U.S. DEPARTMENT OF LABOR 

FY 2010 ANNUAL PERFORMANCE REPORT 
TABLE OF CONTENTS 

Overview............................................................................................................................. 4 

Mission, Organization, Secretary’s Vision, and Goal Structure..................................... 4 

Performance Report Outline ........................................................................................... 5 

Agencies, Programs, and Strategies.................................................................................... 6 

Employment and Training .............................................................................................. 7 

Employment and Training Administration (ETA)...................................................... 7 

Veterans Employment and Training Service (VETS) ................................................ 8 

Worker Protection........................................................................................................... 9 

Office of Federal Contractor Compliance Programs (OFCCP).................................. 9 

Occupational Safety and Health Administration (OSHA)........................................ 10 

Wage and Hour Division (WHD) ............................................................................. 11 

Employee Benefits Security Administration (EBSA)............................................... 12 

Mine Safety and Health Administration (MSHA).................................................... 12 

Office of Labor-Management Standards (OLMS).................................................... 13 

Policy ............................................................................................................................ 14 

Women’s Bureau (WB) ............................................................................................ 14 

Office of Disability Employment Policy (ODEP) .................................................... 15 

Bureau of International Labor Affairs (ILAB) ......................................................... 16 

Benefits ......................................................................................................................... 17 

Office of Workers Compensation Programs (OWCP).............................................. 17 

Federal-State Unemployment Insurance (UI) System (administered by ETA)........ 19 

Statistics ........................................................................................................................ 19 

Bureau of Labor Statistics (BLS).............................................................................. 19 

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

Strategic Goal 1 - Prepare workers for good jobs and ensure fair compensation............. 22 

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

inequality....................................................................................................................... 22 

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.................................................................................. 33 

Outcome Goal 1.4 - Help middle-class families remain in the middle class................ 42 

Outcome Goal 1.5 - Secure wages and overtime.......................................................... 48 

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.......................................................................................................... 53 

Strategic Goal 2 - Ensure workplaces are safe and healthy.............................................. 57 

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

industries....................................................................................................................... 57 

Strategic Goal 3 - Assure fair and high quality work-life environments.......................... 68 

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

worker’s contribution is respected................................................................................ 68 
Outcome Goal 3.2 - Provide workplace flexibility for family and personal care-giving.

....................................................................................................................................... 71 

Outcome Goal 3.3 - Ensure worker voice in the workplace......................................... 73 

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

security.............................................................................................................................. 77 

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

injuries or illnesses who are able to work..................................................................... 77 

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. 91 

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

workers and their families................................................................................................. 94 

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 ..................................................................................................................... 94 

Measures Not Included Included in the FY 2011-FY 2016 Strategic Plan ...................... 99 

Acronyms........................................................................................................................ 102 

Internet Links.................................................................................................................. 103 

This report, as well as the FY 2010 Agency Financial Report and the FY 2010 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 

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. The largest program agencies, each headed by an Assistant Secretary, 

Commissioner, or Director, are the Employment and Training Administration (ETA), 

Occupational Safety and Health Administration (OSHA), Mine Safety and Health 

Administration (MSHA), Veterans’ Employment and Training Service (VETS), Employee 

Benefits Security Administration (EBSA), and Bureau of Labor Statistics (BLS). The Secretary 

of Labor chairs the Board of Directors of the Pension Benefit Guaranty Corporation (PBGC).1

 

 

1

PBGC – a Federal corporation created by the Employee Retirement Income Security Act of 1974 – is not included 

in the DOL organization chart. PBGC is included in this report because PBGC is included in the Department’s 

performance budget. PBGC publishes an Annual Performance Report that can be found at 

http://www.pbgc.gov/Documents/2010_annual_report.pdf. 

United States Department of Labor – 4 – FY 2010 Annual Performance Report
Overview 

United States Department of Labor – 5 – FY 2010 Annual Performance Report

 

Performance Report Outline 

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 and audits 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 2011 to improve results.2

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

recommendations, and actions for relevant evaluations and audits completed during 

the fiscal year.

2

 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 2009 – July 1, 

2009 to June 30, 2010). 
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.

United States Department of Labor – 6 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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; significant enhancements to many of these programs, 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. 

United States Department of Labor – 7 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

• 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 provides veterans and transitioning service 

members the resources and services to succeed in the workforce 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 OneStop 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) program 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 

United States Department of Labor – 8 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

Strategic Direction and Priorities: 

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

Employment Representatives, and Transition Assistance Program Employment 

Workshops through the Jobs for Veterans State Grants. 

• Launch a new Jobs for Veterans State Grants program service delivery model to 

improve the quality and effectiveness of employment services. 

• Enhance Transition Assistance Program (TAP) workshops to make them more 

accessible to spouses of separating Service Members, so that the entire military 

family can successfully transition to new jobs in new locations. 

• 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 women 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’ Employment and Training Services Institute. 

• Award competitive grants through the Veterans’ Workforce Investment Program that 

are geared toward focused training, re-training and employment opportunities for 

recently separated veterans to meet the needs of employers for qualified workers in 

high demand industries, particularly those occupations requiring a license or 

certification. The goal has been refined to provide services that will result in new 

skills and employment in Green Jobs as referenced in the Green Jobs Act of 2007. 

• Collaborate with the Departments of Defense and Veterans Affairs and with State 

partners and Veterans’ service organizations to implement USERRA 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 subcontractors found in violation 

through periodic compliance reports. 

• Forming linkage agreements between contractors and community organizations and job 

training programs to help employers identify and recruit qualified workers. 

• Recommending enforcement actions to the Solicitor of Labor. 

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

understand the statutory and regulatory requirements and review process. 

United States Department of Labor – 9 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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 corporatewide 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. 

Strategic Direction and Priorities: 

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

• Increase OSHA’s presence in the workplace. 

United States Department of Labor – 10 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

• 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 

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.

United States Department of Labor – 11 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

Employee Benefits Security Administration (EBSA) 

The FY 2012 budget is the first budget submitted under the Secretary’s new Strategic Plan. The 

Secretary’s plan lays out the Department of Labor roadmap for continuing to meet the workplace 

and economic challenges we face as a nation. Contained within the plan are the strategies which 

DOL will use to accomplish the Secretary’s vision for the future: Good Jobs for Everyone. The 

Secretary defines good jobs as, among many other factors, jobs that provide health benefits and 

retirement security. In support of the Secretary’s vision, EBSA has a single outcome goal of 

“improving health benefits and retirement security for all workers.” EBSA is charged with 

protecting more than 149 million workers, retirees and their families who are covered by an 

estimated 718,000 private retirement plans, 2.6 million health plans, and similar numbers of 

other welfare benefit plans which together hold $6.1 trillion in assets. Under the Secretary’s 

leadership, in FY 2010 and FY 2011, the Administration sought to reestablish a credible 

foundation for the EBSA enforcement, participant assistance, and regulatory programs. 

EBSA contributes to Outcome Goal 4.3 – Improve health benefits and retirement security for all 

workers. 

Strategic Direction and Priorities: 

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

and persistent violators. 

• 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) 

The Mine Safety and Health Administration protects the safety and health of the nation’s miners 

under the provisions of the Federal Mine Safety and Health Act of 1977, as amended by the Mine 

Improvement and New Emergency Response (MINER) Act of 2006. The purpose of the Mine 

Safety and Health Administration is to prevent death, disease, and injury from mining and to promote 

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

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

inspections annually at active underground mines and two complete inspections annually at active 

surface mines, and miner training and compliance assistance. 

 

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

jobs for everyone: 

Outcome Goal 2.1 – Secure safe and healthy workplaces, wages and overtime, particularly in 

high-risk industries 

Outcome Goal 3.3 – Ensure worker voice in the workplace 

United States Department of Labor – 12 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

Strategic Direction and Priorities: 

• Increase Inspection and Enforcement Effectiveness. 

• Increase Training and Education. 

• Promote Mine Operator Adoption of Prevention-focused, Comprehensive Health and 

Safety Management Programs by Mine Operators. 

• Improve Mine Emergency Response Preparedness. 

• Increase Efforts to Protect Miners from Discrimination.

• Strengthen Mine Regulations.

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. 

• 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 delinquent filers of Labor Organization Annual Financial 

Reports. 

• 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. 

United States Department of Labor – 13 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

• Improve compliance with minimum bonding requirements of local and intermediate 

union affiliates by working closely with their parent national and international unions, 

including those who are not party to a voluntary compliance agreement.

Policy 

Women’s Bureau 

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

million women in the labor force. 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 working women through policies that narrow the wage 

gap and ensure fair compensation, promote higher paying/non-traditional jobs for women, ensure 

safe and quality work environments through workplace flexibility, and – in cooperation with 

VETS – improve services for women veterans who are homeless. 

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 adoption and 

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

programs. 

• Develop and share resources and information with 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. 

United States Department of Labor – 14 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

• Address critical issues associated with women veterans who are homeless so they may 

gain economic security for themselves and their families. 

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

• Promote workplaces that are free of discrimination and harassment through publications 

and a broad-based multi-media campaign on employment rights, including the rights of 

pregnant women, mothers, women with disabilities, and women veterans. 

• 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’s success 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. 

• 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 

United States Department of Labor – 15 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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 works to 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. 

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 

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. 

United States Department of Labor – 16 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

• 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 its 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. 

• Coordinate the Department’s participation in international labor organizations and the 

interagency trade and economic policy process.

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 and one division providing information technology support services. 

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

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

certain other designated groups. 

• The Longshore and Harbor Workers' Compensation Act program provides similar benefits to 

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

• The Black Lung Benefits program 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 Energy Employees Occupational Illness Compensation Program Act (EEOICPA) 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. 

• The Division of Information Technology Management and Services (DITMS) provides 

information technology General Services Support (GSS) shared by the Wage and Hour Division 

(WHD), the Office of Federal Contract Compliance Programs (OFCCP), the Office of Workers’ 

Compensation Programs (OWCP), 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 claimants receive vocational rehabilitation assistance. OWCP 

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

United States Department of Labor – 17 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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 Priority Goal to make the Federal Government as 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 

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. 

United States Department of Labor – 18 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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 

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. 

United States Department of Labor – 19 – FY 2010 Annual Performance Report
Agencies, Programs, and Strategies 

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: 

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

relevant. 

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

products that meet the needs of a broad customer base. 

• 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. 

• Maintain high response rates in BLS surveys. 

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

understandable, and usable. 

• 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. 

• Continuously evaluate and improve the efficiency and effectiveness of BLS programs 

and processes. 

The BLS performance measures that support Outcome Goal 5.1 are available in the 2012 

Congressional Budget Justification in the Detailed Workload and Performance Tables.

United States Department of Labor – 20 – FY 2010 Annual Performance Report
Priority Goals 

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

through FY 2012. These goals are a subset of those used to regularly monitor and report 

performance. Detailed information on progress with these goals will be available at 

www.performance.gov. 

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

in Occupational Safety and Health Administration-covered workplaces, and all 

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

• 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). 

• 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. 

• 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.

• 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.

United States Department of Labor – 21 – FY 2010 Annual Performance Report
Strategic Goal 1: Prepare workers for good jobs and ensure fair compen

Outcome Goal 1.1

―Increase workers’ incomes and narrow wage and income 

Analysis and Future Plans

Employment and Training Administration

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

Performance targets for average earnings were reached by six of seven programs in this goal. 

To encourage effective workforce system responses to the current challenges facing American workers, including the need fo

living wages, the Department issued new guidance on the importance of credentials. In TEGL 15-10, Increasing Credential, D

Attainment by Participants of the Public Workforce System, the Department emphasized the value of credentials to employer

credentials demonstrate and document skills, increasing their ability to fill skilled positions, build talent pipelines and compete

credentials improve their labor market experience through higher earnings, greater mobility and enhanced job security. Good-

industries generally require some form of postsecondary education or training and the earnings bump that accompanies postse

established. ETA will continue to provide technical assistance to the workforce system to improve credential attainment for itETA also continued to build expertise around career pathways, a key strategy to improve labor market outcomes for low-skillpathway models integrate basic skills education with occupational skills training and align state and local administrative polic

income workers. The Office of Vocational Education and the ETA co-hosted a Career Pathways Technical Assistance Institu

Technical assistance was shared among 11 grantees. ETA also began the preliminary gathering of best practices from states a

Career Pathways Technical Assistance Initiative will continue to leverage the latest research in adult learning and workforce d

and the greater workforce system. FY 2011-2012 targets have been adjusted based on a regression model that accounts for the effect of unemployment rates on 

outcomes and OMB’s assumptions about future economic conditions. In FY 2011, the Office of Apprenticeship is planning to issue a Notice of Proposed Rulemaking (NPRM) to update regulationopportunity (EEO) in apprenticeship and training, which have not been revised since 1978. This second phase of regulatory u

United States Department of Labor – 22 – FY 2010 Annual Performance Report
Strategic Goal 1 

Registered Apprenticeship’s EEO regulations are consistent and in alignment with both the current state of EEO law and the f

standards for registration of apprenticeship programs published in October 2008. Through these regulatory updates, ETA will 

and diverse work places so that all qualified individuals participating in or seeking entrance to the nation’s labor market have employment through registered apprenticeship. Under a reauthorized TAA program, after expiration of the 2009 Amendments, DOL plans to provide additional guidance an

deliver services to trade affected workers to reflect changes to the program. TAA developed the capability to process the signi

petitions. Through refining and modifying those changes to reflect continued petition workload, the Department will continue 

processing workload within the 40 day processing time allowed for each investigation. In addition, DOL will continue its effopetition processing area to ensure that petitions are processed accurately. For the TAA program, ETA will continue to focus on obtaining timely and accurate data. The 2009 Amendments required an 

collection component of State reporting. In FY 2010, those changes were implemented and the transparency and accountabil

result in a greater focus on meeting performance goals by State Workforce Agency staff and provide more reliable data for pr

provision of technical assistance. 

United States Department of Labor – 23 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 24 – FY 2010 Annual Performance Report

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

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

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't W

Target $13,800.00 $14,410.00 $14,888.00 $15,542.00 $15,238.00 $15,418.00 $15,840.00

Result $14,265.00 $15,188.00 $16,167.00 $16,804.00 -- -- -- Average earnings in the second and third quarters 

after exit (WIA Dislocated Worker) Status Y Y Y Y -- -- -- 

Wage increases suggest ETA efforts to improve the quality of placements were successful. 

Research shows that inwho begin their careers economic downturns ewages than similar worbegin careers at other t(Wozniak 2010) 

Target Base $6,775.00 $6,360.00 $6,374.00 $6,919.00 $6,984.00 $7,079.00

Average earnings in the Result $6,704.00 $6,713.00 $6,795.00 $6,893.00 -- -- -- second and third quarters after exit (CSEOA) Status -- I Y Y -- -- -- 

SCSEP improved its average earnings’ result for the third straight year. 

SCSEP does not produsame average earningsother ETA programs, wprimarily due to Seniorpart-time employment supplement retirement 

Target -- Base $14,050.00 $13,386.00 $13,314.00 $13,074.00 $14,370.00

Result -- $13,914.00 $14,281.00 $15,087.00 $14,214.00 -- -- Average earnings in the 

second and third quarters after exit (TAA) Status -- -- Y Y Y -- -- 

Positive outcomes resulting from increased focus on co-enrollment with WIA for wrap around services led to authorization of dedicated case management funds as part of the 09 amendments to Trade Act. 

Target $11,000.00 $12,045.00 $12,862.00 $13,741.00 $12,721.00 $12,865.00 $13,178.00

Result $11,870.00 $13,575.00 $14,649.00 $13,712.00 -- -- -- Average earnings in the 

second and third quarters after exit (WIA Adult) Status Y Y Y N -- -- -- 

ETA issued guidance on benefits and methods for improving credential attainment for job seekers. Credentials improve labor market outcomes, including higher earnings and enhanced job security. 

More job placements in time employment are oreasons noted by states contributor to lower thaexpected earnings resu

Target -- Base $9,157.00 $9,174.00 $9,261.00 $9,363.00 $9,575.00

Average earnings in the Result -- $9,665.00 $9,780.00 $9,853.00 -- -- -- second and third quarters after exit (WIA Indian and Native American Program) Status -- -- Y Y -- -- -- 

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 growtwage occupations are ain tribal territories. 
Strategic Goal 1 

United States Department of Labor – 25 – FY 2010 Annual Performance Report

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

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

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wo

Target -- -- -- $9.02 $9.10 $9.25 $9.30 

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

Average wage of placed graduates (Job Corps) Status -- -- -- Y -- -- -- 

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. 

Target -- -- -- Base $19,324.00 $19,077.00 $19,352.00

Average earnings in the Result -- -- -- $20,566.00 $20,335.00 -- -- second and third quarters after exit (Apprenticeship) Status -- -- -- -- Y -- -- 

In FY 2010, program completers earned an average of $54,000 peryear, with many earning more. 

Employment cutbacks, rhours, high unemploymand lack of work project(particularly in building negatively impacted resu

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

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

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

Notes: “Average earnings” indicators measure approximately six months’ average earnings for their respective programs’ participants. In FY 2

converted to the Common Measures to track the outcomes of apprentices that either have completed or cancelled from the program. Currently 3

programs and apprentices into the program’s case management system, RAPIDS. 

Analysis and Future Plans

Veterans’ Employment and Training ServiceVETS assesses the performance of the One-Stop Career Center system on behalf of veterans by applying three common 

employment rate, the employment retention rate and the average earnings. For PY 2009, all three of these indicators we

severe recession in progress at the time that these outcomes were measured. The entered employment rate experienced t

dropping by 21 percent from the prior year. Analysis conducted by VETS found that this outcome measure declined dirquarterly basis in response to the increases in the unemployment rate. The declines in the retention rate and average earnsevere, at six percent and four percent respectively compared with the prior year. VETS has encouraged front-line service delivery staff to respond in a variety of ways to the severe constraints imposed b

conditions. First, veteran jobseekers are encouraged to maintain their active status in the workforce system for longer pe

seek employment. In conjunction with that approach, DVOP specialists and LVER staff also have sought to refer greate

veterans for enrollment in WIA training, under the provisions of priority of service. Second, VETS has encouraged a re

responsibilities of DVOP specialists and LVER staff. DVOP specialists have been encouraged to place greater emphasi
Strategic Goal 1 

services (e.g., counseling, assessment, lifelong learning skills and referral to training), which better prepare veteran jobsejob openings. LVER staff members have been encouraged to place greater emphasis on employer outreach, which is intof job openings available with employers who are favorably inclined to hire veterans. In addition to these service delive

projected the performance targets for this goal for PY 2010 by applying the regression adjusted methodology developed 

account for the impact of economic conditions on 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't W

Target 60.00% 61.00% 62.50% 55.60% 44.80% 45.20% 46.00% 

Percent of veteran Result 60.00% 62.50% 58.70% 46.20% -- -- -- participants employed in the first quarter after exit Status Y Y N N -- -- -- 

Large numbers of veterans accessed One-Stop Career Centers and remained active participants during the recession. 

Lack of vacancies premployment entry fo Entries declined as tunemployment rate r

Target 81.00% 80.00% 82.00% 77.80% 71.20% 71.30% 71.70% 

Result 79.00% 81.80% 80.60% 75.50% -- -- -- Percent of veteran participants employed in 

the first quarter after exit still employed in the second and third quarters after exit Status N Y N N -- -- -- 

The veteran entry to employment rate declined by 21 percent, the employment retention rate only declined by 6%, indicating that those who enter tend to stay. 

The downward adjusthe performance targaccurately account foimpact of the recessiretention rate. 

Target -- -- $15,300.00 $14,356.00 $16,535.00 $16,662.00 $16,884.00

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

Average earnings of veteran participants in the second and third quarters after exit Status -- -- Y Y -- -- -- 

Veterans’ wages are relatively stable. 

As indicated by the 2decline in the entered employment rate, fewveterans got jobs. 

