SUMMARY OF PERFORMANCE

AND FINANCIAL INFORMATION Fiscal Year 2013

www.dol.gov
Secretary’s Message

I am pleased to submit the Department of Labor’s (DOL) Fiscal Year (FY) 2013 Summary of 

Performance and Financial Information, which highlights information previously published in 

the FY 2013 Agency Financial Report and the FY 2013 Annual Performance Report,

1 which can 

be found at: http://www.dol.gov/dol/aboutdol/#budget . 

DOL again received a clean opinion on our financial statements and an unqualified statement 

of assurance regarding the department’s internal controls. I attest that the summarized 

financial and performance data included in this document as well as the data in the Agency 

Financial Report and the Annual Performance Report are complete and reliable in accordance 

with federal requirements. 

I invite you to review our progress on the links listed in this report and to follow us on Twitter, Facebook, and YouTube. 

THOMAS E. PEREZ

U.S. Secretary of Labor

Department of Labor Mission, Organization, 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 its 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: Employment and Training Administration, Occupational Safety and Health 

Administration, Mine Safety and Health Administration, Veterans’ Employment and Training Service, Employee Benefits 

Security Administration, Office of Workers’ Compensation Programs and Bureau of Labor Statistics.

The Department operates according to the goal structure in its FY 2014-2018 Strategic Plan 

(http://www.dol.gov/_sec/stratplan/). For FY 2013 reporting, the goal structure included five strategic goals and ten

strategic objectives. 

Program Performance Overview

STRATEGIC GOAL 1: Prepare workers for better jobs

Strategic Objective 1.1. Advance employment opportunities for US workers in 21st century demand sectors and occupations 

 using proven training models through increased employer engagement and partnerships

Strategic Objective 1.2. Provide marketable skills and knowledge to increase workers’ incomes and help them overcome barriers 

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

 and the workforce system

Strategic Objective 1.3. Advance workers’ rights, acceptable work conditions, and livelihoods, particularly for the world’s 

 vulnerable populations

 

1 This report contains information on Fiscal Year (FY) 2013 and Program Year (PY) 2012 performance. Program year results for 2013 will be 

available in the FY 2014 Annual Performance Report (APR). 
The Employment and Training Administration (ETA) and the Veterans’ Employment and Training Service (VETS) work to 

promote and support training and other services that provide workers the opportunity to make a living wage in jobs with 

long-term viability. ETA’s programs also provide funding that increase skills and gainful employment for adults, 

dislocated workers, and youth. The Bureau of International Labor Affairs (ILAB) works to improve working conditions, 

raise living standards, and protect workers’ ability to exercise their rights.

Results for key agency performance measures that support Strategic Goal 1 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 1 measures are available on pages 21-38 of the FY 2013 DOL APR 

(http://www.dol.gov/dol/budget/2015/PDF/CBJ-2015-V1-01.pdf). 

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY/PY 2009 FY/PY 2010 FY/PY 

2011

FY/PY 2012 FY/PY 

2013

ETA: Six Month Average Earnings (Dislocated Worker) 

Target $15,542 $15,238 $15,418 $15,930 $16,335

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

* Y Y Y Y — 

ETA: Six Month Average Earnings (WIA Adult)

Target $13,741 $12,721 $12,865 $13,335 $13,684

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

[r] $13,482 --

* N Y Y Y --

ETA: Percent of participants who earn a diploma, GED, 

or certificate by the end of the third quarter after exit 

(WIA-Youth) 

Target 47.9% 55.4% 54.7% 59.6% 62.3%

Result 52.9% 59.5% 62.6% 62.3% --

* Y Y Y Y — 

ETA: Percent of students who attain industryrecognized credentials (Job Corps)

Target -- -- 50.0% 51.0% 70.0%[r]

Result -- -- 77.3% 77.3% --

* -- -- Y Y --

VETS: Percent of Jobs for Veterans State Grants (JVSG)

Veterans receiving intensive services 

Target — — — 32.0% 38.0%

Result 21.0% 22.0% 25.0% 31.0% 39.2%

* — — — I Y

[r] Revised from previously reported data

ETA programs support training to help workers become more competitive and to equip them with the credentials and 

skills to succeed in the global labor market. In PY 2012, ETA reached targets for all four job training measures featured 

in this report and improved performance on two measures. 

ETA attributes the success of meeting the target of the WIA Adult and Dislocated Worker average wage earnings, at least 

in part, to the focus and promotion of credential attainment, which has been found to have a strong impact on wages. 

