U.S. Department of Labor

Office of Labor-Management 

Standards

November 2016
Table of Contents

Table of Contents

Table of Contents.......................................................................................................................... ii

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW .......................................................................... 1

Mission........................................................................................................................................ 1

Organizational Structure ............................................................................................................. 2

Organizational Changes during the Past Eight Years................................................................. 5

Key Leaders................................................................................................................................ 8

TAB 2: 30/60/90 DAYS – STATE OF PLAY...................................................................................... 9

Key Meetings, Decisions and Announcements .......................................................................... 9

Key Agency Stakeholders........................................................................................................... 9

TAB 3: INITIATIVES ..................................................................................................................... 10

Policy and Regulatory Issues.................................................................................................... 10

Enforcement.............................................................................................................................. 10

Audits and Reports.................................................................................................................... 11

Management.............................................................................................................................. 11

TAB 4: BUDGET ........................................................................................................................... 13

TAB 5: AGENCY PERFORMANCE................................................................................................. 16
TAB 1: Agency Organizational Overview

1

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW

Mission

The Office of Labor-Management Standards (OLMS) is responsible for administering and 

enforcing most provisions of the Labor-Management Reporting and Disclosure Act of 1959 

(LMRDA), as amended. The LMRDA directly affects millions of people throughout the United 

States. The law was enacted by Congress primarily to ensure basic standards of union 

democracy, financial transparency and fiscal responsibility in labor organizations representing

employees in private industry.

The major provisions of the LMRDA are

o a Bill of Rights for union members

o requirements for reporting and disclosure of financial information and administrative 

practices by labor unions

o requirements for reporting and disclosure by employers, labor relations consultants, union 

officers and employees, and surety companies, when they engage in certain activities

o rules for establishing and maintaining trusteeships

o standards for conducting fair elections of union officers, and

o safeguards for protecting union funds and assets

OLMS also administers provisions of the Civil Service Reform Act of 1978 and the Foreign 

Service Act of 1980, which extend comparable protections to Federal labor unions. OLMS does 

not have jurisdiction over unions representing solely state, county, or municipal employees.

In addition, OLMS’ Division of Statutory Programs (DSP) administers DOL responsibilities 

under the Federal transit law by ensuring that fair and equitable arrangements protecting mass 

transit employees are in place before the release of Federal transit grant funds. These 

arrangements must be approved by OLMS before the U.S. Department of Transportation's 

Federal Transit Administration (FTA) can release funds to mass transit employers.

Authorizing Legislation

Public Law / Act Legislation Statute No. 

PUB. L. 86-257 Labor-Management Reporting and 

Disclosure Act of 1959, as 

amended. 

29 U.S.C. 401 

PUB. L. 95-454 Civil Service Reform Act of 1978 5 U.S.C. 7101 

PUB. L. 88-365 PUB. L. 102-240 Urban Mass Transportation Act of 

1964, as amended. 

49 U.S.C. 533 (b) 

PUB. L. 91-518 Rail Passenger Service Act of 1970 

as amended. 

45 U.S.C. 501 et 

seq. 

PUB. L. 91-375 Postal Reorganization Act of 1970. 39 U.S.C. 101 
TAB 1: Agency Organizational Overview

2

Organizational Structure

OLMS is staffed by approximately 209 Federal and 12 contract employees. The structure 

includes six national office components in addition to the offices of the director and deputy 

director, and 16 field offices including four regional offices and 12 subordinate district offices.

National office components employ approximately 43 FTE and 12 contractors; the field offices 

comprise approximately 166 FTE, the majority of which are investigators. 

Organizational Chart

OLMS Director

Michael Hayes

Deputy Director

Andrew Auerbach

Office of Field 

Operations 

Stephen Willertz

Division of Planning, 

Management and 

Technology

Teresa Thomas

Office of Program 

Operations

Lorenzo Harrison

Division of Statutory 

Programs 

Ann Comer

Division of Enforcement

Sharon Hanley

Division of Interpretations 

and Standards

Andrew Davis 

Division of Report, 

Disclosure and Audits

Larry King

Northeastern Region

Peter Papinchak

Southern Region

Daniel Cherry

Central Region 

Daniel LaFond

Western Region 

Jena de Mers Raney

Director

Provides political leadership to the agency. 

Deputy Director

Provides executive leadership with regard to policy development, program operations and 

administration, and management functions for OLMS. 