Sources: Quarterly Labor Exchange Reporting System reports included in the Enterprise Business Support System and Unemployment InsuranNotes: 

Analysis and Future Plans

Wage and Hour Division

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

determination rates. With respect to highway construction, WHD examined State highway wage determination methodowith WHD’s methods, adopted wage rates from surveys conducted by State Departments of Transportation. In 2010, neconducted highway surveys were published for Delaware, Virginia, Maryland, West Virginia, Tennessee, Kentucky, Ne

United States Department of Labor – 26 – FY 2010 Annual Performance Report
Strategic Goal 1 

also implemented pilot wage surveys of building and heavy construction in the States of North Carolina, South CarolinaVermont, New Hampshire, West Virginia, Oklahoma, and Nebraska. Under these pilot surveys, WHD reduce the survey only two construction types, building and heavy, as opposed to all four construction types (building, heavy, highway, anused contractor staff to do all mailing, imaging, data collection and data entry. This shift in tasks allowed WHD regionadata analyses and data clarification as soon as data was received from contractors rather than waiting until the final data clarifying the data soon after receipt, WHD significantly reduced the time spent in this survey phase and increased the accontractors could be contacted immediately after they submitted their payment data. This reduced survey time also reduverification process, particularly on-site verification as contractor records were readily available and on-site was being c

after cut-off date rather than two to five years later. WHD will implement a pilot program for residential construction in residential surveys in the State of Ohio, Wisconsin, Indiana, and Pennsylvania. The pilot program will focus on more diand interested parties to increase participation which has always been the primary problem with residential surveys. 

WHD - Issue timely and accurate prevailing wage determinations

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- Base 75.00% 80.00% 

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

Percent of Davis-Bacon wage rates that are three years old or less Status -- -- -- -- -- -- -- 

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 hig Residential wage surveycontinue to be out-of-dat

Sources: Wage Determination Generation System (WGDS) Notes: 

Analysis and Future Plans

Office of Disability Employment Policy

ODEP will continue its Employment First initiative in FY 2012, developing Federal and state models of excellence for a

policy and funding in support of employment first policies that lead to integrated employment in the community for indisignificant disabilities. The initiative will fund efforts to facilitate and document systems change leading to increased chindividuals. The initiative places ODEP in a leadership role as a catalyst for change in this area. 

United States Department of Labor – 27 – FY 2010 Annual Performance Report
Strategic Goal 1 

Women’s Bureau

In FY 2010, the Bureau, as a member of the National Equal Pay Enforcement Task Force, worked with the DOL Office 

Compliance (OFCCP), the Equal Employment Opportunity Commission (EEOC), the Department of Justice (DOJ), and 

Management (OPM) to better understand the pay gap and to improve enforcement efforts through data collection and ed

employers. The Bureau funded a year-long comparative research study on the occupational progression of African Ameissues facing this population and a year-long baseline research study on the occupational progression of Latinas in the U

In FY 2011, the Bureau hosted an Equal Pay Research Summit to gather information to identify current research and dat

approaches to information gathering and current state-level best practices on ensuring equal pay. The Bureau will assessmaterials and publications to both educate employees on their rights and employers on their obligations related to equal 

for employees and employers, as well as an overall background report will be issued. These publications will be shared 

Enforcement Task Force and will be disseminated through a national outreach effort and regional equal pay events. The 

research studies on the occupational progression of Native American and Asian American women. 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

VETS – “Assessment of Veteran Outcomes and Service Provider Skills,” February 2010 (SRA Internation

Relevance: Four surveys and two on-line discussion sessions were conducted to identify the knowledge, skills and abilities (KSAs) of DVOP spthat are key to assisting veteran participants at One-Stop Career Centers to achieve successful employment outcomes.Findings and Recommendations: • DVOP specialists require full proficiency on 11 KSAs prior to entry. • LVER staff members require full proficiency on 12 KSAs within one month of entry. • Both the DVOP and LVER proficiencies required at entry focus on communication. • Courses provided by the National Veterans’ Training Institute (NVTI) appear to emphasize 

the intermediate level of proficiency. 

• Because of the geographic and cost barriers to participation in NVTI training, distance 

learning strategies should be expanded to leverage NVTI training. 

• Since achievement of full proficiency may rely more on experience than training, 

establishing “communities of practice” could enhance this experiential learning. 

• The KSAs required at full proficiency at or near entry are suitable to be applied for 

recruiting and selecting candidates for DVOP specialist and LVER staff positions. 

Next Steps: • Continue to expand the amount of NVTI c

through distance learning approaches. 

• In conjunction with NVTI training and dis

establishment of communities of practice f

• Encourage the adoption by State Workforc

or near entry for recruiting and selecting Dmembers. 

United States Department of Labor – 28 – FY 2010 Annual Performance Report
Strategic Goal 1 

Additional Information: Contact Patrick Hecker: Hecker.Patrick@dol.gov (202) 693-4708 

WHD – “Project Section and Starts Are Influenced by Certain Federal Requirements and Other Factors” and “Officials' Views Vary 

Prevailing Wage Provision,” both in February 2010 (Government Accountability Office) 

Relevance: Findings and Recommendations: • The Government Accountability Office (GAO), in report no. GAO-10-383 stated that four 

agencies, the Departments of Commerce, Energy, and Housing and Urban Development, and the Environmental Protection Agency, indicated delays in the timing of certain Recovery Act projects related to the application of the Davis-Bacon Act prevailing wage requirements. Report GAO-10-421 stated that Federal, state, and local officials involved with the 40 Recovery Act programs that are newly subject to Davis-Bacon requirements differed on whether those requirements would increase program costs. GAO found that these officials generally did not expect Davis-Bacon requirements to inhibit their ability to achieve Recovery Act and program goals. 

• There were no recommendations for WHD.

Next Steps: • None 

Additional Information: Report GAO-10-383 is accessible at http://www.gao.gov/new.items/d10383.pdf and report GAO-10-421, at 

http://www.gao.gov/highlights/d10421high.pdf. 

United States Department of Labor – 29 – FY 2010 Annual Performance Report
Strategic Goal 1 

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

economy, including in high-growth and emerging industry sectors like “gree

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 Yout

worked to ensure that workers get the skills and knowledge needed to prepare them to succeed in a knowledge-based economand emerging industry sectors like “green” jobs. The Job Corps, WIA Youth, and YouthBuild programs exceeded their degretargets, while the Job Corps and WIA Youth programs fell short of their target for the placement in employment, education, o

high unemployment rates and low employment rates for youth likely contributed to DOL’s lower results on the placement me

mirrors both trends in the national economy. The FY 2010-2012 targets are based on a methodology developed by DOL for targets using regression analysis. This econometric model uses program results from the prior year, current labor market cond

characteristics to correct for the effects of the business cycle and labor market conditions on the outcomes of employment and 

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 achi

baseline for the degree or certificate measure. To continue the upward trend for this measure, the Department provided a “coa

content expert) to each of over 200 YouthBuild grantees to provide grantees with phone and on-site coaching services. Targe

the aforementioned regression analysis methodology. Job Corps achieved two of its three performance goals for PY 2009. Placement of Job Corps graduates and former enrollees 

post-secondary education continued to mirror the national employment picture; the placement result was nine points below th

attainment outcomes, however, reversed a three-year decline and literacy/numeracy gains rose six points. It appears that the shad a positive impact. 

United States Department of Labor – 30 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 31 – FY 2010 Annual Performance Report

ETA - Increasing skill attainment, certification and work preparedness of individuals served through a range of programs to prepare them to comeconomy featuring emerging industries such as green jobs 

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 60.00% 61.00% 59.40% 58.00% 53.10% 53.30% 53.60% 

Result 60.00% 62.00% 60.60% 53.70% -- -- -- 

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) 

Status Y Y Y N -- -- -- 

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 unemploymlow employment rates fomade finding jobs hard fparticipants. In many arthe country, the local ecosituation made placemendifficult. 

Target 40.00% 45.00% 50.90% 47.90% 55.40% 54.70% 53.40% 

Result 44.00% 57.00% 53.90% 52.90% -- -- -- 

Percent of participants who earn a diploma, GED, or certificate by the end of the third quarter after exit (WIA Youth) Status Y Y Y Y -- -- -- 

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 foadditional guidance for credential attainment in demand industries, such health care. 

Target 87.00% 82.00% 74.00% 75.00% 65.30% 66.30% 67.30% 

Result 74.00% 73.00% 66.00% 65.80% -- -- -- 

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 

Status N N N N -- -- -- 

Placement of Job Corps students into post-secondary education or advanced skill training rose from 14 percent in PY 2008 to 16 percent in PY 2009. 

Although the overall plarate remained steady at 6percent in PY 2008-2009placement rates and initiwages were lower in maareas of the country. 

Target 65.00% 64.00% 54.00% 55.00% 56.00% 57.00% 58.00% 

Result 57.00% 53.00% 55.00% 60.60% -- -- -- Percent of Job Corps participants who earn a 

diploma, GED, or certificate by the end of the third quarter after exit Status N N Y Y -- -- -- 

Utilization of quality on-line High School Diploma programs and well-established local partnerships contributed to the increase in credential attainment rates. 

Increases in career techntraining completions welimited due to the introdof comprehensive curricrevisions over the past twyears 

Target -- -- -- Base 60.70% 60.00% 58.50% 

Percent of participants who Result -- -- 41.00% 58.00% -- -- -- earn a diploma, GED, or certificate by the end of the third quarter after exit (YouthBuild) Status -- -- -- -- -- -- -- 

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 yet been successful in integrating academic and occupational skills traini

Sources: Job Corps – Job Corps Management Information System.WIA Youth – Annual State WIA performance reports (ETA-9091) and quarYouthBuild – grantees’ quarterly reports. Notes: “Participants” in Job Corps’ first measure includes graduates and former enrollees, but not “uncommitted” – which are those students in or who exit because of the zero tolerance policy. 
Strategic Goal 1 

Analysis and Future Plans

Office of Disability Employment Policy

In FY 2010 and FY 2011, ODEP developed successful physical and programmatic universal design strategies designed t

of WIA One-Stop Career Center services by all customers, including adults and youth with disabilities. In FY 2012, OD

continuation of the Disability Employment Initiative and other collaborative work, will develop and issue joint policy gu

workforce system. ODEP, in partnership with ETA and the Office of the Assistant Secretary for Administration and Mato conduct a survey that provides a baseline assessment of the physical, programmatic and communications accessibility 

Center system in a related initiative. This baseline information will be invaluable in guiding targeted efforts to enhance 

basis. 

Women’s Bureau

In FY 2010 the Women’s Bureau hosted a series of seven (7) teleconferences for workforce professionals designed to of

exchange of ideas to help better connect women to green jobs training and green employment. The Women’s Bureau cotraining projects throughout the country. These projects were developed in conjunction with experts in green industries engaging and preparing women for a variety of high-growth and emerging green jobs over the next decade. In FY 2011, the Bureau will publish “Why Green Is Your Color: A Woman’s Guide to a Sustainable Career” to increase growth and emerging industry occupations in the green jobs sector nationwide. Data collected from the nine green jobs 

in FY 2010 will be analyzed, and a report prepared that will be shared with the workforce development community, and 

providers. The report will contain model practices to help workforce professionals and educational entities prepare womgreen economy. 

Program Evaluations and Audits 

No relevant independent evaluations or audits were completed in FY 2010. 

United States Department of Labor – 32 – FY 2010 Annual Performance Report
Strategic Goal 1 

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

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. Tnumber of workers looking for jobs and the number of job openings remained the single biggest challenge to successful 

statistical correlation of local unemployment rates and entered employment rates for participants of publicly-funded worbeen established. As the national unemployment rate increased, program exiters took longer to find jobs. As a result, on

with measures included in this goal met the entered employment rate target during the past year. While training cannot create jobs, the Department will continue to stress the need to train individuals for jobs and occup

Throughout the year, the program worked to accurately determine which sectors and career opportunities were gaining swere made to further understand promising reemployment approaches such as on-the-job training and career pathways. 

other effective strategies for reemployment will be shared with the workforce system in the coming year. The agency als

workforce system to support individuals in gaining credentials that have labor market value. Looking forward, determinitraining 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-c

strategic partnerships with businesses and the education community. Workforce solutions will be developed within the ceconomies. DOL will continue to target placement of workers in high-demand sectors and occupations, and to emphasiz

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 oespecially since a large majority of apprentices are in the construction and manufacturing industries, both of which have recession. On a positive note, over 100,000 new apprentices nationwide participated in registered apprenticeship prograto over 100,000 individuals entering jobs or returning to work since registered apprenticeship is an “earn while you learn

employment with on-the-job learning and related technical instruction. Reemployment (in suitable jobs) is one of the underlying purposes of the UI program. Although the UI program does no

United States Department of Labor – 33 – FY 2010 Annual Performance Report
Strategic Goal 1 

services directly, many of its payment eligibility provisions, such as work search and Employment Service registration r

promote reemployment. In the year ending June 30, 2010, 53.0 percent of UI claimants were reemployed in the calendar quarter following the qu

their first UI payment. This performance was below the FY 2010 target of 58.6 percent, and represents a decrease of 1.8 FY 2009 level. Analysis of the state reemployment data indicates that performance is significantly influenced by factors 

state agencies administering the UI program, most notably economic conditions, measured by the Total Unemployment 

analysis indicates that the reemployment rate declines by about two percentage points for every one point rise in the Une1.8 point decline is quite consistent with the 1.2-percentage point rise in the TUR. The administration expects that the TUfrom the 9.7 percent experienced during the year ending June 30, 2010, and so reemployment is expected to rebound to 

The measure is also sensitive to the percentage of UI claimants who have no expectation of recall to their previous empl

increases during economic downturns, has a reemployment rate significantly below the rate for claimants on temporary l

United States Department of Labor – 34 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 35 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- Base 66.50% 63.10% 63.60% 

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

Percent of participants employed in the first quarter after exit (Apprenticeship) Status -- -- -- -- N -- -- 

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, rhours, high unemploymerates, and lack of work p(particularly in building negatively impacted resu

Target 64.00% 61.00% 60.30% 56.50% 46.20% 46.60% 47.40% 

Percent of participants Result 60.00% 64.00% 59.70% 47.80% -- -- -- employed in the first quarter after exit (Employment Service) Status N Y N N -- -- -- 

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 geemployment instability accounted for the declinproportion of participantentering employment. 

Target 76.00% 71.00% 66.20% 65.50% 52.90% 53.10% 53.70% 

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

Percent of participants employed in the first quarter after exit (WIA Adult) Status N N Y N -- -- -- 

While the rate is below 60%, the number entering employment grew 27% from PY 2008. ARRA funding allowed One-Stop Centers to deliver intensive training services to more workers. 

Unemployment rose from prior to the downturn to % for much of the past yEven as the economy beadding jobs at the end of year, demand far outpacsupply. 

Target 84.00% 79.00% 71.00% 66.30% 49.30% 49.70% 50.60% 

Percent of participants Result 78.00% 73.00% 67.60% 51.00% -- -- -- employed in the first quarter after exit (WIA Dislocated Worker) Status N N N N -- -- -- 

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 section, labor market conreduced the number of jooptions available to progparticipants. 

Target 54.50% 61.00% 64.30% 60.20% 53.40% 54.00% 55.30% 

Result 60.00% 68.00% 62.60% 56.00% -- -- -- Percent of participants 

employed in the first quarter after exit (WIA Indian and Native American Program) Status Y Y N N -- -- -- 

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 economdevelopment on and/or nIndian reservations and iNative American commusignificantly contributed decrease in the entered employment rate 
Strategic Goal 1 

United States Department of Labor – 36 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 85.00% 77.00% 73.80% 72.20% 79.40% 79.70% 80.40% 

Result 80.00% 78.00% 80.30% 80.70% -- -- -- Percent of participants employed in the first quarter 

after program exit (WIA National Farmworker Jobs Program) Status N Y Y Y -- -- -- 

Emphasized outreach and recruitment to farmworkers and employers in emerging industries to secure employment opportunities for farmworkers in emerging industry sectors 

Target Base 65.00% 65.20% 59.00% 58.60% 54.40% 56.40% 

Result 62.40% 65.10% 62.50% 55.00% 53.00% -- -- Percent of UI claimants reemployed by the end of 

the first quarter after the quarter in which they received their first payment. Status -- Y N N N -- -- 

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 advelabor market conditions negatively affected performance. 

Sources: WIA Adult and Dislocated Worker – Annual State WIA performance reports (ETA-9091) and quarterly reports (ETA-9090). INAP – 

– Registered Apprenticeship Partners Information Data System (RAPIDS). MSF – WIA Standard Participant Record (WIASPR) and Program 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 2the Office of Apprenticeship converted to the Common Measures to track the outcomes of apprentices that either have completed or cancelled f

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

Analysis and Future Plans

Veterans’ Employment and Training ServiceVETS assesses the performance of the One-Stop Career Center system on behalf of disabled veterans by applying three 

entered employment rate, the employment retention rate and the average earnings. Under Goal 1.1, VETS assesses the o

applying the same measures. For PY 2009, all three of these indicators for disabled veterans were sharply impacted by tprogress at the time that the outcomes were measured. The entered employment rate for disabled veterans declined by 2

which is identical to the decline experienced by all veterans. The declines in the retention rate and average earnings for less severe, at five percent and two and one-half percent respectively compared with the prior year. The rates of decline 

disabled veterans were slightly lower than the corresponding rates of decline for all veterans. For disabled veterans, VETS has encouraged front-line service delivery staff to respond in two principal ways to assist dthe severe constraints imposed by current economic conditions. First, VETS has encouraged a refocusing of the responsand LVER staff. DVOP specialists have been encouraged to place greater emphasis on the delivery of intensive service
Strategic Goal 1 

assessment, lifelong learning skills and referral to training), with a priority for disabled veterans. This is intended to help 

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

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

veterans and disabled veterans. Second, some disabled veterans are referred to One-Stop Career Centers as part of their 

Vocational Rehabilitation and Employment (VR&E) Program, which is sponsored by the Department of Veterans Affair

veterans, DVOP specialists coordinate closely with their VA counterparts to identify other opportunities, such as eligibilexperience, to enhance their employability. In addition to adapting its service delivery strategies for disabled veterans, Vmeet the unique needs of homeless female veterans and homeless veterans with families by adding a specific component group, starting with PY 2010. For the three performance measures under this goal that relate to disabled veterans, VETS 

performance targets for PY 2010 by applying the regression adjusted methodology developed by ETA, which seeks to aeconomic conditions on performance outcomes. 

United States Department of Labor – 37 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 38 – FY 2010 Annual Performance Report

VETS - Improve veterans' access to training and employment opportunities

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't W

Target 55.00% 56.00% 58.50% 51.40% 41.70% 42.10% 42.90% 

Result 55.00% 58.40% 55.80% 43.90% -- -- -- Percent of disabled veteran 

participants employed in the first quarter after exit Status Y Y N N -- -- -- 

Disabled veterans accessed One-Stop Career Centers and remained active participants during the recession. 

As for all veterans, unemployment rosevacancies precluded employment for ma

Target 79.00% 79.00% 81.00% 76.90% 70.80% 70.90% 71.30% 

Result 78.00% 81.10% 79.70% 75.80% -- -- -- Percent of disabled veteran participants employed in 

the first quarter after exit still employed in the second and third quarters after exit 

Status N Y N N -- -- -- 

While the percent decline in the rate of entry for disabled veterans was identical to that for all veterans (21%), the decline in the retention rate was even lower than for all veterans (5% vs. 6%). 

Target -- -- $15,500.00 $14,743.00 $16,969.00 $17,096.00 $17,318.00

Result -- -- $16,873.00 $16,449.00 -- -- -- 

Average earnings of disabled veteran participants in the second and third quarters after exit Status -- -- Y Y -- -- -- 

Wages for disabled veterans were relatively stable. 

Fewer employment opportunities were afor disabled veteranprevailing wages. 