The continuous push for credential and certification attainment prior to graduation and the increased focus on graduate 

full-time placement helped to improve the Percent of students who attain industry-recognized credentials in Job Corps, 

which exceeded the PY 2012 target. 

VETS assesses the performance of the American Job Center system on behalf of veterans served by the JVSG by tracking 

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

federal staff has provided monitoring, oversight, and technical assistance to State Workforce Agencies (SWAs) to 

aggressively increase the rate of intensive services provided to JVSG participants. In FY 2013, VETS exceeded a target of 

38 percent. Since FY 2009, intensive service rates have increased from 20 percent to nearly 40 percent. 
STRATEGIC GOAL 2: Improve workplace safety and health

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

The DOL agencies working toward safe and healthy workplaces are the Mine Safety and Health Administration (MSHA)

and the Occupational Safety and Health Administration (OSHA). By strategically scheduling inspections and outreach in 

high-risk areas, in addition to completing mandated enforcement activity, DOL expects to have the greatest effect on 

overall compliance. 

Results for key agency performance measures that support Strategic Goal 2 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 2 measures are available on pages 39-44 of the FY 2013 DOL APR 

(http://www.dol.gov/dol/budget/2015/PDF/CBJ-2015-V1-01.pdf).

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

OSHA: Health Inspections

Target -- 8,500 6,800 7,280 6,907

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

* -- I Y Y Y

MSHA: Five-year rolling average of fatal injuries per 200,000 

hours worked

Target — 0.0171 0.0178 0.0156 0.0143

Result — 0.0187 0.0164 0.0150 0.0141

* — N Y Y Y 

In FY 2013, OSHA met its target for the number of health inspections conducted and experienced a 1.3 percent decline 

from FY 2012 performance in the face of a 5 percent decline in budget resources. OSHA will continue its focus on 

enforcement, regulation, compliance assistance, education and outreach to meet the agency’s priorities of reducing 

workplace injuries, illnesses, and fatalities. 

MSHA reached its target for the Agency Priority Goal to reduce mining fatalities, primarily through its mandatory 

inspection program and special enforcement strategies at mines with troubling compliance histories. In the year ahead, 

MSHA will develop and implement new ways to make enforcement more effective, less predictable, and more strategic, 

to extend this positive trend. 

STRATEGIC GOAL 3: Promote fair and high-quality work environments

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

Strategic Objective 3.2. Protect workers’ rights

Strategic Objective 3.3. Secure wages and overtime

Eight DOL agencies have strategies, performance goals, and measures that contribute to achievement of this goal. The 

Office of Federal Contract Compliance Programs (OFCCP) requires that contractors and subcontractors working under 

contracts with the federal government provide equal employment opportunities. The Office of Disability Employment 

Policy (ODEP) develops policy and strategies to reduce barriers to employment for individuals with disabilities. The 

Women’s Bureau (WB) conducts research, projects, and evaluations on issues of importance to working women.

The Wage and Hour Division (WHD) is responsible for administering and enforcing a number of laws that establish the 

minimum standards for wages and working conditions in the United States. The ETA’s Foreign labor certification 

programs have the primary responsibility of the review of employer-filed applications requesting the Secretary of 

Labor’s certification in order to proceed with the employment-based immigration process. 
The Office of Labor-Management Standards (OLMS), OSHA, MSHA, and WHD conduct outreach to better inform workers 

of their rights and increase their voice in the workplace. 

Results for key agency performance measures that support Strategic Goal 3 are provided in the table below. Following 

the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 3 measures are available on pages 45-62 of the FY 2013 DOL APR 

(http://www.dol.gov/dol/budget/2015/PDF/CBJ-2015-V1-01.pdf).

Selected Measure

*Target reached (Y), improved (I), or not reached (N) FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

OLMS: Average number of days to resolve union 

officer election complaints

Target 88 84 80 76 75

Result 70 81 79 71 71

* Y Y Y Y Y 

WHD: Percent of directed investigations (excludes 

conciliations)

Target -- 24.0% 32.0% 35.0% 38.0%

Result 35.21% 17.0% 29.0% 40.63% 44.19%

* -- N I Y Y

Quick resolution of election complaints ensures the restoration of democratic voice and a democratically operated 

union. In fiscal years 2010-2013, OLMS exceeded its targets to reduce the average number of days to resolve union 

officer election complaints. OLMS’ use of a team approach to investigate election cases and early intervention 

procedures allowed investigators to complete cases more quickly. 