Office of Field Operations

Provides executive leadership to overall field office operations and management of forensic 

technology support to investigations nationwide.
TAB 1: Agency Organizational Overview

3

Regional Offices 

Manage field office program and administrative operations within assigned geographic 

jurisdictions; conducts audits and investigations and provides liaison with other agencies, 

labor organization leaders and other stakeholders within geographical jurisdiction.

District Offices

Plan and conduct all OLMS program operations within assigned geographic jurisdictions.

Office of Program Operations

Provides executive leadership to carry out the Secretary’s public disclosure responsibilities under 

the LMRDA and ensure that filings are complete and timely and that those entities required to 

file do so; carries out the Voluntary Compliance Partnership and Persuader Reports Filing 

Programs. 

Division of Reports, Disclosure and Audits (DRDA) 

Administers OLMS operations for receipt, maintenance, and public disclosure of reports and 

perform related report auditing functions; administers OLMS programs to secure reporting 

compliance by labor organizations and others; and administers the OLMS program to 

collect, maintain, and publicly disclose collective bargaining agreements.

Division of Enforcement

Develops criminal and civil enforcement policy; oversees the OLMS criminal and civil 

enforcement and investigative audit programs; provides advice to OLMS field offices and 

coordinates with the Office of the Solicitor, the Department of Justice and representatives of 

other agencies with respect to enforcement activities. 

Division of Interpretations and Standards (DIS)

Develops policy and administers regulatory activities; develops and administers

comprehensive national public information and liaison programs; develops and administers

staff training programs. 

Division of Planning, Management and Technology 

Provides OLMS planning, management, and technology support services to include: 

develops strategic plans, annual program plans, performance goals and measures, and 

performance evaluation efforts; develops technology acquisition plans; manages and 

maintains established computer systems, computer equipment repair and maintenance and 

user support; coordinates with DOL regarding technology initiatives and activities; 

formulates and executes the OLMS budget; and, supports all OLMS administrative and 

management responsibilities. 

Division of Statutory Programs (DSP) 

Administers transit employee protections established in federal transit law by certifying fair 

and equitable protections for affected transit employees as a condition of federal transit 

grant assistance.
TAB 1: Agency Organizational Overview

4

Workforce At-A-Glance
TAB 1: Agency Organizational Overview

5

Organizational Changes during the Past Eight Years

Dissolution of the Employment Standards Administration (ESA) 

Prior to 2009, OLMS was one of four agencies composing the Employment Standards 

Administration (ESA). In 2010, ESA was broken up and each of its components – OLMS, Wage 

and Hour Division, Office of Federal Contract Compliance Programs, and Office Workers’ 

Compensation Programs – was structured to report to the Office of the Secretary of Labor. 

Contemporaneous with becoming an independent agency and overall DOL plans to reduce costs, 

OLMS focused on its most mission critical functions. Its budget was gradually but ultimately 

reduced to $39.1 million in fiscal year 2015, followed by an increase to $40.5 million in FY 

2016.

2014 OLMS Restructuring

In FY 2014, OLMS underwent a significant restructuring which formalized and implemented the 

organizational efficiencies that had taken place over the previous five years. These changes 

impacted both the regional and the national office structures as described below. 

Pre- 2014 Regional Office Structure

The Office of the Deputy Director was responsible for the operation of four OLMS regions; each

headed by a senior executive and staffed with a GS-11 administrative officer. Each region

consisted of five district offices, each headed by a GS-15 district director and a GS-14 

supervisory investigator. District offices were staffed with investigators, senior investigators

(GS-13) and a labor-management assistant (LMA), GS-1802-07. Investigators, senior 

investigators, supervisory investigators, and district directors were classified to the GS-1801 

(investigator) or GS-1811 (criminal investigator) series.

The regional director was (and continues to be) responsible to develop OLMS enforcement 

policies, procedures, and strategies, develop regional program operations plans, and oversee all 

program activity within assigned regional jurisdictions.

The district director was (and continues) to be responsible to develop district program operations

plans, oversee civil and criminal investigations, engage in liaison with other law enforcement 

agencies and others, and conduct activities to assist labor organizations, employers, consultants, 

and others to comply with the law.

Pre-2014 National Office Structure

The Office of the Deputy Director was responsible for two divisions within the national office, 

each headed by a GS-15 manager, and two offices, each headed by a senior executive. Each 

senior executive was responsible for two divisions, each headed by a GS-15 manager.