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

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

Percent of female HVRP participants employed in the first quarter after exit Status -- -- -- -- -- -- -- 

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

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

Percent of TAP participants who indicate the workshop prepared them for gainful employment Status -- -- -- -- -- -- -- 

Sources: Quarterly Labor Exchange Reporting System reports included in the Enterprise Business Support System and Unemployment InsuranNotes: Net Cost reflects the full cost of each program as assigned by DOL entities to the Department's outcome goals less any exchange revenuboth direct and indirect costs, and (b) the costs of identifiable supporting services provided by other segments within DOL and by other Federal 

Analysis and Future Plans

Office of Disability Employment Policy

With respect to the employment of transition-age youth, ODEP will build on its Guideposts for Success series, lessons le

Learning Plan research on postsecondary career goal outcomes, and information gleaned from ODEP’s demonstration ap
Strategic Goal 1 

will finalize development of policy and strategies to increase the staff expertise and provide a youth-oriented, youth-conto build capacity within youth-service organizations. In addition, ODEP will collaborate with OFCCP to develop techniFederal contractors’ affirmative action obligations with respect to hiring individuals with disabilities. ODEP will launch Practice to implement Executive Order 13548, among other tools and strategies to increase the representation of individuFederal workforce. 

Women’s Bureau

In FY 2010, the Women’s Bureau continued its emphasis on helping women veterans who are experiencing homelessne

publication Trauma-Informed Care for Women Veterans Experiencing Homelessness: A Guide for Providers, to better e

deeper understanding of the unique experiences and needs of female veterans. Additionally, a “Women Veterans Who a

Homelessness Summary Report” was created. This report included information from listening sessions, identified the neveterans and explored factors that lead to homelessness as well as issues regarding reintegration into the workforce and hresources for this population. In FY 2011, the Bureau will conduct four regional “Stand Down” events for women veterans. Additionally, case studiestransitioning veterans, and a consolidated resource guide that includes research findings, local resources, publications, anproduced. A year-long research project will also be conducted to identify factors leading women veterans into homeless

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

"Homeless Veterans Reintegration Program Effectiveness Study," December 2009 (ICF International)

Relevance: USDOL’s Center for Performance Planning and Results (CPPR) in the Office of the Assistant Secretary for Administration and Mcontracted with the ICF Team to examine: 

• How well HVRP is accomplishing its mission and meeting its goals; and • Program data and trends to help inform future policy and programmatic decisions within VETS 

The study specifically focused on four main issues: 

• How has the introduction of Common Measures reporting impacted grantee performance? • How do DVOP specialists and LVERs influence HVRP grantee processes, performance, and outcomes? • How do performance results differ across grantee types and characteristics? • What are the characteristics of HVRP participants that contribute to success in the program? 

Findings and Recommendations: Next Steps: 

United States Department of Labor – 39 – FY 2010 Annual Performance Report
Strategic Goal 1 

• Grantees did not report a large burden or difficulty associated with Common 

Measures. The greatest impact of Common Measures on grantee performance was how key Common Measures assess and reflect a grantee’s employment and retention outcomes. 

• As grantee performance increases, the perceived negative impact of Common 

Measures decreases, but this may be the result of greater understanding of the reporting system. 

• Most grantees rated DVOPs and LVERs as somewhat or very effective, and the 

vast majority noted that their expectations for DVOPs and LVERs were being met either moderately or completely; however there is a reported lack of clarity about the specific roles and responsibilities of DVOPs and LVERs relative to HVRP grantees, their programs, and their participants. 

• Urban or non-urban designation (funding category) does not predict performance, 

but no new grantees in this study were rated as high performing grantees. 

• Performance (low to high) was almost evenly distributed across urban and nonurban grantees • The majority of high performing grantees were non-profit secular organizations. • High performing grantees were most often long-term participants in the program; 

however years of total experience was not a strong predictor of grantee performance. 

• Since a number of grantees reported that the three-year cycle with annual reviews is 

burdensome, particularly for smaller organizations, VETS may want to investigate other options for grant-year cycles. 

Selecting Grantees • VETS will identify the factors that influence succ

ensure the greatest success of grantees and the be

• VETS will continue to monitor the changing char

seeking services through HVRP to ensure that the changing needs. 

Grantee Monitoring • VETS will provide clear training on HVRP report

follow-up technical assistance available to all gran

• VETS is exploring alternate strategies to achieve 

demanding high entered employment rates and se

• VETS will implement and award a performance-b

qualified grantees. 

Supporting Grantees • VETS will provide greater clarification to both sta

the performance expectations and the roles and reLVERs. 

• VETS will examine the content and impact of the 

and also evaluate the awareness of grantees about 

Additional Information: Contact Kenneth Fenner at Fenner.Kenneth@dol.gov or (202)693-4728 

Office of Inspector General (OIG) Audit of VETS Homeless Veterans Reintegration Program (HVRP), September 2010 (OIG Re

Relevance: The OIG conducted an audit of VETS HVRP Program to answer the question: Did VETS’ HVRP effectively meet the employment Findings and Recommendations: • Develop and implement procedures at the national and regional levels requiring 

greater oversight of grantees. 

• Ensure underperforming grantees are properly placed on a CAP, and adequately 

monitored. 

• Develop and implement a standardized methodology for each Grant Officer’s 

Technical Representatives (GOTR) to use in performing grant-level monitoring of operations and performance. 

• Develop and implement a reliable primary reporting system to ensure the accuracy 

and integrity of performance reporting. 

Next Steps: • VETS has issued guidance that HVRP grantees aw

2009 and 2010 are to meet 90% of planned cumulexpenditures, enrollments, placements into emplothe second quarter. Grantees that do not achieve acumulative quarterly goals must provide the GOT(CAP) that: a) details actions to achieve no less thperformance; and, b) includes a timeline clearly incorrective actions will be realized. 

• VETS National Office has issued guidance to reg

eligible grantee for a second or third year award h

United States Department of Labor – 40 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 41 – FY 2010 Annual Performance Report

performance and/or financial goals, as described aCAP before recommending second or third year fthe continuation is “at high risk.” 

• VETS National Office will issue guidance requiri

quarter a standardized Quarterly Desk Audit Revifirst level approval of all grantee quarterly reports

• VETS has activated the Veterans Employment an

Programs Activity Report (VOPAR), an electroni

Additional Information: Contact Kenneth Fenner at Fenner.Kenneth@dol.gov or (202) 693-4728 

Office of Inspector General (OIG) Audit of VETS Transition Assistance Program (TAP), September 2010 (OIG Report No

Relevance: Due to the severe economic recession, the unemployment rate of separating and retiring military personnel rose from 9.8 percent in The OIG conducted an audit of VETS’ TAP to answer the question: Did VETS’ TAP have effective management controls to ensure it provided Veterans?Findings and Recommendations: • Develop and implement procedures to report and document participant attendance, 

a monitoring process, and controls for contract activities and administration. 

• Ensure VETS personnel adequately monitor TAP workshops • Retain participant information needed to measure and report outcome goals. • Establish a new MOU with its partner agencies • Revise methods for contractor cost justification cost comparisons. • Recover unsupported and questioned contract costs. 

Next Steps: • VETS will continue to report participant attendan

Participant Critique Forms. VETS will work with further document attendance credit for Service Memployment workshop, and to collect and collate 

• VETS will establish standard forms and policy fo

Workshops and collecting monitoring reports in V

• Though currently there are no outcome goals for t

DOL is working toward providing and measuring Transitioning Service Members, in conjunction w

• In conjunction with the TAP reengineering, VETS 

agencies to revise and establish a new MOU that Workshop. 

• The DOL Office of Procurement Services Contra

the TAP Employment Workshop Facilitation contimplemented more stringent management controlincludes revised methods for cost justification. 

• The VETS COTR for the TAP Employment Work

working closely with the Contracting Officer to idquestioned contract costs. 

Additional Information: Contact Timothy Winter at winter.timothy@dol.gov or (202) 693-4705 
Strategic Goal 1 

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

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 150,000 exiters were still employed ni

program services and gaining employment through the WIA Dislocated Worker program, NEGs, and TAA. TAA achieved i

WIA Dislocated Worker and National Emergency Grant programs fell slightly short. Throughout the year, high unemploym

contributed to significant demand for employment and training services. During the past year, the Department developed and disseminated career and workforce information to the workforce develop

and the public through national electronic tools. ETA believes that improved workforce information and job assessment tools 

between jobseekers and those employers willing to hire. ETA developed and disseminated O*NET occupational competency workforce information grants to states, and provided technical assistance on the analysis and strategic use of labor market info

Department’s ability to provide information with the public, ETA launched the worker reemployment website that provides einformation financial assistance for unemployed workers including those who have been recently laid-off workers. The site al

getting immediate help with unemployment insurance, healthcare, and other financial needs; job searching and resume tips; chunderstanding transferable skills; and upgrading skills through education and training. DOL plans to provide additional guidance and training for State staff who deliver services to trade affected workers to reflect 

developed the capability to process the increased flow of petitions. Through refining and modifying those changes to reflect c

the Department will continue to manage petition processing workload within the 40 day processing time allowed for each inv

will continue its effort to monitor quality in the petition processing area to ensure that petitions are processed accurately and eDuring the coming year, ETA is continuing to bolster the workforce information to aid job matching. In PY 2009, mySkillsm

website helps laid-off workers and those changing careers find new occupations to explore. Users can identify occupations tha

similar to their current or previous job, learn more about these suggested matches, locate local training programs, and/or apply 

are being planned this year to allow the selection of additional worker preferences as well as provide access to information in prior work history, the Department is developing a career assessment tool called Career Profiler. 

For the TAA programs, ETA will continue to focus on obtaining timely and accurate data. The 2009 Amendments required adata collection component of State reporting. In FY 2010, those changes were implemented and the transparency and accoun

United States Department of Labor – 42 – FY 2010 Annual Performance Report
Strategic Goal 1 

continue to result in a greater focus on meeting performance goals by State Workforce Agency staff and provide more reliable and provision of technical assistance. 

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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 90.00% 89.00% 84.70% 84.00% 78.00% 78.00% 78.30% 

Result 88.00% 87.00% 86.00% 79.70% -- -- -- 

Percent of participants employed in the first quarter after exit still employed in the second and third quarters after exit (WIA Dislocated Worker) 

Status N N Y N -- -- -- 

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 mismabetween the number of wlooking for jobs and the of job openings remainesingle biggest challenge placement. 

Target 85.00% 85.00% 91.00% 87.50% 83.30% 82.90% 83.20% 

Result 90.00% 88.00% 90.00% 88.00% 86.20% -- -- 

Percent of TAA participants employed in the first quarter after exit still employed in the second and third quarters after exit Status Y Y I Y Y -- -- 

Positive outcomes were due in part to both increased focus on co-enrollment with WIA to provide wrap around services to TAA participants and more effective case management. 

Target -- -- -- -- Base 40.0 40.0 

Result -- -- -- -- 142.0 -- -- 

Average petition processing time in days (TAA) 

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

DOL continues to reduce the extensive petition backlog created by program expansion under the 2009 amendments, and significant improvements were made between the first and fourth quarters. 

Target -- -- -- Base 76.80% 77.10% 77.50% 

Result -- -- -- 78.50% -- -- -- Percent of participants employed in the first quarter 

after exit still employed in the second and third quarters after exit (National Emergency Grants) 

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

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 condand associated layoffs contributed to participanbeing unable to retain employment even after twere initially hired. 

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

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

Percent of TAA petition determinations processed in compliance with established review procedures Status -- -- -- -- -- -- -- 

Sources: TAA - Trade Act Participant (TAPR), Quarterly Determinations, Allowance Activities and Employability Services. WIA DW- Annu(ETA-9091) and quarterly reports (ETA-9091). NEG - WIA Standardized Record Data. Notes: 

United States Department of Labor – 43 – FY 2010 Annual Performance Report
Strategic Goal 1 

Analysis and Future Plans

Veterans’ Employment and Training ServiceIn FY 2010, one of the two goals was achieved. The percent of USERRA referrals completed within the 60-day target e

Benefits Improvement Act of 2008 (VBIA) surpassed VETS’ FY 2010 goal by four percent, as both VETS and the Officsuccessfully implemented streamlining measures to improve efficiency and effectiveness. However, the percent of USEcompleted within VBIA’s 90-day target fell three percent short of VETS’ goal for the year because some cases presented Compliance assistance efforts will continue to focus on National Guard and Reserve components, because they are the s

claims. In FY 2010, for example, claims by National Guard and Reservists accounted for 82 percent of total claims. VEcontinue and possibly increase due to continued use of the National Guard and Reserve in America's ongoing wars overs

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

using the Lean Six Sigma method. The study was conducted to: help identify ways to meet the statutory requirement to within 90 days of a signed complaint; prepare to handle the increased number and complexity of cases arising from the r

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; workload; assign cases based on the level of complexity and the needs of the case; and, measure the quality of USERRA distinct criteria to cases referred for prosecution and cases not referred for prosecution. The results of this study are beinother outcome‐oriented and quality measures, to be incorporated in performance goals for future years. 

United States Department of Labor – 44 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 45 – FY 2010 Annual Performance Report

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

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- 87.00% 87.00% 87.00% 

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

Percent of USERRA investigations completed within 90 days Status -- -- -- -- N -- -- 

VETS’ focus on expediting USERRA cases in FY 2010 resulted in 99.6% percent of investigations being completed within timeframes agreeable to claimants. 

Some cases presented unanticipated difficulties prevented VETS from reits timeliness target. 

Target -- -- -- -- 59.00% 60.00% 60.00% 

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

Percent of USERRA referrals completed within 60 days Status -- -- -- -- Y -- -- 

Emphasis on timely action by both VETS and the Office of the Solicitor resulted in improved timeliness for DOL’s processing of USERRA referrals in FY 2010 compared to FY 2009. 

The number of USERRA referrals settled as a resuDOL action decreased slin FY 2010 compared to 2009. 

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

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

Percent of USERRA cases resolved or referred in compliance with standard operating procedures Status -- -- -- -- -- -- -- 

Sources: USERRA Information Management System (UIMS) Notes: 

Analysis and Future Plans

Office of Disability Employment Policy

In FY 2011, ODEP conducted research and held a Strategic Roundtable on Aging, Disability and Employment to identif

address Federal, workforce systems and employer facilitators and barriers encountered by mature workers with disabilitibeyond the traditional retirement age, and also conducted related research on effective practices to assist workers with dexhausted their unemployment insurance benefits return to work and remain in the middle class. In FY 2012, ODEP wilrecommendations for the workforce system based on this research. 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 
Strategic Goal 1 

ETA – “Co-enrollment Involving Programs Under the Workforce Investment Act Dislocated Worker Formula Grant Program and the T

Program,” December 2009 (Social Policy Research Associates) 

Relevance: This study was designed to establish a universe in which all participants in the Trade Adjustment Assistance (TAA) program wouWorkforce Investment Act (WIA) Dislocated Worker (DW) program for a period, with the assurance that there would thus be no underlying seanalysis of co-enrollees’ outcomesFindings and Recommendations: • TAA exiters who were co-enrolled in the dislocated worker program are both more likely 

to enter employment and to retain employment than those who are not co-enrolled. 

• In general, the sites agreed that co-enrollment was beneficial for both participants and the 

programs. In particular, local staff suggested that the most beneficial aspects of coenrollment for participants are: • Rigorous assessment, provision of labor market information, and up-front counseling 

for deciding between training and job search, and for selecting a training program and provider that is likely to lead to suitable employment; 

• Additional support during training, especially the financial support associated with 

transportation, child care, and training-related expenses; 

• Placement services after training has ended and follow-up services after participants 

have been placed into employment; and 

• Requirement to select training programs for the perceived improved likelihood that 

selected programs will lead to successful employment. 

• Two types of participants were singled out by local sites as benefitting the most from coenrollment: participants in training and participants with limited English proficiency or 

very low levels of education. 

Next Steps: • This study was conducted prior to the pass

implemented the 2009 Amendments to the Amendments appropriated funds for case mstate which mitigates the need for co-enrolprograms addressed in this study. Under tservices could only be obtained through thof this study. 

• While enactment of the 2009 Amendments 

identified in this study and preclude the nerelevant data found in this study will be usmaking where appropriate. 

Additional Information: This study can be found at http://bostonregion1.workforce3one.org/view/2001002758224083811/info. 

ETA – “National Evaluation of the Trade Adjustment Assistance Program: Characteristics of Workers Eligible Under the 2002 TAA Prog

Experiences,” April 2010 (Mathematica Policy Research)

Relevance: This evaluation sought to better understand the characteristics of the population eligible for the 2002 provisions of TAA and its meprogram. The report provided policymakers with information that can be used to assess and improve program implementation.Findings and Recommendations: • The study found that the characteristics of the TAA eligible population had long tenure at 

their former employer and likely developed a specialized set of non-transferrable skills. The TAA eligible workers were also older and sometimes less educated than other workers looking for employment. The TAA program was designed to alleviate some of these challenges. 

• Half of eligible TAA workers participated in the program. These workers cited training as 

a key reason for participation. Interest in training greatly exceeded interest in receiving TRA benefits, particularly among younger workers. Among eligible workers that did not 

Next Steps: • This study reflected the TAA program prio

provisions enacted in 2009 reflected these expanded training options available to tradwith these findings. At this time, no furtheon this study. 

United States Department of Labor – 46 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 47 – FY 2010 Annual Performance Report

participate, the main explanation was that the nonparticipants had found a job. 

• Consistent with their primary reason for participation, TAA participants received 

significantly more training than nonparticipants. The most common type of training among TAA participants and nonparticipants was for a skill or occupation, although workers also enrolled in two-year community college programs and other general education classes (GED, ESL, and adult basic education). 

• Females were more likely than males to participate in TAA, and among participants, they 

were more likely to receive HCTC and training. Older workers were more likely to participate in TAA than younger workers but were less likely to enroll in training. Workers with different levels of completed education selected different training programs; among trainees funded by TAA, high school dropouts were more likely to enroll in GED or ESL programs, while those with a high school diploma or some college were more likely to enroll in two-year community college programs. 

Additional Information: This study is accessible at http://wdr.doleta.gov/research/keyword.cfm?fuseaction=dsp_resultDetails&pub_id=2442

VETS – “Process and Performance (Lean Six Sigma) Analysis of the USERRA Program,” September 2009 (Eastern R

Relevance: The study was conducted to: help identify ways to meet the statutory requirement to complete investigations within 90 days of a shandle the increased number and complexity of cases arising from the return of significant numbers of service members from Iraq and Afghanithe quality of USERRA investigations.Findings and Recommendations: • Revise the format of the Case Investigation Plan to better focus on the processing of 

evidence. 

• Make refinements to ten specific aspects of the USERRA investigation process. • Reorganize the allocation of workload between full-time USERRA investigators and 

VETS staff members who handle USERRA cases, along with other responsibilities. 

• Assign cases to a high or low tier, based on level of complexity, and assign staff to 

investigate based on the needs of the case rather than staff availability/proximity. 

• Develop a measure of the quality of USERRA investigations by applying four criteria to 

all cases referred for prosecution and applying five criteria to a sample of cases not referred for prosecution. 

Next Steps: • Continue to integrate improvements in the 

new case management system. 

• Continue to refine key aspects of the USER• Continue to explore strategies to optimize 

complexity and investigator skill level, whconstraints imposed by location, staff avai

• Continue to explore the feasibility of adop

performance measure for USERRA. 

Additional Information: Contact Robert Wilson at Wilson.Robert@dol.gov or (202) 693-4719 
Strategic Goal 1 

Outcome Goal 1.5―Secure wages and overtime 

Analysis and Future Plans

Wage and Hour Division

WHD has completed the investigative work on 194 randomly selected janitorial firms. Preliminary results indicate a complia

percent. The evaluation investigations found over $471,000 in back wages due 1,143 workers. Several firms employed indep

incurred only recordkeeping violations because the workers were paid at or above the minimum wage and worked only part t

complete the final analysis in the near future. The final analysis will guide compliance strategies in this industry. WHD will ipart of its FY 2012 operating plan. Similar baseline evaluations of compliance will be undertaken in FY 2011 for residential c

for the hotel/motel industry. 