Over the last three years, WHD has shifted its resources from complaint-based to directed enforcement to promote 

compliance on behalf of workers in certain industries or program areas. By better integrating the directed and 

complaint investigations, WHD maximizes limited enforcement resources towards the goal of improving compliance at 

the industry-level and reaching the greatest number of vulnerable workers. In FY 2013, WHD increased the percent of 

directed investigations to 44 percent. 

STRATEGIC GOAL 4: Secure retirement, health, and other employee benefits and, for those not working, 

provide income security

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

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

Three DOL agencies have programs that contribute to Strategic Goal 4. The Office of Workers’ Compensation Programs 

(OWCP) implements four compensation statutes providing monetary, medical, and return-to-work benefits for workrelated injuries and illnesses for designated employee groups. ETA administers the Unemployment Insurance (UI) 

Program, which provides temporary, partial wage replacement for unemployed workers, providing them with income 

support when suitable work is unavailable. The Employee Benefits Security Administration (EBSA), through its 

enforcement of Title I of the Employee Retirement Income Security Act of 1974 protects the security of retirement, 

health and other benefits and assets for all workers who have employer-sponsored plans. 

Results for key agency performance measures that support Strategic Goal 4 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 4 measures are available on pages 63-76 of the FY 2013 DOL APR 

(http://www.dol.gov/dol/budget/2015/PDF/CBJ-2015-V1-01.pdf).
Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY/PY 

2009

FY/PY 

2010

FY/PY 

2011

FY/PY 

2012

FY/PY 

2013

ETA/UI: Percent of all intrastate first payments made 

within 21 days

Target 85.7% 85.9% 84.0% 85.7% 87.1%

Result 83.8% 82.2% 84.6% 82.9% 81.0%

* N N Y N N

ETA/UI: Percent of the amount of estimated overpayments 

that states detect established for recovery

Target 51.8% 52.8% 51.4% 52.3%% 54.1% 

Result 50.6% [r] 55.9% [r] 61.1% [r] 62.75% 57.2%

* N Y Y Y Y

OWCP: Percent of federal employees with work-related 

injuries or illnesses coming under Federal Employees’ 

Compensation Act’s (FECA) Disability Management that are 

reemployed by non-Postal Federal Agencies 

Target — 86.7% 87.0% 88.4% 93.4%

Result 85.8% 89.7% 91.6% 91.5% 91.9%

* — Y Y Y I 

EBSA: Civil Investigations Processed

Target — 3,644 2,900 3,611 3,674

Result 3,669 3,112 3,472 3,566 3,677

* — N Y I Y

EBSA: Criminal Investigations Processed

Target — 238 200 310 320

Result 287 281 302 318 320

* — Y Y Y Y

[r] Revised from previously reported data

Making timely payments to unemployed workers is critical to fulfilling the UI system’s key statutory objective of making 

full payment of unemployment compensation "when due." This measure, which includes nearly 90 percent of all State 

UI intrastate payments, is a good indicator of overall payment timeliness. In FY 2013, OUI did not meet the target of 

87.1 percent, and achieved 81 percent. First payment timeliness declined due to high staff turnover and lack of trained 

staff to make claim eligibility determinations in four states, IT systems issues, and backlogs in claims and adjudication 

units. 

Ensuring that benefits are paid only to those who meet eligibility requirements and that erroneous payments are 

detected and recovered are critical to the integrity of any benefit payment program. States detected and established for 

recovery 57.2 percent of the estimated overpayments, exceeding the 54.1 percent target. Overpayment detections 

decreased during the recession, as state workforce agencies reassigned staff from integrity functions to claims 

processing. As claims loads decreased, performance for this measure has improved.

From FY 2009 to FY 2013, the percentage of injured workers receiving Federal Employees’ Compensation Act Disability 

Management services, and returning to work within two years of injury, increased from 85.8 percent to 91.9 percent. 

While the FY 2013 result was an improvement over previous years, the annual target was not met. Budgetary factors 

may have affected agencies’ reemployment efforts this past year, but an ongoing performance improvement challenge 

remains with certain Federal agencies with employees in more hazardous missions or having other occupational 

reemployment challenges. To improve return to work numbers, OWCP is exploring the use of more surgical strategies 

aimed toward those agencies.

In FY 2013, EBSA enforcement programs closed the highest number of civil and criminal investigation cases in five years. 