• The Office of Enforcement and International Union Audits was headed by a senior 

executive and provided management, review, and oversight of OLMS’ union audit and 

enforcement programs. The office oversaw the operations of the Division of
TAB 1: Agency Organizational Overview

6

Enforcement (DOE) and Division of International Union Audits (DIUA).

o The Division of Enforcement was (and continues to be) responsible for 

enforcement of and compliance with Titles III, IV and V of the LMRDA and 

equivalent provisions of other laws.

o The Division of International Union Audits was responsible for administering a 

program of compliance audits of national and international union. Its chief was a 

GS-15 manager. This division had not been funded or staffed since 

approximately 2009.

• The Office of Policy, Reports, and Disclosure was headed by a senior executive and 

provided management, review, and oversight of OLMS policy development, and the 

LMRDA reports and public disclosure program. The office oversaw the operations of the 

Division of Interpretations and Standards (DIS) and Division of Reports, Disclosure and 

Audits (DRDA). That office has not been funded or staffed since 2012.

• The Office of the Deputy Director directly oversaw two national office divisions:

o The Division of Planning, Management and Technology develops and 

coordinates OLMS strategic plans, annual program plans, performance goals 

and measures, and performance evaluation efforts; develops and coordinates 

OLMS technology acquisition plans; formulates the OLMS budget; oversees 

OLMS budget execution; prepares required budget reports and documents; 

and, provides services in support of all OLMS administrative and 

management responsibilities. 

o The Division of Statutory Programs issues guidelines and establishes policies and 

procedures to implement employee protection requirements to ensure that equitable 

arrangements protecting mass transit employees are in place, as a condition of the 

release of federal transit grant funds.
TAB 1: Agency Organizational Overview

7

Current Regional Office Structure

OLMS retained its four-region field structure, however, because of the decrease in the number of

field investigators, OLMS eliminated the four field SES positions. Instead, the regions are now 

headed by GS-15 regional directors. The regional directors no longer report to the deputy 

director. They report to a national office director: the Director of Field Operations. Each 

regional director is supported by either a GS-9 or GS-11 administrative officer.

OLMS reduced the number of district offices nationwide from 20 to 12; consolidating from five 

to three per region. This was accomplished by retaining the largest office in each region and 

“pairing” the remaining four. The pairings were based on geographic location, number of unions

in each jurisdiction, workloads, and projected staffing levels. The number of GS-15 district 

directors was reduced from 20 to 12. The number of GS-14 supervisory investigators was 

reduced from 20 to 12. Each of the three district offices is headed by a GS-15 district director. 

The district director is responsible for managing the planning and implementation of all OLMS 

program and associated administrative operations within the assigned geographic territory. 

Each of OLMS’ 20 district offices had been supported by an LMA. OLMS reduced the number 

of LMAs from 20 to 12, consistent with the reduction in the number of offices. 

Current National Office Structure 

The Office of Policy, Reports and Disclosure and the Office of Enforcement and International 

Union Audits, including its subordinate Division of International Union Audits, were dissolved. 

The current structure is as follows: 

• The OLMS deputy director oversees the Office of Field Operations, the Office of 

Program Operations, and four national office Divisions: the Division of Planning, 

Management and Technology; the Division of Statutory Programs; the Division of

Interpretations and Standards; and, the Division of Enforcement. The deputy director is 

one of the three career senior executive service position. 

• The Office of Program Operations (OPO) provides leadership for the management, 

operation, and direction of OLMS program and administrative operations including the 

OLMS Public Disclosure Room, the Voluntary Compliance Partnership Program and 

outreach associated with encouraging filing of persuader reports, and provides overall 

management and direction to the Division of Reports, Disclosure and Audits. OPO is led 

by a career senior executive service position. 