WHD - Ensure that vulnerable workers are employed in compliance and secure sustained and verifiable employer compliance, particularly amo

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

Percent of firms in the Result -- -- -- -- 43.00% -- -- janitorial industry in compliance with applicable statutes Status -- -- -- -- -- -- -- 

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 randomselected from the Dunn aBradstreet database. WHfound many of the janitofirms were out-of-busineresult of the recession or employing relatives. 

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

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

Percent of construction companies in compliance with applicable statutes Status -- -- -- -- -- -- -- 

Target -- -- -- -- -- -- Base 

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

Percent of firms in the hotel/motel industry in compliance with applicable statutes Status -- -- -- -- -- -- -- 

Sources: Wage and Hour Investigator Support and Reporting Database (WHISARD). Notes: 

United States Department of Labor – 48 – FY 2010 Annual Performance Report
Strategic Goal 1 

Analysis and Future Plans 

Employment and Training Administration

Statutes, regulations, and administrative requirements establish mandatory timeframes within which OFLC must process 

given actions. Each foreign labor certification program is administered under a different set of requirements according tmarket. For the permanent labor certification program, 37 percent of permanent labor certification program applications were res

the initial filing date. When compared to FY 2009, processing times improved substantially due, in large part, to the impmanagement plan that resulted in the reduction of the backlog of pending permanent cases by approximately 50 percent 2009 to less than 35,000 cases in October 2010. As part of its FY 2011 Operating Plan, OFLC will continue backlog red

bring processing times in line with established FY 2011 goal of 81 percent. A key and long standing challenge within the foreign labor certification programs has been balancing program integrity those efforts on overall case processing times and the generation of case backlogs. Eligible U.S. employers will continuworkers when qualified domestic workers are not available. However, additional screens and analytical rigor in the foreprograms helps ensure American jobs are truly open to U.S. workers, that they get those opportunities first as the Congrethat job opportunities are made available to foreign workers only when employers can establish need based on a sound lexcepted). Increased integrity activities such as conducting audit investigations and supervised recruitments, which begaverage length of time to resolve a permanent application as these are labor-intensive regulatory processes. However, thalso generate the highest number of denials and non-certifications, outcomes which enhance program integrity and contrto U.S. workers. The results of these integrity activities are now being reported and demonstrate that a little more than one half of the reso

during FY 2010 selected for integrity review were found in compliance. Because the regulations require employers to aprogram requirements at the time of filing a permanent application, this indicator measures the likelihood that OFLC wi

application following a more thorough investigation of the employer's compliance with program requirements or when Uavailable for certain requested positions. Greater scrutiny also ensures, as the statute requires, that the hiring of foreign 

terms and conditions, including wages, which safeguard the employment and economic security of American workers an

United States Department of Labor – 49 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 50 – FY 2010 Annual Performance Report

OFLC will apply stricter scrutiny to applications. In the future, OFLC will revise the PERM application form – which estrengthen its integrity (by clarifying program requirements) and seek more detailed justifications in key parts of the formheadquarters and the national processing center levels will, where feasible, attempt to implement operational strategies twhile enhancing audit investigations and other program integrity efforts. In FY 2011, the Department intends to proposemployer-paid user fee to partially fund the PERM, H-2A and H-2B programs to: make the programs more responsive tensure financial resources to process applications timely; and recognize the benefit of the certification is to the employer 

Finally, OFLC will initiate a baseline review of its SOPs to confirm they are still accurate and appropriate for the currendevelop a methodology to randomly select a sample of resolved permanent program applications for quality review. Impreview process will be labor intensive and will require an adequate base level of funding in FY 2011 to achieve the desir

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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 60.00% 65.00% 75.00% 92.00% 80.00% 81.00% -- 

Result 86.00% 74.00% 92.00% 18.00% 37.00% -- -- Percent of employer applications for permanent 

labor certification resolved within six months of filing Status Y Y Y N I -- -- 

Increased resource allocation to rapidly reduce PERM backlog by 50% in one year significantly improved timeliness and average cycle time. 

Enhanced integrity activlimited progress in achietimeliness goal; audits ansupervised recruitments longer than 6 months to complete. 

Target -- -- -- -- 60.00% 61.00% -- 

Result -- -- -- -- 55.00% -- -- Percent of resolved permanent applications 

selected for integrity review and found in compliance Status -- -- -- -- N -- -- 

Pilots of integrity activities led to implementation of enhanced supervised recruitment and increased audit processes. 

Increases in the number PERM cases subject to iactivities negatively imptimeliness measure. 

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

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

Percent of determinations issued by OFLC in compliance with standard operating procedures Status -- -- -- -- -- -- -- 

Sources: OFLC PERM Electronic Filing and Case Processing System. Notes: 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 
Strategic Goal 1 

ETA – “Co-enrollment Involving Programs Under the Workforce Investment Act Dislocated Worker Formula Grant Program and the T

Program,” December 2009 (Social Policy Research Associates) 

Relevance: This study was designed to establish a universe in which all participants in the Trade Adjustment Assistance (TAA) program wouWorkforce Investment Act (WIA) Dislocated Worker (DW) program for a period, with the assurance that there would thus be no underlying seanalysis of co-enrollees’ outcomesFindings and Recommendations: • The study finds that the pilot states increased their co-enrollment of TAA participants in 

the WIA DW program whose performance and retention was unaffected and performance on average earnings increased. TAA exiters who were co-enrolled in the dislocated worker program are both more likely to enter employment and to retain employment than those who are not co-enrolled. 

• In general, the sites agreed that co-enrollment was beneficial for both participants and the 

programs. In particular, local staff suggested that the most beneficial aspects of coenrollment for participants are: • Rigorous assessment, provision of labor market information, and up-front counseling 

for deciding between training and job search, and for selecting a training program and provider that is likely to lead to suitable employment; 

• Additional support during training, especially the financial support associated with 

transportation, child care, and training-related expenses; 

• Placement services after training has ended and follow-up services after participants 

have been placed into employment; and 

• Requirement to select training programs for the perceived improved likelihood that 

selected programs will lead to successful employment. 

• Two types of participants were singled out by local sites as benefitting the most from coenrollment: participants in training and participants with limited English proficiency or 

very low levels of education. 

Next Steps: • This study was conducted prior to the pass

implemented the 2009 Amendments to the Amendments appropriated funds for case mstate which mitigates the need for co-enrolprograms addressed in this study. Under tservices could only be obtained through thof this study. 

• While enactment of the 2009 Amendments 

identified in this study and preclude the nerelevant data found in this study will be usmaking where appropriate. 

Additional Information: This study can be found at http://bostonregion1.workforce3one.org/view/2001002758224083811/info. 

ETA – “National Evaluation of the Trade Adjustment Assistance Program: Characteristics of Workers Eligible Under the 2002 TAA Prog

Experiences,” April 2010 (Mathematica Policy Research)

Relevance: This evaluation sought to better understand the characteristics of the population eligible for the 2002 provisions of TAA and its meprogram. The report provided policymakers with information that can be used to assess and improve program implementation.Findings and Recommendations: • The study found that the characteristics of the TAA eligible population had long tenure at 

their former employer and likely developed a specialized set of non-transferrable skills. The TAA eligible workers were also older and sometimes less educated than other workers looking for employment. The TAA program was designed to alleviate some of these challenges. 

Next Steps: • This study reflected the TAA program prio

provisions enacted in 2009 reflected these expanded training options available to tradwith these findings. At this time, no furtheon this study. 

United States Department of Labor – 51 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 52 – FY 2010 Annual Performance Report

• Half of eligible TAA workers participated in the program. These workers cited training as 

a key reason for participation. Interest in training greatly exceeded interest in receiving TRA benefits, particularly among younger workers. Among eligible workers that did not participate, the main explanation was that the nonparticipants had found a job. 

• Consistent with their primary reason for participation, TAA participants received 

significantly more training than nonparticipants. The most common type of training among TAA participants and nonparticipants was for a skill or occupation, although workers also enrolled in two-year community college programs and other general education classes (GED, ESL, and adult basic education). 

• Females were more likely than males to participate in TAA, and among participants, they 

were more likely to receive HCTC and training. Older workers were more likely to participate in TAA than younger workers but were less likely to enroll in training. Workers with different levels of completed education selected different training programs; among trainees funded by TAA, high school dropouts were more likely to enroll in GED or ESL programs, while those with a high school diploma or some college were more likely to enroll in two-year community college programs. 

Additional Information: This study is accessible at http://wdr.doleta.gov/research/keyword.cfm?fuseaction=dsp_resultDetails&pub_id=2442

VETS – “Process and Performance (Lean Six Sigma) Analysis of the USERRA Program,” September 2009 (Eastern R

Relevance: The study was conducted to: help identify ways to meet the statutory requirement to complete investigations within 90 days of a shandle the increased number and complexity of cases arising from the return of significant numbers of service members from Iraq and Afghanithe quality of USERRA investigations.Findings and Recommendations: • Revise the format of the Case Investigation Plan to better focus on the processing of 

evidence. 

• Make refinements to ten specific aspects of the USERRA investigation process. • Reorganize the allocation of workload between full-time USERRA investigators and 

VETS staff members who handle USERRA cases, along with other responsibilities. 

• Assign cases to a high or low tier, based on level of complexity, and assign staff to 

investigate based on the needs of the case rather than staff availability/proximity. 

• Develop a measure of the quality of USERRA investigations by applying four criteria to 

all cases referred for prosecution and applying five criteria to a sample of cases not referred for prosecution. 

Next Steps: • Continue to integrate improvements in the 

new case management system. 

• Continue to refine key aspects of the USER• Continue to explore strategies to optimize 

complexity and investigator skill level, whconstraints imposed by location, staff avai

• Continue to explore the feasibility of adop

performance measure for USERRA. 

Additional Information: Contact Robert Wilson at Wilson.Robert@dol.gov or (202) 693-4719 
Strategic Goal 1 

Outcome Goal 1.6―Foster acceptable work conditions and respect for workers’ rig

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

Analysis and Future Plans

In FY 2010 ILAB went through a major rethinking and retooling of production measures and performance indicators tha

fostering fair working conditions in the global economy that protect vulnerable people and provide workers with a fair s

voice in their work lives. In light of these new measures, ILAB began collecting initial data during the first quarter of FY 

FY 2011 as a baseline year to establish predictability in the use of these new measures. Therefore, ILAB expects to be a

each measure in FY 2012. In order to measurably improve worker rights and livelihoods for vulnerable populations, ILAB’s nine new performance information on every area of work in which ILAB engages. ILAB will now track the number of policy positions adopte

priorities by the U.S. Government and other international fora. With regard to ILAB’s technical assistance to eliminate 

the number of current or potential child laborers provided education or vocational services along with the number of cou

capacity to address child labor or forced labor, and the number of households receiving livelihood services. ILAB will acountries in which worker rights or conditions improve as well as those countries with improved capacity to protect worworking conditions as the result of DOL interventions. Finally, the number of workers better able to exercise their rightimproved working conditions as well as those workers with improved livelihoods, all as the result of DOL interventions

measures will provide tangible evidence that DOL interventions are improving worker rights and livelihoods for vulneraworld. While ILAB revised its performance indicators in FY 2010, ongoing DOL-supported child labor prevention and elimina

report their progress under ILAB’s previous performance indicators. These indicators, which capture information relate

number of children prevented or withdrawn from exploitive child labor and provided education and/or training opportunfunded child labor elimination projects; and number of countries with increased capacities to address child labor as a reslabor elimination projects. ILAB exceeded its targets for both indicators. Under the first indicator, DOL-funded child laprevented or withdrew 103,002 children from exploitive labor in FY 2010, bringing the total number of children reached 

inception to almost 1.5 million. In addition, 30 countries increased their capacity to address child labor with technical as

funded projects. These countries increased capacity to address child labor by taking actions such as adopting new laws a

implementing new social programs to address the issue, and increasing their inspection and enforcement capabilities. 

United States Department of Labor – 53 – FY 2010 Annual Performance Report
Strategic Goal 1 

Additionally, in FY 2010 Congress provided DOL $6.5 million to implement model programs to address worker rights t

in countries with which the United States has trade preference programs. With the new funding, ILAB awarded a grant the International Labor Organization to support a new Better Work project in Bangladesh and expand existing Better Wo

Vietnam. With funding received through the State Department, ILAB also initiated a new Better Work project in Nicarapartnership program of the International Labor Organization and the International Finance Corporation that seeks to imp

global supply chains. Better Work projects monitor conditions in export factories, publish the results in a transparent ma

comply with labor standards that many buyers and customers demand. In FY 2010 ILAB also continued its oversight of 

Work projects in Haiti and Lesotho, launched a new worker rights program in the Maldives, and continued oversight of in Afghanistan, Bahrain, Costa Rica, the Dominican Republic, Egypt, El Salvador, Guatemala, Guyana, Honduras, Pakis

and Ukraine. Going forward, ILAB is realigning its efforts and focusing on monitoring and oversight of Free Trade Agreements, improf its research, disseminating its reports strategically, actively engaging labor ministries and international and regional othe root causes of child labor. ILAB will expand technical assistance funding to design new, integrated programs in counpolitical will to improve worker rights, working conditions, and livelihoods as well as a new generation of child labor prev

projects that will place a greater emphasis on improving family livelihoods. ILAB will also continue its role as the lead age

government on International Labor Organization policy and program issues; representing the United States government components of key international organizations; providing education and technical assistance to trade agreement countriedevelopment and implementation of United States government policy on international child labor, forced labor, and hum

In FY 2012 ILAB will support Presidential and Department priorities of ensuring protection of worker’s rights internatio

enforcement of labor commitments under U.S. free trade agreements (FTAs) and trade preference programs and through programs that inspect factory conditions in trading partner countries that have been proven effective in raising incomes a

low-income workers in developing countries abroad. Improving incomes and working conditions in key labor markets is critical to having a lasting impact on global workers

including those of U.S. workers in a global labor market. The increase in funding requested by ILAB for FY 2012 will h

needed to establish these programs, and once established with demonstrated success, allow ILAB to recruit support from thereby leveraging the resources of the United States. In FY 2012 ILAB will target key countries for monitoring and enforcement of labor issues, thereby contributing to the st

programs. These countries will include as many as feasible of the following: the 13 developing countries with which thagreements (the six Central American countries, Peru, Chile, Mexico, Bahrain, Oman, Morocco and Jordan); potential n

United States Department of Labor – 54 – FY 2010 Annual Performance Report
Strategic Goal 1 

United States Department of Labor – 55 – FY 2010 Annual Performance Report

South Korea, Colombia, and Panama; selected new negotiating partners such as Vietnam and Brunei; and high priority twhere labor rights and conditions are a significant concern, such as Bangladesh, Philippines, Uzbekistan, Sri Lanka, NigDemocratic Republic of the Congo. ODEP will continue its exchange of disability employment policy, effective practices and strategies with members of the delegations who request a briefing with ODEP through ILAB’s International Visitor’s Program. In FY 2012 ODEP will Learning Plan research to study the long-term, post-secondary career goal outcomes for youth with disabilities in compadisabilities. Significant trends identified will inform policy and practices that may affect working conditions, productiviattain employment goals. 

ILAB - Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Number of policy positions adopted by the U.S. government through the interagency process that reflect ILAB and DOL priorities 

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

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

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

Number of policy positions adopted by international for a and countries that reflect ILAB and DOL priorities Status -- -- -- -- -- -- -- 

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

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

Number of households receiving livelihood services 

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

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

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

Number of children engaged in or at high-risk of entering the worst forms of child labor provided education or vocational services Status -- -- -- -- -- -- -- 

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

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

Number of countries with increased capacity to address child labor or forced labor Status -- -- -- -- -- -- -- 
Strategic Goal 1 

United States Department of Labor – 56 – FY 2010 Annual Performance Report

ILAB - Improve worker rights and livelihoods for vulnerable populations

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Number of countries in which worker rights and/or working conditions are improved Status -- -- -- -- -- -- -- 

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

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

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 

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

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

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

Number of workers better able to exercise their rights and/or that experience improved working conditions as a result of DOL interventions 

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

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

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

Number of workers with improved livelihoods as a result of DOL interventions Status -- -- -- -- -- -- -- 

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

Program Evaluations and Audits 

No relevant evaluations or audits were completed in FY 2010. 
Strategic Goal 2: Ensure workplaces are safe and healthy 

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

Analysis and Future Plans

Occupational Safety and Health Administration

In FY 2010, OSHA reached seven of eight performance indicator targets. The target of one performance indicator, Feder

for injuries and illnesses, was not reached. On July 19, 2010, a Presidential Memorandum established Protecting Our WReemployment (POWER) – a new federal agency safety, health and return to employment initiative that directs the Depinjury and illness rates and improve return-to-work (RTW) outcomes for injured federal Executive Branch employees. U

Health and Return to Employment (SHARE) Initiative – which aimed for comparable goals and was completed in FY 20improved workplace injury and lost production time rates and improvement is expected to continue under POWER. Whimmediately follow the conclusion of SHARE, government-wide performance improvement did continue in FY 2010 as 

POWER goals. In FY 2011, in an effort to encourage hazard abatement among all employers, OSHA will target high-risk workplaces, stinitiatives, focus on a broader range of hazards, increase publicity and direct outreach, strengthen support for Whistleblo

increase enforcement effectiveness evaluation activities. The agency, through the regulatory agenda, will also seek to ma

the way employers and workers cooperate to secure safe workplaces, by requiring employers to plan, prevent and protecoccupational hazards, through the Injury and Illness Prevention Program standard. Compliance assistance products and Consultation Program, remain a critical tool for OSHA, and the agency plans to invest more in this service to ensure that 

Worker involvement is a focus for OSHA, and the agency’s initiatives, including outreach, education and new OSHA stfocus. OSHA is enhancing workers' voice in the workplace by expanding the agency’s outreach efforts to reach vulnerabindustries with information about their rights and the hazards they face. 

United States Department of Labor – 57 – FY 2010 Annual Performance Report
Strategic Goal 2 

United States Department of Labor – 58 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- -- -- Base 

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

Percent of serious, willful, repeat violations in large construction projects Status -- -- -- -- -- -- -- 

Target -- -- -- -- -- -- Base 

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

Percent of serious, willful, repeat violations in highhazard manufacturing industry Status -- -- -- -- -- -- -- 

Target -- -- -- -- -- -- Base 

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

Recidivism rate for serious, willful, and repeat violations in manufacturing industry Status -- -- -- -- -- -- -- 

Target -- -- -- -- 731.0 716.0 TBD 

Result -- -- -- 743.0 644.0 -- -- 

Number of fatalities associated with the four leading causes of workplace death – falls, electrocutions, caught in or between, and struck by – in General Industry 

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

Enforcement programs such as the Site Specific Targeting, National and Local Emphasis, and the Severe Violators Enforcement Programs targeted high-hazard industries associated with fatalities. 

OSHA cannot predict thnumber of fatalities and recognizes that lower fatnumbers may be related economic conditions throughout the country. 

Target -- -- -- -- 562.0 551.0 TBD 

Result -- -- -- 571.0 372.0 -- -- 

Number of fatalities associated with the four leading causes of workplace death – falls, electrocutions, caught in or between, and struck by – in Construction 

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

Enforcement programs such as the Site Specific Targeting, National and Local Emphasis, and the Severe Violators Enforcement Programs targeted high-hazard industries associated with fatalities. 

OSHA cannot predict thnumber of fatalities and recognizes that lower fatnumbers may be related economic conditions throughout the country. 
Strategic Goal 2 

United States Department of Labor – 59 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wo

Target -- -- -- -- 604.0 600.0 650.0 

Number of hazards abated Result -- -- -- 595.0 640.0 -- -- associated with hearing loss in construction and manufacturing Status -- -- -- -- Y -- -- 

Increased use of Site Specific Targeting and National/ Local Emphasis Programs in highhazard areas contributed to hazards abated associated with hearing loss in construction and manufacturing. 

