/images/stories/images/govsatscores/11q3_egov.xls

Notes: BLS revised its performance framework in 2010. For most performance measures, 2010 is the baseline year.

Program Evaluations

Independent evaluations completed in FY 2011 are summarized below.

BLS – Customer Satisfaction with the BLS Website, September 2011 (Federal Consulting Group)

Relevance: In 2010, BLS expanded its use of the American Customer Satisfaction Index (ACSI) to measure customer satisfaction on its full Web site. BLS reaches most of its data 

users through its Web site, averaging over 7 million user sessions each month. The ACSI survey randomly prompts BLS data users while they are visiting the bls.gov Web site for 

feedback regarding the extent to which the Web site meets their needs. BLS uses these results to improve its Web site to better serve its stakeholders, and as a measure of mission 

achievement. As BLS continues to provide more information to customers on its Web site, it is important to know how satisfied customers are with the delivery of BLS products 

and services.
Strategic Goal 5

United States Department of Labor – 97 – FY 2011 Annual Performance Report

Findings and Recommendations: 

• The score for the survey running on the BLS full Web site was 75.

Next Steps: 

• Improve support for Web site users seeking information. 

• Improve the Web site’s content, content understandability, use and delivery. 

• Modernize the hardware and software platform underlying the BLS Web site 

to improve ability to deploy web content.

Additional Information: The American Customer Satisfaction Index 2011 E-Gov Scores Q3 http://www.theacsi.org/images/stories/images/govsatscores/11q3_egov.xls
United States Department of Labor – 98 – FY 2011 Annual Performance Report

Measures Discontinued in FY 2013

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 2013). 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 2010 and FY 2011 results for measures listed in 

its FY 2012 Performance Plan, which was published as part of the CBJ in February 2011 (see 

http://www.dol.gov/dol/budget/). Some measures have since been revised, replaced, or 

discontinued. 

The table below lists these performance measures, their targets and results for PY 2010/FY 2011. 

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 2011

PY 2010

Result

FY 2011

PY 2010

Why not included?

Outcome Goal 2.1

OSHA – Number of fatalities 

associated with the four leading 

causes of workplace death – falls, 

electrocutions, caught in or 

between, and struck by – in General 

Industry

716 743 Replaced with a measure of the fatality rate

OSHA – Number of fatalities 

associated with the four leading 

causes of workplace death – falls, 

electrocutions, caught in or between, 

and struck by – in Construction

551 394 Replaced with a measure of the fatality rate

MSHA – Percent of noise exposures 

in coal mines above the citation 

level

2.99% 2.72% Measure changed to “Percent of coal mines 

surveyed for noise according to published 

inspection procedures”

MSHA – Percent of inspector 

Designated Occupation samples 

exceeding the applicable respirable 

coal mine dust standard

6.32% 5.75% Measure changed to “Percent of coal mines 

surveyed for respirable dust in conjunction 

with regular mandated inspections”

MSHA – Ten-year rolling average 

of the number of high-hazard 

potential impoundment/dam failures 

with significant release per year

1.2 1.2 This measure appears as a milestone in 

MSHA’s FY 2012 Operating Plan: Ten-year 

rolling average of the number of high-hazard 

potential impoundment/dam failures with 

significant release <=1.2

MSHA – Compliance levels among 

mines that have received potential 

pattern of violation notices

Baseline N/A This measure appears as a milestone in 

MSHA’s FY 2012 Operating Plan: Number 

of Pattern of Violation screenings
United States Department of Labor – 99 – FY 2011 Annual Performance Report

Agency – Measure

(Program) FY or PY

Target

FY 2011

PY 2010

Result

FY 2011

PY 2010

Why not included?

MSHA – Readiness of MSHA, 

mining industry, and mine rescue 

team emergency response

Baseline N/A This measure appears as a milestone in 

MSHA’s FY 2012 Operating Plan: Identify 

gaps in MSHA, mining industry and mine 

rescue team emergency response 

preparedness

Outcome Goal3.3

OLMS – Number of delinquent filers 

of labor organization financial reports

5,401 5,504 OLMS is placing emphasis on addressing 

unions that are deemed chronically

delinquent.

Outcome Goal 4.3

EBSA – Ratio of closed civil cases 

with corrected fiduciary violations 

to civil cases closed

67% 73% Replaced with a measure developed 

through the Sample Investigation Program 

(SIP)

EBSA – Ratio of criminal cases 

accepted for prosecution to cases 

referred

67% 78% Replaced with a measure developed 

through the Sample Investigation Program 

(SIP)
United States Department of Labor – 100 – FY 2011 Annual Performance Report

Acronyms

ACSI American Customer Satisfaction 

Index

BLS Bureau of Labor Statistics

CFO Chief Financial Officer

CY Calendar Year

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

FUTA Federal Unemployment Tax Act

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

IRS Internal Revenue Service

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

OASAM Office of the Assistant Secretary 

for Administration and 

Management

OASP Office of the Assistant Secretary 

for Policy

OCFO Office of the Chief Financial 

Officer

OCIA Office of Congressional and 

Intergovernmental Affairs

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

OPA Office of Public Affairs

OSHA Occupational Safety and Health 

Administration

OWCP Office of Workers’ Compensation 

Programs

PPI Producer Price Index

PY Program Year

SOL Office of the Solicitor

SSA Social Security Administration

SWA State Workforce Agencies

TAA Trade Adjustment Assistance

UI Unemployment Insurance

USPS U.S. Postal Service

UTF Unemployment Trust Fund

VA U.S. Department of Veterans 

Affairs

VETS Veterans’ Employment and 

Training Service

WB Women’s Bureau

WHD Wage and Hour Division

WIA Workforce Investment Act
United States Department of Labor – 101 – FY 2011 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

DisabilityInfo.gov http://www.disabilityinfo.gov/

Job Accommodation Network (JAN) http://www.jan.wvu.edu/

Employer Assistance & Recruiting Network (EARN) http://www.earnworks.com/

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/

State Labor Laws and Offices http://www.dol.gov/esa/contacts/state_of.htm

Minimum Wage Q&A http://www.dol.gov/esa/minwage/q-a.htm

Fair Labor Standards Act http://www.dol.gov/compliance/laws/comp-flsa.htm

Family & Medical Leave Act http://www.dol.gov/esa/whd/fmla/

Small Business Compliance Assistance http://www.dol.gov/osbp/sbrefa/

Union Reporting and Public Disclosure http://www.dol.gov/esa/regs/compliance/olms/rrlo/lmrda.htm

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

The Workers’ Page http://www.osha.gov/as/opa/worker/index.html

OSHA Regulations and Compliance Links http://www.osha.gov/comp-links.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