In an ongoing effort to improve performance and learn from past experience, in FY 2013, EBSA developed a “Major 

Case” initiative to focus more enforcement resources on cases that have significant impact on participants and 

beneficiaries and plan assets, such as service provider investigations. 
STRATEGIC GOAL 5: Produce timely and accurate data on the economic conditions of workers and their 

families

Strategic Objective 5.1. Provide sound and impartial information on labor market activity, working conditions, and price changes 

 in the economy for decision making, including support for the formulation of economic and social policy 

 affecting virtually all Americans

The Bureau of Labor Statistics (BLS) is the principal Federal statistical agency responsible for measuring labor market 

activity, working conditions, and price changes in the economy. Its mission is to collect, analyze, and disseminate 

essential economic information to support public and private decision-making. Like all Federal statistical agencies, BLS 

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

objective, relevant, timely, and accessible. Policies and decisions based on BLS data affect virtually all Americans, and 

the wide range of BLS data products is necessary to fulfill the diverse needs of a broad customer base.

Results for a key agency performance measure that supports Strategic Goal 5 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 5 measures are available on pages 77-78 of the FY 2013 DOL APR

(http://www.dol.gov/dol/budget/2015/PDF/CBJ-2015-V1-01.pdf).

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

BLS: Percentage of timeliness targets achieved for the Principal 

Federal Economic Indicators (PFEIs)

Target -- -- -- -- --

Result 100.0% 100.0% 100.0% 100.0% 100.0%

* -- -- -- -- --

In 2013, BLS achieved 100 percent of the underlying timeliness targets for its Principal Federal Economic Indicators. BLS 

revised its performance framework in 2014. Cross-cutting measures are new beginning in FY 2014. The FY 2009 - 2013 

results are shown for comparative purposes only.

 
Assets and Liabilities

The graphs depict the major assets 

and liabilities. DOL’s total assets 

were $54 billion at the end of FY 

2013 and $44 billion at the end of 

FY 2012. The largest asset is the 

Investments which consist of nonmarketable, special issue Treasury 

securities held primarily in the 

Unemployment Trust Fund (UTF).

Total assets increased primarily 

due to an increase in investments 

as the net inflows in the UTF were 

in excess of immediate program 

needs for unemployment 

insurance (UI) benefit payments. 

DOL’s total liabilities were $58 

billion at the end of FY 2013 and 

$60 billion at the end of FY 2012. 

The largest liability is debt. The 

debt includes the Black Lung 

Disability Trust Fund borrowings 

from Treasury, and the UTF 

Advances from Treasury to pay UI 

benefits when amounts in the UTF 

are insufficient to fund these 

benefits. Total liabilities decreased 

primarily due to repayment of UTF 

debt as tax collections by the 

states exceeded the immediate 

requirements for UI benefit 

payments. 

Budgetary Resources 

DOL’s budgetary resources total $123 

billion for FY 2013 and $161 billion for 

FY 2012. The decrease is due 

primarily to lower level of funding

required to make UI benefit

payments. Departmental FY 2013 

budgetary resources include $103 

billion in appropriations and $8 billion 

in borrowing authority and FY 2012 

budgetary resources include $136 

billion in appropriations and $12 

billion in borrowing authority. 

Additional budgetary authority is 

provided from offsetting collections 

and prior year unobligated balances.

Financial Performance Overview

DOL reports its financial activities annually in the Consolidated Financial Statements, prepared in accordance with U.S. 

generally accepted accounting principles and the financial reporting requirements of the Office of Management and 

Budget (OMB) and include the Consolidated Balance Sheet, Consolidated Statement of Net Cost, Consolidated Statement of 

Changes in Net Position, Combined Statement of Budgetary Resources, and the Statements of Social Insurance and Changes 

in Social Insurance Amounts. These financial statements are audited and the Department received an unmodified (clean) 

audit opinion. The complete financial statements and the audit report are included in the FY 2013 Agency Financial Report 

which is located at www.dol.gov/dol/aboutdol/. The DOL financial reporting entity is organized by major program agencies

which conduct operations in five major program areas. The Department’s FYs 2013 and 2012 summary financial 

information is presented below.

0

5

10

15

20

25

30

35

Funds with U.S.

Treasury

Investments Accounts

Receivable

Advances Property, Plant

and Equipment

Billions

Assets 

2013

2012

0

5

10

15

20

25

30

35

40

45

IntraGovernmental

Debt

Accrued Benefits Future Workers'

Compensation

Benefits

Energy Employees

Occupational

Illness

Compensation

Benefits

Other Liabilities

Billions 

Liabilities

2013

2012

0

20

40

60

80

100

120

140

160

ETA OWCP All Others

Billions

Budgetary Resources by Major Program Agency

2013

2012
Net Cost of Operations by Agency and Major Program Areas

NET COST BY MAJOR PROGRAM AGENCY

MAJOR PROGRAM OPERATING AGENCIES1 FY 2013 

 (millions)