Target -- -- -- -- 11,600.0 11,500.0 12,000.0 

Result -- -- -- 11,428.0 12,115.0 -- -- Number of hazards abated 

associated with illnesses in general industry and construction Status -- -- -- -- Y -- -- 

Increased use of Site Specific Targeting and National/ Local Emphasis Programs in highhazard areas contributed to hazards abated associated with illnesses in general industry and construction. 

Although OSHA exceetargeted number of safeinspections, it did not mtargeted number of heainspections. OSHA wilcontinue to develop emprograms to target healhazards. 

Target -- -- -- -- 7,305.0 7,000.0 7,500.0 

Number of hazards abated Result -- -- -- 7,197.0 7,451.0 -- -- associated with workplace amputations Status -- -- -- -- Y -- -- 

Increased use of Site Specific Targeting and National/ Local Emphasis Programs in highhazard areas contributed to hazards abated associated with workplace amputations. 

Target -- -- -- -- 455,093.0 460,000.0 500,000.0

Result -- -- -- 452,828.0 519,353.0 -- -- Total number of employees 

removed from workplace hazards through inspections Status -- -- -- -- Y -- -- 

Conducting inspections in workplaces identified as highhazard under SST criteria, related to an SVEP employer under SVEP, or otherwise specified in an OSHA targeting program. 

Target 3.82 3.70 3.66 3.49 3.10 3.10 2.97 

Result 3.49 3.32 3.37 3.22 3.08 -- -- 

Federal Agency total case rate for injuries and illnesses 

Status Y Y Y Y Y -- -- 

Agencies that remained focused on reducing injuries and illnesses were likely to monitor their OSHA logs to determine the most common injuries and then focused on methods to reduce these injury types. 

Without a Presidential in place, agencies did nthis specific goal to ach
Strategic Goal 2 

United States Department of Labor – 60 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 1.76 1.71 1.66 1.61 1.42 1.42 1.36 

Result 1.71 1.61 1.57 1.48 1.44 -- -- Federal Agency lost time 

case rate for injuries and illnesses Status Y Y Y Y I -- -- 

Agencies that remained focused on reducing injuries and illnesses were likely to monitor their OSHA logs to determine the most common injuries and then focused on methods to reduce these injury types. 

Without a Presidential Inin place, agencies did nothis specific goal to achiwere not focused on the reduction in their rates to this specific goal. 

Sources: OSHA Information System (OIS), the OSHA Integrated Management Information System (IMIS), and OWCP/OPM data. Notes: 

Analysis and Future Plans

Mine Safety and Health AdministrationMSHA did not meet its FY 2010 target to reduce the mining industry’s 5-year fatality rate by 5 percent. The catastrophi

the Upper Big Branch mine in Montcoal, West Virginia caused the death of 29 miners and accounted for 45 percent of a2010. MSHA has developed and is implementing an escalating enforcement strategy that identifies mines with compliance or ofor more aggressive oversight, and uses the agency’s most aggressive enforcement tools against egregious violators. MSinitiative selects mines with specific conditions or compliance issues that merit increased agency attention and enforceminspections. MSHA’s new potential pattern of violations (PPOV) process focuses on chronic violators that have failed t

response to increased inspections and other enforcement actions. PPOV mines violations must significantly reduce their substantial (S&S) violations, and have incentives to implement comprehensive corrective action programs that address t

compliance problems. Mines that fail to improve will be placed in pattern of violation (POV) status and be subject to clviolation. Fourteen mines are currently going through the new PPOV process. Mines that do not respond to administrat

their conduct presents a continuing hazard to miners are subject to injunctive action under Section 108 of the Mine Act. the first injunction action in the history of the Act to enjoin a mine’s pattern of violations against Freedom Energy, a Macontinues to consider other mines for injunctive action. MSHA has set ambitious targets for reducing mining fatalities. While MSHA is confident that its integrated approach to accidents, including aggressive enforcement, meaningful outreach and special emphasis programs will result in a signifi

fatalities over the long term. However, because of the low probability, high impact nature of mine disasters, and the fac
Strategic Goal 2 

ultimately responsible for the health and safety of miners, the ability to predict achievement is limited. MSHA’s approach toward reducing fatalities in mining not only targets chronic violators of health and safety rules, but apreventing common causes of fatal mine accidents and disasters through initiatives such as Rules to Live By and Rules tincludes industry outreach and education to raise awareness, as well as enhanced enforcement. The Rules to Live By inifrequently citied standards that cause or contribute to fatal accidents in the mining industry in nine categories. Rules to Lfrequently cited standards which were cited during major disasters over the last ten years, and which contributed to five 

Regardless of increased enforcement efforts, MSHA cannot be at every mine on every shift. In addition to making sure 

responsibility to ensure the health and safety of miners, miners must also be aware of their rights and responsibilities to bensuring their own health and safety. MSHA has updated its guidance for miners on their rights and responsibilities and program to educate miners on their rights. MSHA is also conducting a program evaluation to develop a survey instrumewhich miners are aware of their rights to identify hazardous conditions, request Agency inspections without discriminatiother as a representative of miners to represent them in health and safety matters with MSHA and the mine operator. Th

improve MSHA’s miners’ rights education program. MSHA is also reviewing data showing early indications that impact inspections against mines identified as the most egre

fewer citations and orders. Whether this shows an improving trend or operator adaptation to agency enforcement tactics MSHA met its Noise Reduction Performance Goal of reducing miners’ noise overexposures. The protections instituted improved the health and safety of the nation’s miners, increased their quality of life, and reduced future medical costs. In FY 2010 – to meet its more aggressive performance target of 7.63 percent for Percent of Designated Occupation samprespirable coal mine dust standard – MSHA’s strategy consisted of a multi-faceted approach: 

• Requiring mine operators to implement dust control parameters proven to be effective in controlling respirable • Stepped-up enforcement with emphasis on operator compliance with the approved dust control parameters at m

Special Dust Emphasis Teams and by individual districts. 

• Training of enforcement personnel and meetings with mine operators on lessons learned from the special inspec

national Dust Emphasis Teams to achieve more consistent compliance with approved dust control parameters o

• Dissemination of information on Best Dust Control Practices under MSHA’s End Black Lung – Act Now camp• Conducting joint MSHA/NIOSH Dust Control Workshops around the country on Best Practices for Controlling 

Mining.

United States Department of Labor – 61 – FY 2010 Annual Performance Report
Strategic Goal 2 

United States Department of Labor – 62 – FY 2010 Annual Performance Report

MSHA - Secure safe and healthy workplaces, particularly in high-risk industries

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- Base 0.0171 0.0178 TBD 

Result -- -- -- 0.0180 0.0187 -- -- Five-year rolling average of fatal injuries per 200,000 

hours worked Status -- -- -- -- N -- -- 

Rules to Live By initiative, increased inspector presence, targeted enforcement activities. 

Mine operators failed to comply with MSHA stanEnforcement tools not adto address chronic violat

Target 5.00% 4.80% 3.59% 4.45% 3.94% 2.99% 2.93% 

Result 4.40% 3.66% 4.54% 4.02% 3.05% -- -- 

Percent of noise exposures in coal mines above the citation level Status Y Y N Y Y -- -- 

Educating industry on effective noise technologies including coated and dual sprocket conveyor chains; barriers, enclosures and cabs; improved maintenance, and administrative controls. 

Target was met - current strategies were effective

Target 9.50% 9.00% 11.50% 9.55% 7.63% 6.32% 6.19% 

Result 11.30% 12.20% 9.74% 7.78% 6.45% -- -- 

Percent of inspector Designated Occupation samples exceeding the applicable respirable coal mine dust standard Status N N Y Y Y -- -- 

Requiring operators to implement better designed dust controls and making sure that the specified controls are being complied with on each shift. 

Mine operators failed to comply with MSHA stan

Target -- -- -- -- Base 17.00% 34.00% 

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

Percent of Metal and Nonmetal Mines conducting their own silica dust surveys and noise evaluations for miners Status -- -- -- -- -- -- -- 

Target -- -- -- -- -- 1.1000 TBD 

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

Ten-year rolling average of the number of high-hazard potential impoundment/dam failures with significant release per year Status -- -- -- -- -- -- -- 
Strategic Goal 2 

United States Department of Labor – 63 – FY 2010 Annual Performance Report

MSHA - Secure safe and healthy workplaces, particularly in high-risk industries

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Compliance levels among mines that have received potential pattern of violation notices Status -- -- -- -- -- -- -- 

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

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

Readiness of MSHA, mining industry, and mine rescue team emergency response Status -- -- -- -- -- -- -- 

Sources: Injury data - Mine operators' and non-exempt contractors' Mine Accident, Injury, and Employment reports and MSHA's Standardized 

Noise data - MSHA Form 2000-84 and MSHA's Standardized Information System. 

Notes: MSHA’s fatality rate reflects the number of fatalities per 200,000 hours worked during the prior five-year period - FY 2011 result is req

average in FY 2012. FY 2012 target for noise exposures in coal mines will be two percent below the FY 2011 target or less. MSHA’s rate for timpoundment/dam failures with significant release per year reflects the prior 10-year period - FY 2011 result is required to calculate the FY 201

Analysis and Future Plans

Wage and Hour Division

During 2010, WHD investigators completed the field work in 65 investigations of employers utilizing the H-2A immigr

establish a statistically valid baseline. While the investigations were primarily conducted to determine the level of comp

compliance with the Fair Labor Standards Act (FLSA), the Migrant Seasonal Protection Act (MSPA) and the Field SaniOccupational Safety and Health Act (OSHA/FS) was also addressed. This initiative was undertaken pursuant to the Secsecuring safe and healthy workplaces, particularly in high risk industries (which includes agriculture), and increasing wo

narrowing wage and income inequality. WHD program planning has not specifically included investigations of H-2A emyears. This initiative sought to reinvigorate Wage and Hour’s presence among users of the H-2A immigration program. completed on some cases to the very end of the fiscal year and not all investigations have been concluded and not all cas

there is analysis remaining to be done. In addition, timely appeals of assessed civil monetary penalties have been receiv

found that 78 percent (51 of 65) of the employers surveyed were not in compliance with H-2A regulations. New H-2A rWHD’s compliance strategies will center on identifying crops, geographic locations, and employer types, i.e., growers o

likely to be in violation. 
Strategic Goal 2 

United States Department of Labor – 64 – FY 2010 Annual Performance Report

WHD - Ensure basic safety and health protections for young workers and farmworkers

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

Result -- -- -- -- 21.00% -- -- Percent H-2A employers in 

compliance with applicable statutes Status -- -- -- -- -- -- -- 

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 reduced by prior year da(some employers no lonused H-2A workers) and sample was skewed towemployers requesting a snumber of workers. 

Sources: Wage and Hour Investigator Support and Reporting Database (WHISARD) Notes: 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

OSHA – “Workplace Safety and Health: Enhancing OSHA's Records Audit Process Could Improve the Accuracy of Worker Injury a

(GAO) 

Relevance:Findings and Recommendations: • GAO is recommending that the Secretary of Labor direct OSHA to (1) require inspectors 

to interview workers during records audits, and substitute other workers when those initially selected are unavailable; (2) minimize the time between the date injuries and illnesses are recorded by employers and the date they are audited; (3) update the list of high hazard industries used to select worksites for records audits; and (4) increase education and training to help employers better understand the recordkeeping requirements. OSHA agreed with these recommendations. 

Next Steps: • The recordkeeping audit program was disco

Recordkeeping National Emphasis Program recommendations 1 and 2 were incorporateOSHA published its intent in the Regulatorcoverage of the Recordkeeping Regulation recommendation 3. To address recommendconsidering several options for posting on tregulated community better understand the requirements. This includes Advisor softwmodule. 

Additional Information: The report (GAO-10-10) is available at: http://www.gao.gov/cgi-bin/getrpt?GAO-10-10 

OSHA – “Whistleblower Protection: Sustained Management Attention Needed to Address Long-standing Program Weaknesse

Relevance:
Strategic Goal 2 

Findings and Recommendations: To improve program performance and oversight, GAO is recommending that the Secretary of Labor require OSHA to take several actions: • Ensure that all investigators complete mandatory training. • Require staff who supervise investigators to complete the mandatory investigator training. • Track whistleblower program expenses, including FTEs, separately from other OSHA 

programs, and annually report these expenses to Congress. 

• Develop an action plan, with specific milestones, for addressing identified internal control 

weaknesses. This plan should include mechanisms for strengthening the whistleblower national office’s control over the program. 

• Incorporate strategic goals specifically for the whistleblower program into Labor’s 

strategic plan, and develop performance measures to track progress in achieving these goals.

Next Steps: • Management is reviewing recommendation

Additional Information: The report (GAO-10-722) is available at: http://www.gao.gov/new.items/d10722.pdf. 

OSHA – “Complainants did not Always Receive Appropriate Investigations Under the Whistleblower Protection Program,” 

Relevance:Findings and Recommendations: • The OIG recommended that the Assistant Secretary for Occupational Safety and Health 

implement controls to oversee and monitor investigations and caseloads, develop specific performance measures, update the Whistleblower Investigations Manual, and designate subject matter experts with technical competencies in specific whistleblower statutes. 

Next Steps: • Management is reviewing recommendation

Additional Information: The report (02-10-202-10-105) is available at: http://www.oig.dol.gov/public/reports/oa/2010/02-10-202-10-105.pdf

OSHA – “OSHA Needs to Evaluate the Impact and Use of Hundreds of Millions of Dollars in Penalty Reductions as Incentives for Em

Safety and Health,” September 2010 (OIG) 

Relevance:Findings and Recommendations: • The OIG made 11 recommendations to the Assistant Secretary for Occupational Safety 

and Health to commit the necessary resources to effectively evaluate the impact of penalty reductions, improve information systems, and revise and implement policies and procedures. 

• OSHA provided comments on the OIG report expressing concerns about some audit 

findings and recommendations. Based on OSHA’s response, the OIG clarified two recommendations, but the OIG’s overall conclusions remain unchanged. 

Next Steps: • Management is reviewing recommendation

Additional Information: The report (No. 02-10-201-10-105) is available at: http://www.oig.dol.gov/public/reports/oa/2010/02-10-201-10-105

United States Department of Labor – 65 – FY 2010 Annual Performance Report
Strategic Goal 2 

MSHA – “Journeyman Mine Inspectors Do Not Receive Required Periodic Retraining,” March 2010 (Office of Inspect

Relevance: Mine Inspector Training – Determine what training is needed, how is MSHA equipped to provide the training, do inspectorate receadequately execute their enforcement responsibilities. Findings and Recommendations: • Findings: MSHA lacked controls to track and assure completion of required periodic 

retraining by journeyman inspectors. Training records for entry-level inspectors lacked timely supporting documentation. MSHA’s system for recording training activity lacked sufficient controls to assure that adequate documentation was maintained to support training completion. 

• Recommendation: MSHA hold inspectors accountable for assuring that journeyman 

inspectors complete retraining – inspection activities would be suspended if designated training was not completed. 

Next Steps: • Corrective actions will be implemented. 

Additional Information: The report (No. 05-10-001-06-001) is available at: http://www.oig.dol.gov/public/reports/oa/2010/05-10-001-06-001

MSHA – “In 32 Years MSHA Has Never Successfully Exercised Its Pattern of Violations Authority Report,” September 2010 (O

Relevance: Pattern of Violation (POV) process review allows MSHA to take enhanced enforcement actions when a mine demonstrates recurrisignificantly and substantially contribute to the cause and effect of health and safety issues. Findings and Recommendations: • Findings: MSHA attempted to implement a standardized method based on quantitative 

data for identifying potential POV mines – the process was unreliable and the criteria were complex and lacked a supportable rationale. 

• Recommendations: MSHA re-evaluate current POV regulations and policies. 

Next Steps: • Revise screening criteria for POV process. • Revise POV regulatory requirements. 

Additional Information: The report (No. 05-10-005-06-001) is available at: http://www.oig.dol.gov/public/reports/oa/2010/05-10-005-06-001b

MSHA – “Alert Memorandum: MSHA Set Limits on the Number of Potential Pattern of Violation Mines to be Monitored,” June 201

Relevance:Findings and Recommendations: • Re-evaluate the appropriate POV status of the 10 mines that were previously removed from 

POV oversight and monitoring based on the Coal Mine Safety and Health limits. 

• Assure that on future POV analysis all decisions to include or remove mines from POVrelated enforcement efforts are based solely on the health and safety conditions at each 

mine. 

Next Steps: • During the follow-up inspection, the mine

acceptable significant and substantial rate. 

• Corrective action taken. 

Additional Information: The report (No. 05-10-004-06-001) is available at http://www.oig.dol.gov/public/reports/oa/2010/05-10-004-06-001.p

WHD – “Debarment Authority Should Be Used More Extensively in Foreign Labor Certification Programs,” September 2010 (O

Relevance: Findings and Recommendations: • Implement procedures and controls to assure that ETA and WHD assess and document the 

Next Steps: • WHD has agreed to examine the feasibility 

United States Department of Labor – 66 – FY 2010 Annual Performance Report
Strategic Goal 2 

United States Department of Labor – 67 – FY 2010 Annual Performance Report

appropriateness of debarring each individual convicted of a Foreign Labor Certification (FLC) violation resulting from an Office of Inspector General (OIG) investigation. 

• Implement procedures and controls to assure that ETA and WHD report FLC suspensions 

and debarments to designated Department personnel for inclusion on the government-wide exclusion system. 

• Strengthen FLC application processing controls to ensure the detection and resolution of 

applications with invalid Employer identification Numbers (EIN). 

recommendations. 

Additional Information: The report (No. 05-10-002-03-321) is available at http://www.oig.dol.gov/public/reports/oa/2010/05-10-002-03-321.
Strategic Goal 3: Assure fair and high quality work-life environme

Outcome Goal 3.1―Break down barriers to fair and diverse workplaces so that ev

contribution is respected. 

Analysis and Future Plans

Office of Federal Contractor Compliance Programs (OFCCP)FY 2010 was a period of transition for OFCCP, which included the development of new performance indicators that bethas on the contractor community. This is a challenging task given that the federal contractor community is dynamic, wit

leaving daily. In addition, there is no one repository that lists all entities involved in federal contract work. However, O

implementation of statistical techniques to estimate the size of the contractor community, which will serve as a foundatioperformance. OFCCP’s performance measures as detailed in the Department of Labor’s FY 2011-2016 Strategic Plan are: 

• Compliance rate for federal contractors; • Impact of OFCCP evaluations on contractor compliance; • Discrimination rate for federal contractors; and • Compliance rate with technical requirements for federal contractors. 

Data collection was initiated for the compliance and discrimination measures beginning in the first quarter of FY 2011 a

in FY 2012 and updated annually thereafter. Importantly, given the time needed to complete a compliance evaluation an

lapse between compliance evaluations of a specific contractor facility, OFCCP expects to provide targets for its impact mIn FY 2010, OFCCP embarked upon the development of a predictive statistical model to more accurately identify potent

use its predictive model, the results from an assessment of patterns of discrimination within select industries, and data reevaluations on the contractor community to both maximize its limited resources and focus on those contractors and indube found in non-compliance. 

United States Department of Labor – 68 – FY 2010 Annual Performance Report
Strategic Goal 3 

To accomplish the goals and improve the compliance rate of contractors, OFCCP has engaged in several initiatives centetraining, and outreach. Regulatory Reform: An effective enforcement program begins with clear regulatory language that sets forth the requirem

must take to ensure a diverse workforce free from discriminatory practices. In FY 2010, OFCCP embarked on an aggrerevise, and strength its regulations. In addition, OFCCP set a priority to revise its Federal Contract Compliance Manual 

both OFCCP staff and contractors on how to evaluate their affirmative action programs. Combined, both initiatives will reducing workplace discrimination. Training: In FY 2010, OFCCP revitalized its Training Academy and provided more than 250 new compliance officers (

Introductory Course. The purpose of the training was to improve the quality of our compliance audits and ensure consis

2011, OFCCP will continue its introductory training program and begin development of an intermediate and advanced leOFCCP will also partner with EEOC and DOJ to provide joint training. Outreach: The FY 2011 production measures include the reporting of compliance assistance hours and events. These meffort OFCCP will undertake to break down barriers to fair and diverse workplaces by educating workers about their righ

is a central OFCCP strategy to realizing Secretary Solis’ vision of good jobs for everyone. In FY 2010, a Communications Team was created within OFFCP to expand beyond traditional outreach and compliance community groups, workers and their advocates. As a part of this outreach, OFCCP will develop tools for employees of is a better understanding of rights and responsibilities. OFCCP will continue to report its compliance assistance activitiereport a greater proportion of events focused on community and worker groups. 

Going forward in FY 2011, OFCCP will effectively support the Presidential and Department priorities of ensuring fair a

environments through its regulatory reform, compliance assistance, and enhanced enforcement activities. 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 indsmall businesses, particularly those owned or operated by African-Americans; Asian-Americans; Latino or Hispanic Am

federally recognized tribes and Native Americans; lesbian, gay, bisexual and transgender individuals; women and people 

addition, ODEP will continue prior work with BLS and the Census Bureau under Strategic Goal 5 to develop and implem

supplement and report which will provide relevant disability statistics. 

United States Department of Labor – 69 – FY 2010 Annual Performance Report
Strategic Goal 3 

United States Department of Labor – 70 – FY 2010 Annual Performance Report

OFCCP - Ensure diversity and fairness in federal contractor workplaces

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Compliance rate for federal contractors 

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

During FY 2010, OFCCP undertook the development of a sampling approach to estimate the compliance and discrimination rate throughout the contractor community. 

The previous measure of compliance could not be projected across the contcommunity. The measuran indicator of only thoscontractors evaluated in year. 

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

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

Discrimination rate for federal contractors 

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

During FY 2010, OFCCP undertook the development of a sampling approach to estimate the compliance and discrimination rate throughout the contractor community. 

The previous measure apto a subset of contractorscould not be projected acthe contractor communitFurther discrimination fiwere limited to instances 10 or more victims. 

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

Result -- -- -- -- -- -- -- Compliance rate with 

technical requirements for federal contractors Status -- -- -- -- -- -- -- 

This goal placed emphasis on the other EEO requirements, an important part of OFCCP’s mandate. It assisted in ensuring that contractors comply with other EEO requirements. 

There was a training neeensure that evaluations ainvestigations were thoroand of a consistent qualiacross the regions. 

Sources: Case Management System (CMS) Notes: 

Program Evaluations and Audits 

No relevant independent evaluations or audits were completed in FY 2010. 
Strategic Goal 3 

Outcome Goal 3.2―Provide workplace flexibility for family and personal car

Analysis and Future Plans

In FY 2011, WHD will conduct a customer satisfaction survey of FMLA complainants to determine their level of satisfaction

agency has provided to them in response to their concerns. This baseline with provide a benchmark from which WHD can mresponding to incoming FMLA allegations of violations, as well as the impact of the agency’s American Bar Association refe

complainants. 

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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Percent of FMLA complainants who are "satisfied" or "very satisfied" with WHD's services Status -- -- -- -- -- -- -- 

Sources: Notes: 

Analysis and Future Plans

ODEP will partner with the WB in FY 2012 to jointly sponsor research on workplace flexibility practices across industry 

sectors regarding the issues, justification, and recommendations on the positive effects of workplace flexibility and telewgovernment efficiency, and work-family balance that address the needs of all employers and workers, but especially thoIn FY 2010 the Women’s Bureau worked with the White House Council on Women and Girls and national work and famadvocates to organize a series of ten National Dialogue on Workplace Flexibility events. Additionally, the Women’s Bu

create a series of questions for the purpose of producing a supplemental module to the American Time Use Survey (ATUmeasure workers’ use and access to paid leave and flexibility of work schedules. For FY 2011, the Bureau will host Nat

Workplace Flexibility events in ten large cities across the nation. The Bureau collaborated with the Office of Disability 

to host a Workplace Flexibility Roundtable and to develop a “tool kit” with best practices on implementing workplace fl

with disabilities. 

United States Department of Labor – 71 – FY 2010 Annual Performance Report
Strategic Goal 3 

Program Evaluations and Audits 

No relevant evaluations or audits were completed in FY 2010. 

United States Department of Labor – 72 – FY 2010 Annual Performance Report
Strategic Goal 3 

Outcome Goal 3.3―Ensure worker voice in the workplace 

Analysis and Future Plans

Office of Labor-Management Standards

In 2010, OLMS was able to meet or exceed all performance goals while setting baselines for four new goals. While setting th

developing strategies for meeting these new goals. The new goals endeavor to increase public disclosure reporting of employ

persuade employees concerning their collective bargaining rights, decrease the number of delinquent filers of labor organizati

the number of chronically delinquent filers of labor organization financial reports, and improve customer satisfaction with the 

In 2008, OLMS established baselines and targets for three measures: the elapsed number of days to resolve union officer elec

electronically filed reports, and the percent of targeted audits that result in criminal cases. Each of these measures and goals w

both OLMS effectiveness and efficiency and to increase union financial integrity and democracy and labor-management trans

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 unio

other targeting measures, OLMS strives to more effectively identify unions where criminal activity may be present. As notedsuccessful in this area, exceeding its related performance goal for both 2009 and 2010. OLMS has also invested in the use of new technology to facilitate the electronic filing of union financial reports. During 2010

web-based system for the electronic filing of LM-2 union annual reports that ameliorates barriers to electronic filing that have 

stakeholders. In 2011, OLMS will implement a similar system for its LM-3 and LM-4 union filers. Continued outreach enab

goal in 2010, and the rollout of Phase II of its e-filing project should contribute to additional electronic filings for 2011. 

OLMS also established a goal in 2008 to decrease the number of elapsed days to resolve union officer election complaints. In 

Management Reporting and Disclosure Act in 1959, Congress established a 60-day deadline for court filing of an election com

indicated that in these cases, waivers of the 60-day limit were increasing, extending the average elapsed time to 92 days. Waideadline are sometimes necessary to accommodate settlement discussions between OLMS and the union and for other valid rresolution of election complaints ensures quicker restoration of democratic voice and a democratically operated union and, be

created a performance measure tracking elapsed days, with 92 elapsed days as the baseline. In both 2009 and 2010, OLMS e

measure and continues to examine new methods for reducing its elapsed days further. A new team-based approach for handl

United States Department of Labor – 73 – FY 2010 Annual Performance Report
Strategic Goal 3 

successful and will continue to be implemented throughout OLMS during 2011. OLMS also plans to accelerate early Office cases that may result in litigation. 

OLMS - Ensure union financial integrity, democracy, and transparency

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- Base 545.0 615.0 

Result -- -- -- -- 474.0 -- -- Number of "persuader" LM- 10 and LM-20 reports 

received Status -- -- -- -- -- -- -- 

During 2010, OLMS established a baseline for this new performance measure. 

Target -- -- -- Base 18.50% 24.50% 30.50% 

Result -- -- -- 17.40% 20.60% -- -- 

Percent of disclosure reports filed electronically 

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

OLMS rolled out Phase I of its Electronic Filing System, which provided a more intuitive and easier interface for large labor organization filers. 

The implementation of Pof the OLMS Electronic System was delayed, resin fewer electronic filers smaller unions than plan

Target -- -- Base 88.0 84.0 80.0 78.0 

Result -- -- 92.0 70.0 81.0 -- -- Average number of days to 

resolve union officer election complaints Status -- -- -- Y Y -- -- 

OLMS continued to coordinate with the Solicitor's office, allowing for earlier intervention. In addition, a new team approach to election case was begun, resulting in more expeditious case handling. 

OLMS has still been unafully eliminate the need waivers, resulting in extecase processing time. 

Target -- -- Base 12.00% 12.50% 13.00% 13.50% 

Result -- -- 11.50% 12.10% 14.60% -- -- 

Percent of targeted audits that result in a criminal case 

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

OLMS has implemented a program through which District Offices can share best practices for targeting. 

OLMS has not been able fully measure how variotarget measures interact terms of their ability to mfully identify cases wheror embezzlement have occurred. 

Target -- -- -- -- Base 59.0 60.0 

Result -- -- -- -- 58.0 -- -- 

Customer satisfaction score for OLMS Web site users 

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

During 2010, OLMS established a baseline for this new performance measure. 

United States Department of Labor – 74 – FY 2010 Annual Performance Report
Strategic Goal 3 

United States Department of Labor – 75 – FY 2010 Annual Performance Report

OLMS - Ensure union financial integrity, democracy, and transparency

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- Base 5,401.0 5,251.0 

Result -- -- -- -- 5,551.0 -- -- 

Number of delinquent filers of labor organization financial reports Status -- -- -- -- -- -- -- 

During 2010, OLMS established a baseline for this new performance measure. 

Target -- -- -- -- Base 1,970.0 1,870.0 

Result -- -- -- -- 2,070.0 -- -- Number of chronically 

delinquent filers of labor organization financial reports Status -- -- -- -- -- -- -- 

During 2010, OLMS established a baseline for this new performance measure. 

Sources: Data for Performance Indicators measuring "Persuader" reports, electronically filed reports, days elapsed for election cases, targeted a

delinquent filers, and chronically delinquent files are stored in and retrieved from the electronic Labor Organizations Reporting System (e.LOR

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 da

needed basis. ForeSee is a nationally recognized company providing website customer satisfaction data to a number of Federal agencies. 

Analysis and Future Plans

Mine Safety and Health Administration

MSHA’s Office of Assessments coordinates discrimination complaint processing and temporary reinstatement pro

from discrimination when they exercise their right to report health and safety hazards without fear of retaliation. M

discrimination case investigations in FY 2010, completing 145 cases (78%) within 60 days. MSHA resolved 83 te

requests in FY 2010, completing 71 reviews (86%) within 20 days. Beginning in FY 2010, from October 2009 through June 2010, the Office of Assessments transmitted a weekly sta

investigators and solicitors reporting on all active section 105(c) discrimination cases and provided alerts of cases 

completion due date. During the fourth quarter of the fiscal year, due to a shortage of staff, the weekly activity rep

suspended. 
Strategic Goal 3 

MSHA will resume the weekly reports during the second quarter of FY 2010. In addition, the Agency is reviewing 

program to determine if the current reporting structure, organizational location, and/or staffing levels of the Headq

investigations review functions should be changed. 

MSHA is currently conducting a program evaluation to develop a survey instrument to assess the degree to which minerindentify hazardous conditions, request Agency inspections without discrimination and select a co-worker or other as a rrepresent 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- Base 75.00% 80.00% 85.00% 

Result -- -- -- 68.00% 78.00% -- -- Percent of investigations of miner discrimination 

complaints that are completed within 60 days of receipt Status -- -- -- -- Y -- -- 

Beginning in October 2009 through June 2010, weekly status reports were distributed to the field investigators which provided alerts of cases approaching their scheduled completion due dates. 

Failure to distribute statureports during the fourth quarter of FY 2010. 

Target -- -- -- Base 50.00% 85.00% 85.00% 

Result -- -- -- 39.00% 86.00% -- -- Percent of investigations of miner requests for 

temporary reinstatement that are completed within 20 days of receipt Status -- -- -- -- Y -- -- 

Beginning in October 2009 through June 2010, weekly status reports were distributed to the field investigators which provided alerts of cases approaching their scheduled completion due dates. 

Failure to distribute statureports during the fourth quarter of FY 2010. 

Sources: Discrimination Investigations are tracked in a stand-alone database (Privacy Act Systems of Records - DOL/MSHA-10) into which en

Assessments personnel record applicable discrimination investigation information (dates, milestones, outcomes etc). The system is located on a the DOL network. 

Notes: 

Program Evaluations and Audits 

There were no relevant program evaluations or audits completed in FY 2010. 

United States Department of Labor – 76 – FY 2010 Annual Performance Report
Strategic Goal 4: Secure health benefits and, for those not working, provide in

Outcome Goal 4.1

―Facilitate return to work for workers experiencing workplace injurie

able to work. 

Analysis and Future Plans

OWCP supports the Secretary of Labor’s vision of good jobs for everyone through the achievement of Strategic Outcom

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 info

provision of assistance services that will support recovery and return to work. Achievement of this is measured by the DEmployees’ Compensation (DFEC) using two key indicators: disability duration, measured as lost production days, and successfully returned to employment following injury or illness. Besides early intervention, DFEC provides assistance to Federal employing agencies to elevate their participation in reem

makes greater use of technology to improve communications and data and information exchanges with employers and clmonitoring of longer-term disability cases, identifies cases whose medical conditions improve and those individuals who vocational rehabilitation and job placement services. A July 19, 2010 memorandum from President Obama launched the Presidential initiative Protecting Our Workers and E(POWER), replacing the Safety, Health and Return to Employment initiative (SHARE). SHARE concluded in FY 2009 reducing both new injury and lost production day rates in the Federal Government. POWER was formally rolled out in 

through a memorandum from the Secretary of Labor and at a formal meeting jointly led by OWCP and the Occupational 

Administration (OSHA) for Federal agency Washington headquarters staff. POWER expands on SHARE’s accomplishments by setting more aggressive targets over four years (FY 2011-14) for noagencies to continue to reduce injury and illness rates and increase return-to-work outcomes for injured federal employe

of POWER’s performance goals whose baselines were established by DFEC using FY 2009 results. Performance in FY in all four indicators:

United States Department of Labor – 77 – FY 2010 Annual Performance Report
Strategic Goal 4 

Decrease Government-wide Lost Production Day (LPD) rates – Under POWER, individual Executive Branch agencLPD rates (per 100 employees) by 1 percent per year through FY 2014. The Government-wide LPD rate was reduced in 

the FY 2009 result of 35.8 days. Success is due to FECA’s early intervention strategies in assisting injured workers to r

agencies’ continuing dedication to reemploying their workers, emphasized under POWER’s antecedents – Federal WorkIncrease the share of Federal employees with work-related injuries or illnesses that are reemployed by (non-Postatwo years of coming under FECA’s Disability Management program – POWER’s four-year target is to increase the returned to work by the 14 largest Executive Branch agencies to 92 percent within two years of thecases’ start of managthose agencies increased the share from 85.8 percent in FY 2009 to 89.7 percent in FY 2010. FY 2010 results also refle

FECA early intervention strategies in assisting injured workers to return to work, and employing agencies’ continuing d

their workers. The ability of DFEC to promptly initiate supportive actions is improved if Federal employers are timely in their submisswage-loss claims. For this reason, POWER includes two additional goals. The first of these is to increase nationwide tiby FY 2014 to 85 percent filed within 14 days. The FY 2009 result was 80.1 percent filed within 14 days. In FY 2010, filed. Agencies continue their attention to timely delivery. Fourteen agencies are using Electronic Data Interchange (ED

electronically. Most of these agencies made immediate significant gains in timeliness subsequent to adoption of EDI. T

capability to all agencies, DFEC is developing a web-based capability (ECOMP) that will enable employing agencies to 

forms electronically and cut the time of delivery. E-filing will be required by FECA regulations starting January 1, 2013FY 2014 is to increase the nationwide timeliness for Wage Loss Claim filing to 70 percent filed within 7 days. The FY 

filed within 7 days. The ECOMP electronic filing capability will also enable employing agencies to transmit Claims forIn the context of Federal employment, ODEP will partner with OWCP to identify effective practices, develop materials to successfully returning FECA claimants, particularly those deemed hardest to re-employ, to work. Working with OWC

partners, ODEP will provide technical assistance to support government-wide adoption and implementation of effective work strategies, including but not limited to job accommodations and centralized accommodations funding, job restructutelework, and technology. 

United States Department of Labor – 78 – FY 2010 Annual Performance Report
Strategic Goal 4 

United States Department of Labor – 79 – FY 2010 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 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 60.00 49.00 48.50 42.00 35.40 35.40 35.10 

Result 52.20 46.30 41.30 35.80 34.60 -- -- 

Government-wide LPD rate in non-Postal government agencies Status Y Y Y Y Y -- -- 

Successful early case intervention and employers' dedication to assisting and reemploying their injured workers. 

Certain Federal agenciesmissions tend to make wmore hazardous and reemployment opportunless readily available; organizational characterialso restrict return to woopportunities. 

Target -- -- -- -- 86.90% 86.70% 88.40% 

Result -- -- -- -- 89.70% -- -- Percent of injured federal workers coming under 

FECA Disability Management that are reemployed by (non-Postal) federal agencies 

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

Early intervention and nurse return to work assistance and Federal employers' dedication to reemploying their injured workers. 

Certain Federal agenciesmissions tend to make wmore hazardous and reemployment opportunless readily available; organizational characterialso restrict return to woopportunities. 

Sources: Integrated Federal Employees’ Compensation System (iFECS), individual Federal agencies' payroll systems, and Office of Personnel 

Trends reports 

Notes: 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

“Special Report Relating to the Federal Employees’ Compensation Act Special Benefit Fund,” October 2009 (Office of I

Relevance: The Office of Inspector General (OIG) contracted with an independent certified public accounting firm to prepare the report on the September 30, 2009. Findings and Recommendations: • Management should ensure that the Division of Federal Employees’ Compensation 

(DFEC) Branch of Accounting and Fiscal Services (BAFS) supervisors follow the established guidance and perform a more detailed review of the schedules. BAFS should establish policies and procedures to prepare and review the Schedule quarterly instead of just at fiscal year end. 

Next Steps: • Management agreed to formalize written po

preparation and review of the schedules, ancompleted during the second quarter of FY that quarterly trial schedules will be preparequarters of FY 2011 once the procedures ar

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/22-10-001-04-431.pdf
Strategic Goal 4 

“Management Advisory Comments Identified in an Audit of the Consolidated Financial Statements for the Year Ended September 30

Inspector General)

Relevance: The OIG conducted this audit to express an opinion on the fair presentation of DOL’s consolidated financial statements. Additionexpressing an opinion on DOL’s compliance with requirements of section 803(a) of the Federal Financial Management Improvement Act (FFM278), based on an examination.Findings and Recommendations: • Reinforce policies and procedures to maintain proper supporting documentation for all 

accounting transactions and balances. 

• Implement procedures to ensure that the review of all Accountability Review reports is 

completed in accordance with the Manual. 

• Continue to stress the importance of claim examiner compliance with the Manual related 

to timely claim file review, follow-up on obtaining the information supporting claimants’ continuing eligibility (medical evidence and forms CA-1032 or CA-12), and updates to the claimants’ pay rate based on the information provided in the form CA-1032. 

• Revise existing policies and procedures to require management to develop and implement 

a methodology for estimating the FECA year-end accrual and allowance for doubtful accounts receivable that is supported by a documented analysis of historical trends. This analysis should be updated annually to take into consideration actual results and changes in the industry. 

Next Steps: • OWCP issued guidance to reinforce the pol

documentation of the validity of UDOs. 

• Changes to the procedures in the Manual re

Reviews were released July 26, 2010. 