FY 2012 

 (millions)

Employment and Training Administration $76,024 $98,353

Office of Workers’ Compensation Programs $2,483 $2,632

Office of Job Corps $1,525 $1,769

Veterans’ Employment and Training Service $262 $282

Occupational Safety and Health Administration $590 $642

Mine Safety and Health Administration $407 $412

Employee Benefits Security Administration $215 $210

Bureau of Labor Statistics $624 $669

Wage and Hour Division $304 $365

Departmental Management and Other Agencies $438 $319

TOTAL NET COST OF OPERATIONS $82,872 $105,653

(1) The Pension Benefit Guaranty Corporation (PBGC), a Federal corporation under the chairmanship of the Secretary of Labor, is designated by OMB as a 

separate reporting entity for financial statement purposes and is not included in this financial overview.

Employment and Training 

Administration (ETA) costs comprise 

primarily of unemployment insurance 

benefit costs which also make the major 

portion of the Income Maintenance 

program area. The decrease from FY 

2012 is primarily due to reduced length 

of benefit coverage and lower levels of 

unemployment. ETA also provides 

employment and training services at a 

cost of $4.6 and $4.7 billion, in FY 2013 

and 2012, respectively.

Office of Workers’ Compensation 

Programs (OWCP) costs, included under 

the income maintenance program, 

comprise primarily of payments to or on 

behalf of individuals who qualify for 

disability and medical benefits due to 

injury or illness suffered on the job. The 

decrease is due to a lower increase in the 

projected benefit costs for the Energy 

Employees Occupational Illness 

Compensation benefits.

 

Income Maintenance programs 

comprise the major portion of 

Departmental costs. These programs 

include UI benefits paid to covered 

individuals who are out of work and 

seeking employment, as well as 

payments to or on behalf of individuals

who qualify for disability and medical

benefits due to injury or illness 

suffered on the job, and the costs to 

administer these programs. The 

significant decrease in income 

maintenance program costs is due 

primarily to lower costs for 

unemployment insurance benefits. 0

20

40

60

80

100

120

Income

Maintenance

Employment

and Training

Labor,

Employment,

and Pension

Standards

Worker Safety

and Health

Statistics

Billions

Net Cost of Major Program Areas

2013

2012
Top Management Challenges

For FY 2013, the OIG considers the following as the most serious management and performance challenges facing the 

Department:

•Protecting the Safety and Health of Workers •Protecting the Safety and Health of Miners 

•Improving Performance Accountability of Workforce 

Investment Act Grants 

•Ensuring the Effectiveness of the Job Corps Program 

•Ensuring the Security of Employee Benefit Plan Assets •Reducing Improper Payments 

•Ensuring the Effectiveness of Veterans’ Employment and 

Training Service Programs

•Securing and Protecting Information Management Systems 

These top management challenges are intended to identify and help resolve serious weaknesses in areas that involve 

substantialresources and provide criticalservicesto the public. The OIG’s assessment of the Department’s progress in 

addressing each challenge and what remainsto be done is available on pages 143-153, at: 

http://www.dol.gov/_sec/media/reports/annual2013/2013annualreport.pdf

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Department of Labor Agency Pages

Bureau of International Labor Affairs http://www.dol.gov/ILAB/ Office of Federal Contract Compliance Programs http://www.dol.gov/ofccp/

Bureau of Labor Statistics-http://www.bls.gov/ Office of Labor-Management Standards http://www.dol.gov/olms/

Employee Benefits Security Administration Office of Workers' Compensation Programs http://www.dol.gov/owcp/

http://www.dol.gov/ebsa/ Pension Benefit Guarantee Corporation http://pbgc.gov/

Employment and Training Administration http://www.doleta.gov Veterans' Employment and Training Service http://www.dol.gov/vets/

Mine Safety and Health Administration http://www.msha.gov Wage and Hour Division -http://www.dol.gov/whd/

Occupational Safety and Health Administration- Women's Bureau - http://www.dol.gov/wb/

http://www.osha.gov/index.html

Office of Disability Employment Policy-http://www.dol.gov/odep/

DOL Regulations and Enforcement

DOL Regulations Search - http://www.regulations.gov/#!searchResults;a=DOL;rpp=25;po=0;s=DOL

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Please direct any questions or comments about this report to the U.S. Department of Labor, Performance Management Center, 

200 Constitution Avenue NW, Room S-3317, Washington, DC 20210 * 202-693-7120

SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION

U.S. DEPARTMENT OF LABOR

Fiscal Year 2013

www.dol.gov