• Training materials related to Periodic Entitl

available to all DFEC staff in October 2009

• Analysis of these processes undertaken at th

tended to support the current methodology, matched the current estimates. However, Odocument these estimates and provide a det

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/22-10-006-13-001.pdf

United States Department of Labor – 80 – FY 2010 Annual Performance Report
Strategic Goal 4 

Outcome Goal 4.2―Ensure income support when work is impossible or una

Analysis and Future Plans

Office of Workers’ Compensation Programs

OWCP effectively supports Strategic Outcome Goal 4.2 by promptly and accurately processing claims to determine entifor 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 Compensation met its FY 2010 targets for each of two performance indicators which measure the timeliness of Defense 

by employers and insurance carriers. Injury report timeliness in FY 2010 for DBA cases was 75 percent within 30 days awithin 30 days. First payment timeliness in FY 2010 for DBA cases was 56 percent within 30 days against a goal of 50 pGrowing numbers of DBA cases present significant challenges for the Longshore program. Between FY 2002 and FY 2

cases received by the Longshore program have increased from 347 to 14,844. Because of overseas’ communications, gelimitations, DBA claims typically entail lengthy and more resource-intensive development time on the part of employer/focus on the role of employers/carriers’ in achieving results. The Longshore program will continue to work with upper m

employers and carriers to improve timeliness. On individual cases, the program will work with insurance claims adjusteinvestigation and claim decisions, leading to faster payment of benefits. In FY 2011, the Longshore program will add twfirst injury reporting and first payment timeliness for all other Longshore cases. Black Lung Claims Decision Timeliness – The Black Lung Program did not meet its goal of reducing the average time Decision and Order. Against a target of 200 days, results were 210 days. Performance was affected by an increase in cl2009 in response to the extended eligibility provided by amendments in the Patient Protection and Affordable Care Act (historical data from a previous change in regulations (FY 2001), when claim filings increased in the first year, the progra

continue and then taper off over the next three years. To reflect the additional work time related to the amendments, the adjusted the performance target upward to 250 days in FY 2011 and expects to reduce average time to 240 days in FY 2

Timely Adjudication in EEOICPA Claims – The Division of Energy Employees Occupational Illness Compensation (

provide timely claims adjudication and benefit delivery. In FY 2010, the Energy program reached its initial processing p

average days under Part B with a result of 97 days against a target of 120 days, and for Part E with an average of 125 da

days. The goal for Final Decisions was achieved with a result of 95.7 percent against a target of 89 percent. In FY 2011

United States Department of Labor – 81 – FY 2010 Annual Performance Report
Strategic Goal 4 

baseline for FY 2012 goals to measure the overall time to make claims decisions, from intake to final decisions. The new Part B and Part E results and more precisely account for various contingent claims actions involved in the claims procesreconstructions or conducting legal hearings, and thereby provide a more transparent picture of the adjudication process

OWCP - Reduce the consequences of work-related injuries

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 315 247 220 218 200 250 240 

Result 251 224 205 201 210 -- -- 

Average number of days to process Black Lung claims 

Status Y Y Y Y N -- -- 

Claim filings increased by 62% over FY 2009 due to extended claimant eligibility provided by provisions in the PPACA. 

The program did not megoal of reducing the avetime to render a PreliminDecision and Order due increased workload causenactment of the PPACA

Target -- -- -- -- 65% 75% 85% 

Result -- -- -- 55% 75% -- -- Percent of Employer's First 

Report of Injury filed within 30 days for Defense Base Act (DBA) cases Status -- -- -- -- Y -- -- 

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. 

Target -- -- -- -- Base 78% 85% 

Result -- -- -- -- 72% -- -- 

Percent of Employer's First Report of Injury filed within 30 days for non-DBA cases 

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

Target -- -- -- -- 50% 58% 65% 

Result -- -- -- 43% 56% -- -- 

Percent of First Payment of Compensation issued within 30 days for DBA cases Status -- -- -- -- Y -- -- 

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. 

Target -- -- -- -- Base 83% 85% 

Result -- -- -- -- 81% -- -- 

Percent of First Payment of Compensation issued within 30 days for non-DBA cases Status -- -- -- -- -- -- -- 

Sources: Black Lung Automated Support Package, Longshore Case Management System Notes: 

United States Department of Labor – 82 – FY 2010 Annual Performance Report
Strategic Goal 4 

United States Department of Labor – 83 – FY 2010 Annual Performance Report

EEOICPA - Reduce the consequences of work-related injuries

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Average days between filing date and final decision for cases not sent to NIOSH when a hearing is not held Status -- -- -- -- -- -- -- 

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

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

Average days between filing date and final decision for cases not sent to NIOSH when a hearing is held Status -- -- -- -- -- -- -- 

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

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

Average days between filing date and final decision for cases sent to NIOSH when a hearing is not held Status -- -- -- -- -- -- -- 

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

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

Average days between filing date and final decision for cases sent to NIOSH when a hearing is held Status -- -- -- -- -- -- -- 

Sources: Energy Case Management System Notes: 

Analysis and Future Plans

Employment and Training AdministrationThe FY 2010 performance targets were not achieved. First Payment Timeliness – Making timely payments to unemployed workers is critical to fulfilling the UI system’s kemaking full payment of unemployment compensation "when due." The FY 2010 target of 85.9 percent was not attainedpayments were made within 14/21 days, down from the FY 2009 level of 82.9 percent. First payment timeliness declineperforming below the 87 percent minimum acceptable level of performance in the UI performance management system 

submitted corrective action plans that outline the actions they will take to improve their performance as part of their FY 

Plan. Detection of Overpayments – Establish for recovery at least 52.8 percent of the amount of estimated overpayments tha

recover. Ensuring that benefits are paid only to those who meet eligibility requirements and that erroneous payments are critical to the integrity of any benefit payment program. 
Strategic Goal 4 

States detected and established for recovery 49.5 percent of the estimated overpayments, which was below the FY 2010 Recoverable overpayments estimated by the Benefit Accuracy Measurement (BAM) survey increased from $2.8 billion FY 2010 as benefits paid increased 50 percent, from $50 billion to $76 billion. Although States increased overpayment dfrom $1.5 billion to almost $2.0 billion, they could not keep pace with the increase in overpayments. Thirty-two states’ ratios fell from FY 2009 to FY 2010 as a result. Establish Tax Accounts Promptly – 90.0 percent of the UI tax liability determinations for new employers will be made the quarter in which employers become liable. Promptly enrolling new employers in the UI program is key to fulfilling 

supporting the timely payment of taxes – which fund UI benefits – and making timely and accurate eligibility determina

reported wages. In FY 2010, 86.4 percent of new status determinations were made within the specified 90-day period. Although this is cpercent target, it represents a 2.3 percentage point improvement from the year before. Statistical studies have indicated tbroadly countercyclical with a significant upward trend since 1997. As economic activity falls, status timeliness tends to determinations workload falls. However, the broad historical relationship was broken temporarily by the recent recessio

states reassigned staff from tax to UI claims functions in response to the sharply increased claims workloads. This causetimeliness to decline between FY 2008 and FY 2009 despite a fall in status determinations workloads. Staff diversion sebetween FY 2009 and FY 2010 as status performance improved. Reflecting the 2007-2009 recession’s impact, the FY 2086.9 percent. 

United States Department of Labor – 84 – FY 2010 Annual Performance Report
Strategic Goal 4 

United States Department of Labor – 85 – FY 2010 Annual Performance Report

ETA - Facilitate timely and accurate payments to unemployed workers

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target 89.90% 90.00% 88.40% 85.70% 85.90% 84.00% 85.70% 

Result 87.60% 88.20% 86.80% 82.90% 82.20% -- -- 

Percent of all intrastate first payments that will be made within 21 days. Status N I N N N -- -- 

As of September 2010, 22 states exceeded the UI Performs Acceptable Level of Performance standard of 87 percent. 

The persistent high worklevels continued to overwthe capacity of most statagencies to meet the timtarget. 

Target 59.50% 60.00% 56.00% 51.80% 52.80% 51.40% 52.30% 

Percent of the amount of Result 62.10% 54.80% 56.20% 52.90% 49.50% -- -- estimated overpayments that states detect established for recovery. Status Y N Y Y N -- -- 

State Benefit Payment Control (BPC) operations significantly increased overpayment detections by 31 percent, from $1.5 billion to almost $2.0 billion. 

Recoverable overpaymeestablished by the BenefAccuracy Measurement survey increased from $2billion to $4 billion in FYas benefits paid increase$50 billion to $76 billion

Target 82.50% 82.80% 84.90% 88.70% 90.00% 86.40% 86.90% 

Result 83.70% 85.60% 84.90% 84.10% 86.40% -- -- Percent of determinations about UI tax liability of new 

employers made within 90 days of the end of the first quarter they became liable Status Y Y Y N I -- -- 

FY 2010 performance of 86.4 percent of new status determinations made within 90 days represented a 2.3 percentage point improvement from the year before; 44 states improved their performance. 

States’ continued diversitax staff to perform UI cactivities in response to large increase in workloprevented states from mthe performance target. 

Sources: Payment Timeliness: ETA 9050 and 9050p reports; Detect Overpayments: Benefit Accuracy Measurement (BAM) program and ETA 

determinations: ETA 581 report. 

Notes: 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

OWCP – “Longshore and Harbor Workers’ Compensation Act Special Fund Financial Statements and Independent Auditors’ Rep

Inspector General) 

Relevance: The Office of Inspector General (OIG) audited the financial statements of the Longshore and Harbor Workers’ Compensation Act 2009, 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, 2009 and 2008, are presented fairly, in all material respects, in conformity with U.S. generally accepted accounting principles. 

Next Steps: • No recommendations made to OWCP. 
Strategic Goal 4 

• The OIG noted no matters involving the internal control and its operation that is 

considered to be a material weakness as defined in this report. 

• 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. 

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/22-10-004-04-432.pdf

OWCP – “District of Columbia Workmen’s Compensation Act Special Fund Financial Statements and Independent Auditors’ R

Relevance: The OIG audited the financial statements of the District of Columbia Workmen’s Compensation Act Special Fund as of Septembeended. Findings and Recommendations: • OIG concluded that the Fund’s financial statements as of and for the years ended 

September 30, 2008 and 2007, are presented fairly, in all material respects, in conformity with U.S. generally accepted accounting principles. 

• The OIG noted no matters involving the internal control and its operation that is 

considered to be a material weakness as defined in this report. 

• 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. 

Next Steps: • No recommendations made to OWCP. 

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/22-10-005-04-432.pdf

OWCP – “Contingency Contracting – DOD, State, and USAID Continue to Face Challenges in Tracking Contractor Personnel a

Afghanistan,” October 2009 (Government Accountability Office) 

Relevance: The Government Accountability Office (GAO) analyzed Department of Defense (DOD, State, and US Agency for International Dand Afghanistan for FY 2008 and the first half of FY 2009 on the (1) status of agency efforts to track information on contracts and contractor ppersonnel; (3) number of killed and wounded contractors; and (4) number and value of contracts and extent to which they were awarded compeFindings and Recommendations: • DOD, State, and USAID should ensure that the agencies’ criteria for entering 

contracts and contractor personnel into the Synchronized Predeployment and Operational Tracker (SPOT) system are consistent with the National Defense Authorization Act for FY 2008 and with the agencies’ respective information needs for overseeing contracts and contract personnel. The SPOT system tracks information on contracts and contractor personnel in Iraq and Afghanistan. 

• DOD, State, and USAID should establish uniform requirements on how contract 

numbers are to be entered into SPOT so that contract information can accurately be pulled from the Federal Procurement Data System-Next Generation (FPDS-NG) as agreed to in the memorandum of understanding. 

• DOD, State, and USAID should revise SPOT’s reporting capabilities to ensure that 

they fulfill statutory requirements and agency information needs, such as those 

Next Steps: • No recommendations made to OWCP. 

United States Department of Labor – 86 – FY 2010 Annual Performance Report
Strategic Goal 4 

related to contractor personnel killed or wounded. 

Additional Information: The report is available at http://www.gao.gov/new.items/d101.pdf

OWCP – “Black Lung Benefits Program – Administrative and Structural Changes Could Improve Miners’ Ability to Pursue Cla

Relevance: GAO reviewed the Black Lung Program on (1) how long it takes to process and resolve black lung benefits claims; (2) at what rate claims and appeals are denied by DOL; and (3) what barriers, if any, confront miners or their survivors in pursuing their claims. 

Findings and Recommendations: • Take steps to reduce the number of black lung cases remanded from the Benefits 

Review Board (BRB) to the Office of Administrative Law Judges (OALJ) by convening a group to determine the causes of these remands and develop solutions for reducing their incidence. 

• Obtain summary information on how long it takes to resolve claims using its 

current automated system to routinely track cases through the entire adjudication process and develop associated performance measures. 

• Consider shortening the time required to schedule hearings for black lung cases by 

examining the feasibility of using video teleconferencing technology to streamline the schedule of hearings in remote areas. 

• Based on feedback from relevant black lung medical stakeholders, including 

approved diagnostic providers and Black Lung Clinics, develop options for improving how doctors’ opinions are documented on DOL’s medical evaluation form. 

• Evaluate and report on claimant access to legal and lay representation by 

implementing changes to the data management systems of OWCP, OALJ, and BRB that will permit accurate data about claimant representation throughout the claims and appeals process. 

• Evaluate and address blood gas testing practices that may contribute to inaccurate 

disability test readings by implementing a feedback mechanism to record and track complaints from federal black lung claims stakeholders about testing practices. 

• Examine the following issues and evaluate the potential for proposing structural 

changes to the program to Congress. 

Next Steps: • The Department believes that an internal DOL gro

to offer suggestions to the OALJ and BRB that woestablish such a group. 

• OWCP’s Automated Support Package currently tr

their movement through the stages of developmenOWCP will carefully consider methods of expandmaintain information and report on claims after th

• This recommendation was addressed to the OALJ• OWCP recognizes that the medical evaluation for

physician may lead to an incomplete justification are beginning the process of analyzing reports, paOWCP will consider feedback from stakeholders, to improve this medical documentation. 

• OWCP has instituted changes that enable it to trac

lay representation. OWCP can determine the starrepresentation, and whether the representation is a

• OWCP has expanded its Microsoft Access databa

with physicians encountered by either the District a report to the District Office. 

• After review, the suggestions proposed by GAO t

would not be justified for a number of reasons. 

Additional Information: The report is available at http://www.gao.gov/new.items/d107.pdf 

OWCP – “Energy Employees Compensation – Additional Independent Oversight and Transparency Would Improve Program’s Cr

Relevance: GAO examined (1) claim-processing time; (2) costs of administering the program; (3) extent to which there are quality controls to are supported with objective and scientific information; and (4) actions taken by agencies to promote program transparency for claimants. Findings and Recommendations: • Strengthen the quality control measures in place for Part B lung disease claims and 

Part E processes with independent reviews. Such measures should include, for example, instituting periodic peer reviews of sampled reports by Part E consulting 

Next Steps: • The Division of Energy Employees Occupational 

plans to engage an appropriate external scientific objective study of our Site Exposure Matrices and 

United States Department of Labor – 87 – FY 2010 Annual Performance Report
Strategic Goal 4 

exposure matrix, and obtaining periodic expert review of medical evidentiary requirements for the Part B claims related to lung diseases. 

• Establish a formal agreement and action plan with the Secretary of Energy to 

release more information, where appropriate, in the site exposure matrix database in order to allow greater public access and input. In doing so, Labor should actively seek additional information from worker representatives and site experts about job descriptions, processes, and potential exposure. 

• Develop formal action plans, within Labor’s scope of authority, in response to the 

Labor Ombudsman’s reports regarding major claimant concerns and make the plans and updates on their subsequent status publicly available. One such plan should offer Labor’s response to the Ombudsman’s reports about consistent problems with customer service. 

strengthening it. 

• In January 2011, the Department of Energy (DOE

detailed information for the final six DOE sites to release in April 2010 of 48 DOE sites and all uranDEEOIC released this information publicly on Jan

• OWCP now formally responds to the annual repo

addition, the program conducted a survey to asseswith the DEEOIC claims process. This survey wa

Additional Information: The report is available at http://www.gao.gov/new.items/d10302.pdf

OWCP – “Customer Satisfaction with the Energy Employees Occupational Illness Compensation Program,” June 20

Relevance: The Energy Employees Occupational Illness Compensation Program contracted with Synovate to measure the perceptions of applireceived from the program.Findings and Recommendations: • Almost three in four (74 percent) DEEOIC applicants who have completed the claims 

process would recommend the program to a friend. 

• Receiving benefits is the biggest factor behind willingness to recommend – 97 percent of 

people who were awarded benefits would recommend the program, while 61percent of those denied benefits would recommend the program. 

• A majority of applicants are satisfied with the service they received from their Resource 

Centers, District Offices, and Final Adjudication Branches. 

Next Steps: • Based on the survey results, DEEOIC inten

provide customer service and sensitivity trAdjudication Branches, update wage loss afact sheet for the hearing process/rights to Recommended Decisions to deny, add an aDecisions, and provide Medical Bill trainin

Additional Information: To request a copy of the report, contact U.S. Department of Labor, DEEOIC, 200 Constitution Avenue, N.W., Room telephone (202) 693-0081.

ETA – “Review of Report on Improper Payments in the Unemployment Insurance Program,” September 2010 (

Relevance: The OIG reviewed and made recommendations on the report submitted by the Department’s program accountable official for UnemploymExecutiveOrder (EO) 13520, 'Reducing Improper Payments.'Findings and Recommendations: The Inspector General recommended that: 1. The UI Program Accountable Official modify the plan (to reduce improper UI payments) to include: 

• Specific details regarding rate reduction by 

utilizing corrective actions with clear milestones illustrating the impact the rate 

Next Steps: As recommended by the OIG report, the FY 2011 plan will outline specific strategies focused at • ETA’s strategies for reducing overpayments will focus on the areas where states have the m

payments and where there is the potential for the greatest impact. ETA has engaged with thWorkforce Agencies to form a state-federal workgroup to implement a national action agenAreas the workgroup will focus include: 

 Reducing overpayments caused by UI claimants who return to work and continue 

United States Department of Labor – 88 – FY 2010 Annual Performance Report
Strategic Goal 4 

reduction will have on improper payments. 

• Targeted reduction strategies to include 

specific guidelines that encourage collaborative efforts between the Department and the states to ensure reductions of improper payments are achieved. 

• Financial impacts and cost benefit analyses 

that show corrective actions will bring about a rate of return on investment. 

• Specific targeted reduction strategies and 

ways to ensure state participation and compliance with initiatives to meet or exceed reduction targets. 

2. The UI Program Accountable Official consider the use of a more accurate presentation of the reduction plan’s progress in reducing improper payments. For example, consider using other reports that provide real-time data, as well as a more accurate count of the entire improper payments universe than the current methodology. 

benefits. These claimants are responsible for nearly half of all benefit year earningnearly 30% of all UI overpayments (the single largest cause.) 

 Technical assistance to states to support state specific root cause analysis and deve

plans. 

• Aggressive outreach and funding to states as available to accelerate state and employer parti

Data Exchange System (SIDES) to automate and standardize the collection of employee sepand third party administrators to improve accuracy of claimant eligibility determinations. Csecond leading cause of overpayments, accounting for nearly 20 percent of the total. 

• Performing formal cost benefit analysis is time consuming and expensive and has the potent

challenging due to the complexity of the UI program. ETA believes the better investment collaborate with states to identify those strategies that have the potential to have the greatest payments. 

• As discussed above, ETA is committed to working with state partners to encourage their par

initiatives to reduce improper payments. Additionally, ETA will explore new performance states to reduce improper payment rates. ETA will also make supplemental budget resourcestate integrity initiatives, contingent on appropriations. 

• ETA will supplement the BAM survey by modifying the Overpayment Detection and Reco

obtain a more accurate count of the number of UI claimants in the population who have recedefined by OMB. These overpayments are reported quarterly to the IG, as required by Execrequests to modify data collection systems must be submitted for approval to OMB under thavailable until the first quarter of calendar year 2012 at the earliest. 

• As part of the FY 2012 Budget Passback, ETA has developed a methodology paper for the 

Department’s primary overpayment rate for the Improper Payments Information Act (IPIA) (fraud and nonfraud recoverable overpayments that state agencies can detect through cost-efAnnual Report rate, which includes all overpayments. 

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/22-10-020-03-315.pdf.

ETA – “Recovery Act: More Than $1.3 Billion In Unemployment Insurance Modernization Incentive Payments Are Unlikely To Be Claim

(OIG)

Relevance: The OIG conducted an audit to determine the status of the $7 billion of incentive payments, which states had to apply for in order to receive the $500 million in administrative grants, which the states automatically received.Findings and Recommendations: • To better ensure more than $1 billion of 

Recovery Act funds are put to best use, the Inspector General recommended the Assistant Secretary for Employment and Training (1) keep Congress informed on the status of unused funds, and as appropriate, make recommendations to the Secretary to work with 

Next Steps: • To keep Congress informed on the status of unused funds, ETA has posted on its Web site, 

http://www.dol.gov/recovery/map/map-ui-modernization.htm, a map of all states and their sfunding for UI modernization. 

• ETA supports the recommendation that unused funds become unrestricted in the FUA as pr

Recovery and Reinvestment Act of 2009 (ARRA). ARRA establishes the date upon which unrestricted as “the close of fiscal year 2011.” (See 42 USC 1103(f)(6)). Because states are sessions within which to change their laws, ETA supports existing law, which provides that 

United States Department of Labor – 89 – FY 2010 Annual Performance Report
Strategic Goal 4 

United States Department of Labor – 90 – FY 2010 Annual Performance Report

Congress to reinstate those funds into the Federal Unemployment Account (FUA), and( 2) request detailed spending plans from the states for the $500 million of administrative funds, and provide assistance, as appropriate, to help ensure these funds are spent as intended. 

close of the fiscal year, and believes such funds should not become unrestricted until Octobe

• The federal/state partnership that is the foundation of the UI program gives states significant 

administration of the program; it is not normal practice for the Department to require states tunless specifically required by statute. However, ETA will provide guidance and technical money and that the funds should be spent as quickly as possible. 

• ETA will provide guidance to states clarifying Congressional intent that states expend funds 

during the recession and recovery to expedite delivery of services, reduce improper paymenETA will work through its regional offices to provide the technical assistance and guidance will explore modification of oversight documents to incorporate review of state actions relatmillion special administrative transfer in an upcoming modification of the core monitoring g

• ETA will also continue to monitor expenditures of these funds. ETA obtains from the Bure

basis, reports of each state’s current balance of administrative funds. 

Additional Information: The report is available at http://www.oig.dol.gov/public/reports/oa/2010/18-10-012-03-315.pdf.
Strategic Goal 4 

Outcome Goal 4.3―Improve health benefits and retirement security for all w

Analysis and Future Plans

During FY 2010, EBSA’s program was significantly impacted by the ongoing implementation of the COBRA premium increased call volume from the public that it created for our participant assistance program. In addition, early in FY 201Patient Protection and Affordability Care Act (ACA) which significantly impacted both the workload and regulatory pri

Notwithstanding this unprecedented workload, EBSA achieved its performance goals that were established before any oWith respect to the enforcement program, the agency reached its performance target for the ratio of closed civil cases wi

violations to closed civil cases. With respect to criminal case work, EBSA achieved its target to report cases accepted foperformance reports, EBSA cautioned that the safe harbor regulation could substantially impact both the civil and criminApproximately one-third of the investigations conducted by EBSA focus on this issue of determining the appropriate percontributions to a small plan need to be deposited to the participant’s account in order to be deemed to be in compliance 

EBSA’s analysis, the safe-harbor to date has not materially reduced EBSA’s overall enforcement ratios in FY 2009 or Fto monitor the impact of the regulation subsequent to FY 2010 results and adjust performance targets, as necessary. Despite experiencing unprecedented call volume from the public in FY 2010, the Office of Participant Assistance provid

assistance by responding to 99 percent of all written inquiries within 30 days of receipt and responding to over 99 percen

the close of the next business day. Total inquiry volume for the fiscal year exceeded 376,000 including the adjudication 

subsidy denial appeals. More than 99 percent of the appeals were processed within the 15 business day statutory requireachieved by the participant assistance program contributed more than $164 million to EBSA’s overall monetary results o

informal resolution of complaints without utilizing the more resource intensive investigative process enables EBSA to dmore egregious and wide-spread violations of ERISA. An integral part of EBSA’s enforcement program, leads referred resulted in the opening of 1,064 investigations. The Agency also conducted outreach and education programs designed to educate plan participants and officials regardiresponsibilities under ERISA. Seven compliance webcasts were held reaching 11,000 plan sponsors and service provideEducation Seminars and five Fiduciary Education Seminars were conducted; 479 Rapid Response Workshops were held 600,000 educational publications were distributed and over 7.8 million visitors were hosted on the Agency’s website. Thcomponent of our efforts to enhance the benefit security of America’s workers, retirees and their families. We believe th

other benefits will be more secure if plan officials are more knowledgeable and therefore in a better position to be in com3 Monetary results are a product of EBSA’s investigative, compliance and participant assistance activities. 

United States Department of Labor – 91 – FY 2010 Annual Performance Report
Strategic Goal 4 

informed plan participants are more able to ensure they receive all the benefits to which they are entitled under their plan violations to the attention of EBSA. Going forward, in 2011, EBSA, for the first time, will begin conducting investigations that will lead to measuring overal

and the impact of EBSA investigations on the compliance rate. These broad-based composite measures will provide us 

compliance in the community beyond those investigations that we conduct. In addition, EBSA will resume its measuremsatisfaction with our Participant Assistance Program, an activity it conducted with the assistance of the Gallup OrganizaFY 2006. The evaluation results will allow EBSA to make direct process improvements as necessary. ODEP will expand ePolicyWorks Health Care, an online, collaborative workspace and real-time information-sharing too

the disability health care community to more effectively develop national health policy that supports and improves the epeople with disabilities. This unique online platform was created by ODEP in FY 2010 in response to the President’s Oand incorporates many Web 2.0 features such as RSS feeds, an announcements board, a discussion forum, and legislativ

as well as social networking and online workgroup capabilities. Members of ePolicyWorks Health Care include Federal advocacy and provider associations, and employer organizations.

United States Department of Labor – 92 – FY 2010 Annual Performance Report
Strategic Goal 4 

United States Department of Labor – 93 – FY 2010 Annual Performance Report

EBSA - Improve health benefits and retirement security for all workers

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

Target -- -- -- -- -- -- Base 

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

Percent of employee benefit plans in compliance with the civil provisions of ERISA Status -- -- -- -- -- -- -- 

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

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

Participant assistance program customer satisfaction index Status -- -- -- -- -- -- -- 

Target -- 61% 64% 67% 67% 67% 67% 

Ratio of closed civil cases Result -- 69% 70% 72% 72% -- -- with corrected fiduciary violations to civil cases closed Status -- Y Y Y Y -- -- 

EBSA effectively targeted investigations to achieve corrections of ERISA violations. 

Correlation between benplan reporting compliancoverall compliance with was not demonstrated. Obenefit plan managemenindices may be more effindicators of compliance

Target -- 48% 50% 52% 67% 67% 67% 

Result -- 67% 74% 79% 79% -- -- Ratio of criminal cases 

accepted for prosecution to cases referred Status -- Y Y Y Y -- -- 

EBSA effectively deployed a new Contributory Plan Criminal Project. 

Correlation between benplan reporting compliancoverall compliance with was not demonstrated. Obenefit plan managemenindices may be more effindicators of compliance

Sources: Enforcement Management System Notes: 

Program Assessments, Evaluations and Audits 

No relevant program evaluations or audits were completed in FY 2010. 
Strategic Goal 5: Produce timely and accurate data on the economic condition

and their families 

Outcome Goal 5.1

―Improve the timeliness, accuracy, and relevance of information on l

working conditions, and price changes in the economy. 

Analysis and Future Plans 

BLS revised its performance framework in 2010. For most performance measures, 2010 is the baseline year. In 2010, B

the underlying timeliness, accuracy and relevance targets for its Labor Force Statistics, Prices and Living Conditions, an

Technology Principal Federal Economic Indicators. The Office of Compensation and Working Conditions reached 100 timeliness and accuracy targets, but missed its relevance target for the number of indexes published (quarterly) for the E

program by three indexes (or one percent). BLS incorporates seasonal revisions into its estimates once per year, in the 3

several series that did not exhibit seasonality. Beginning in 2011, BLS will report only on non-seasonally adjusted index

measure. In addition, BLS measured dissemination through the average number of Internet site user sessions each month, and exc

in FY 2010 by reaching nearly 7.0 million user sessions. Finally, in FY 2010, BLS expanded its use of the American Cu

(ACSI) to measure customer satisfaction of its full Web site. BLS achieved a score of 75. 

United States Department of Labor – 94 – FY 2010 Annual Performance Report
Strategic Goal 5 

United States Department of Labor – 95 – FY 2010 Annual Performance Report

BLS - Improve the timeliness, accuracy, and relevance of information on labor market activity, working conditions, and price changes in the ec

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Percent of timeliness targets achieved for the Labor Force Statistics Principal Federal Economic Indicators (PFEIs). Status -- -- -- -- -- -- -- 

Prepared detailed documentation and work plans to keep projects on schedule, which helped ensure that targets were met. 

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

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

Percent of accuracy targets achieved for the Labor Force Statistics PFEIs. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of relevance targets achieved for the Labor Force Statistics PFEIs. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of timeliness targets achieved for the Prices and Living Conditions PFEIs. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of accuracy targets achieved for the Prices and Living Conditions PFEIs. Status -- -- -- -- -- -- -- 

See above. 
Strategic Goal 5 

United States Department of Labor – 96 – FY 2010 Annual Performance Report

BLS - Improve the timeliness, accuracy, and relevance of information on labor market activity, working conditions, and price changes in the ec

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't Wor

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

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

Percent of relevance targets achieved for the Prices and Living Conditions PFEIs. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of timeliness targets achieved for the Compensation and Working Conditions PFEI. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of accuracy targets achieved for the Compensation and Working Conditions PFEI. Status -- -- -- -- -- -- -- 

See above. 

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

Result -- -- -- -- 0% -- -- Percent of relevance targets achieved for the 

Compensation and Working Conditions PFEI. Status -- -- -- -- -- -- -- 

Missed number of index

published target for the Employment Cost Index program by 3 indexes. Dseveral series that did noexhibit seasonality. 

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

Result -- -- -- -- 100% -- -- Percent of timeliness targets achieved for the 

Productivity and Technology PFEI. Status -- -- -- -- -- -- -- 

Prepared detailed documentation and work plans to keep projects on schedule, which helped ensure that targets were met. 
Strategic Goal 5 

United States Department of Labor – 97 – FY 2010 Annual Performance Report

BLS - Improve the timeliness, accuracy, and relevance of information on labor market activity, working conditions, and price changes in the ec

*Target reached (Y), Improved (I), or Not Reached (N) 

FY/PY 

2006 

FY/PY 

2007 

FY/PY 

2008 

FY/PY 

2009 

FY/PY 

2010 

FY/PY 

2011 

FY/PY 

2012 

What Worked What Didn't W

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

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

Percent of accuracy targets achieved for the Productivity and Technology PFEI. Status -- -- -- -- -- -- -- 

See above. 

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

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

Percent of relevance targets achieved for the Productivity and Technology PFEI. Status -- -- -- -- -- -- -- 

See above. 

Target 2,900,000 3,700,000 4,300,000 5,100,000 6,100,000 6,900,000 6,900,000

Result 3,658,814 4,223,523 5,032,111 6,090,587 6,972,577 -- -- Average number of Internet site user sessions each 

month (Dissemination). Status Y Y Y Y Y -- -- 

Made products and services on website more accessible and usable. Expanded capabilities for users seeking specific data sets from large series. 

Target -- -- -- -- Base 75 75 

Result -- -- -- -- 75 -- -- 

Customer satisfaction with BLS products and services as measured by the American Customer Satisfaction Index (Mission Achievement). 

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

Reviewed survey feedback, which included more detailed information on functionality, search, navigation, and other areas of site performance. 

Sources: For most performance measures, internal BLS documents. For the Mission Achievement indicator, the American Customer Satisfactihttp://www.theacsi.org/images/stories/images/govsatscores/10Q3_egovscores.xls. Notes: BLS revised its performance framework in 2010. For most performance measures, 2010 is the baseline year. 

Program Evaluations and Audits 

Independent evaluations and audits completed in FY 2010 are summarized below. 

“Customer Satisfaction with the BLS Website,” September 2010 (Federal Consulting Group)

Relevance: In 2010, BLS expanded its use of the American Customer Satisfaction Index (ACSI) to measure customer satisfaction on its full Wdata users through its Web site, averaging nearly 7 million user sessions each month. The ACSI survey randomly prompts BLS data users whilfor 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 stakmission achievement. As BLS continues to provide more information to customers on its Web site, it is important to know how satisfied customproducts and services. 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 infor• Improve the Web site’s content, understandabilit• Modernize the hardware and software platform u
Strategic Goal 5 

improve ability to deploy web content. 

Source: The American Customer Satisfaction Index 2010 E-Gov Third Quarter Scores are available at 

(http://www.theacsi.org/images/stories/images/govsatscores/10Q3_egovscores.xls)

United States Department of Labor – 98 – FY 2010 Annual Performance Report
Measures Not Included in the FY 2011-FY 2016 Strategic Plan 

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 2009 and FY 2010 results for measures listed in its FY 2011 Performance Plan, which 

was published as part of the CBJ in February 2010 (see http://www.dol.gov/dol/budget/). However, 

the September 2010 update of the Department’s Strategic Plan had just begun in earnest when the 

budget and performance plan were taking final form in December 2009. Changes to the goal 

structure were minor but many measures were revised, replaced, or removed from the plan. 

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. 

The table below lists these performance measures, their targets and results for PY 2009/FY 2010. 

Results are not provided for measures that were new this year, i.e., their target was to collect 

baseline data. It is organized by the new goal structure, with changes noted to assist cross-reference 

to the FY 2011 Performance Plan. 

Agency – Measure 

(Program) FY or PY 

Target 

FY 2010 

PY 2009 

Result 

FY 2010 

PY 2009 

Why not included? 

Outcome Goal 1.1 

ETA - Average wage of participants 

at initial placement (Job Corps) PY 

$8.85 $9.05 The goal has been modified to clarify that the 

measurement is of Job Corps graduates, not 

participants. 

ETA – Average wage of graduates 

placed in an occupation or industry 

related to their training (Job Corps) 

PY 

$9.45 $9.59 Listed under Outcome Goal 1.2 in FY 2011 

Performance Plan 

Outcome Goal 1.2 

ETA – Number of participants 

receiving certifications (CommunityBased Job Training Grants) PY 

26,938 23,408 The Community-Based Job Training Grants 

initiative is not a long-term program, and 

should not be included in the outcome goal. 

The initiative is included in the Priority Goal 

on credential attainment. 

ETA – Percent of students who 

achieve literacy or numeracy gains of 

one or more Adult Basic Education 

(ABE) levels (Job Corps) PY 

58% 64% Listed under Outcome Goal 1.3 in FY 2011 

Performance Plan 

Outcome Goal 1.4 

ETA – Percent of participants 

employed in the first quarter after exit 

still employed in the second and third 

quarters after exit (Employment 

Service) PY 

76.6% 75.3% The services provided by the Employment 

Service do not focus on retention; therefore 

the measure is less appropriate for this 

program. 

United States Department of Labor – 99 – FY 2010 Annual Performance Report
Target Result Agency – Measure Why not included? (Program) FY or PY FY 2010 FY 2010 

PY 2009 PY 2009 

ETA – Percent of participants still 

employed in the second and third 

quarters after exit (Apprenticeship) 

FY 

81.4% 80.9% Apprenticeship does not fund employer 

training or any program follow-up activities 

to support retention; therefore the measure is 

less appropriate for the program. 

Outcome Goal 1.5 

WHD – Percent of prior violators 

who achieved and maintained 

FLSA compliance following a full 

FLSA investigation

70% The Department is developing a new 

methodology to measure the effectiveness 

of WHD's enforcement efforts.

ETA – H-2A applications with no 

pending state actions processed 

within 15 days of receipt and 30 days 

from the date of need (OFLC) FY 

53% 58% This goal is included in the annual budget 

submission and is included in the FY 2011 

Operating Plan. 

Outcome Goal 3.1 

OFCCP – Number of cases of 

Executive Order discrimination 

resolved FY 

80 

OFCCP – Number of investigations 

in individual Vietnam Era Veterans' 

Readjustment Assistance Act and 

disability discrimination cases FY 

10 

ODEP – Policy Outputs FY 32 

ODEP – Formal Agreements FY 22 

ODEP – Effective Practices FY 

23 

ODEP has other outcome measures that 

will be reported in the Department’s 

Performance Plan under Goals 1.2 and 3.1 

as targets are established. ODEP’s budget 

will continue to contain targets and results 

for these three output measures, which 

support Goals 1.2, 1.3, 1.4, 1.6, 3.1, 3.2, 

4.1, and 4.3.

Outcome Goal 4.1 

OWCP – Percent of Federal 

employees with work-related injuries 

or illnesses coming under FECA’s 

Quality Case Management and 

Vocational Rehabilitation Programs 

(FECA) FY 

81.4% 89.7% Measurement redefined in 2010; baseline 

consists of FY 2009 actuals. 

OWCP – Meet Communications 

Goals: Increase automation for the 

receipt of claims from Federal 

agencies; reduce caller hold times; 

respond to calls timely; and respond 

to more calls on the same day. 

(FECA) FY 

3 of 4 Met 3 of 4 Replaced and not included in the Strategic 

Plan 

United States Department of Labor – 100 – FY 2010 Annual Performance Report
United States Department of Labor – 101 – FY 2010 Annual Performance Report

Agency – Measure 

(Program) FY or PY 

Target 

FY 2010 

PY 2009 

Result 

FY 2010 

PY 2009 

Why not included? 

OWCP – Percent of Wage-Loss 

Claims received timely from nonPostal Federal agencies (FECA) FY 

60% 62.2% Listed under Outcome Goal 4.2 in FY 2011 

Performance Plan; not included in the Strategic 

Plan; included under Priority Goals. 

Outcome Goal 4.2 

OWCP – Average number of days to 

process Energy Program Part B initial 

claims (Energy) FY 

120 98 Listed under Outcome Goal 1.4 in FY 2011 

Performance Plan; Replaced and not 

included in the Strategic Plan 

OWCP – Average number of days to 

process Energy Program Part E initial 

claims (Energy) FY 

160 127 Listed under Outcome Goal 1.4 in FY 2011 

Performance Plan; Replaced and not 

included in the Strategic Plan 

OWCP – Percent of Final Decisions 

in Part B and Part E in the Energy 

Program processed within 180 days 

for hearing cases and 75 days for all 

other cases (Energy) FY 

89% 97.8% Listed under Outcome Goal 1.4 in FY 2011 

Performance Plan: Replaced and not 

included in the Strategic Plan 

Outcome Goal 4.3 

PBGC – Customer Satisfaction score 

for premium filers FY 

71 71 PBGC reports on this measure in PBGC’s 

Annual Performance Report, available at 

http://www.pbgc.gov/Documents/2010_annu

al_report.pdf 

PBGC – Customer Satisfaction score 

for responding to trusteed plan 

participant callers FY 

80 79 See above 

PBGC – Customer Satisfaction score 

for retirees receiving benefits from 

PBGC FY 

85 87 See above 
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 

ESA Employment Standards 

Administration 

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 

PBGC Pension Benefit Guaranty 

Corporation 

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 

WISPR Workforce Investment Streamlined 

Performance Reporting 

United States Department of Labor – 102 – FY 2010 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 Standards Administration http://www.dol.gov/esa/

Employment and Training Administration http://www.doleta.gov/

Mine Safety and Health Administration http://www.msha.gov/

Occupational Safety and Health Administration http://www.osha.gov/index.html

Office of Disability Employment Policy (ODEP) http://www.dol.gov/odep/

Veterans’ Employment and Training Service http://www.dol.gov/vets/

Women’s Bureau – A Voice for Working Women http://www.dol.gov/wb

United States Department of Labor – 103 – FY 2010 Annual Performance Report