• The Office of Field Operations (OFO) is responsible for oversight of the field offices –

the four regional offices and their constituent district offices. The OFO is led by a

director, a position that constitutes one of the agency’s three career-SES positions. 
TAB 1: Agency Organizational Overview

8

Key Leaders 

Michael J. Hayes, Director, Office of Labor-Management Standards (political)

Andrew D. Auerbach, Deputy Director 

Stephen J. Willertz, Director, Office of Field Operations 

Lorenzo D. Harrison, Director, Office of Program Operations

Sharon Hanley, Chief, Division of Enforcement

Andrew Davis, Chief, Division of Interpretations and Standards

Teresa Thomas, Chief, Division of Planning, Management and Technology

Larry King, Chief, Division of Reports, Disclosure and Audits

Vacant, Chief, Division of Statutory Programs

Dan Cherry, Director, Southern Region

Dan LaFond, Director, Central Region

Pete Papinchak, Director, Northeastern Region

Jena De Mers Raney, Director, Western Region
TAB 2: 30/60/90 Days – State of Play

9

TAB 2: 30/60/90 DAYS – STATE OF PLAY

Key Meetings, Decisions and Announcements

By end of February 2017: None

By end of March 2017: None

By end of April 2017: None

Key Agency Stakeholders

All labor organizations representing private sector or federal employees are OLMS stakeholders. 

As this is a key constituency for many Department of Labor components, and no one labor union at 

present has a more key role than another, OLMS has concluded that it cannot assemble and share a 

meaningful list of stakeholders. 
TAB 3: Initiatives

10

TAB 3: INITIATIVES

Policy and Regulatory Issues 

An important OLMS rulemaking, called the “persuader rule,” was preliminarily enjoined 

nationwide by a U.S. District Court on June 27, 2016. OLMS had planned for that rule to go into 

effect on July 1, 2016. The rule requires labor relations consultant and employers to report on 

certain agreements or arrangement. They each must report if the consultant undertakes, or agrees to 

undertake, "persuader activities." These are defined as any actions, conduct, or communications that 

are undertaken with an object, explicitly or implicitly, directly or indirectly, to affect an employee's 

decisions regarding his or her representation or collective bargaining rights. Under the typical 

reportable agreement or arrangement, a consultant agrees to manage a campaign or program to 

avoid or counter a union organizing or collective bargaining effort, either jointly with the employer 

or separately. The rule also requires consultants to file reports when they hold union avoidance 

seminars for employers. Under prior regulation (and currently under the injunction), consultants 

and employers were only required to report, speaking generally, when the consultant spoke directly 

to the employees. 

Beginning in 2009, OLMS took decisive action to revise or rescind regulations that unfairly 

burdened labor unions with excessive paperwork, without providing commensurate benefits to 

members and the public. For example, OLMS rescinded a regulation that had penalized smaller 

labor unions by (counterintuitively) requiring small unions that were having difficulty with the 

reporting rules to file even more information on a more complex form. OLMS also rescinded the 

Form T-1, which had required reporting on entities with only a weak relationship to labor unions. 

OLMS revised the Form LM-30 (labor organization officer and employee report) by, for example, 

relieving volunteers like union stewards from having to post their home mortgages and student 

loans on the Internet.

Another notable policy effort is the Voluntary Compliance Partnership program. This program, 

begun in 2009 with 20 partner national and international unions, delivers compliance assistance and 

other help to local unions by coordinating efforts with their national and international unions. Since 

its inception, this program has since expanded to reach 43 parent unions, which increased OLMS’s 

compliance assistance reach to over 16,000 local unions. The program is designed to effect 

improvement in union operations in areas such as adequate financial bonding for local unions, efiling rates, and reduced delinquency rates for required filings as best practices continue to be 

replicated.

Enforcement 

OLMS has pending numerous criminal significant cases, i.e., cases that involve a prominent 

subject, involve a substantial financial loss; have the potential for significant media coverage or 

congressional interest; or involve a high level official. The majority of the cases involve 

embezzlement of labor organization funds. The Secretary need not be briefed on these cases at the 

outset.
TAB 3: Initiatives

11

OLMS has a special enforcement policy with regard to annual reports (Form LM-21) filed by labor 

relations consultants. The LM-21 is required of any consultant who in that year had a “persuader 

agreement” with an employer. A possible interpretation of the LM-21 reporting obligation is that 

consultants must publicly disclose all receipts and disbursements from all their clients in connection 

with labor relations advice or services. That possible disclosure obligation is removed by OLMS’s 

special enforcement policy on LM-21 reports, which was issued on April 13, 2016. 

Audits and Reports

OLMS has no such audits or reports.

Management 

OLMS’ Electronic Labor Organization and Reporting System (e.LORS) is more than 15 years old 

and obsolete. The system is mission essential. It comprises various applications that support 

OLMS’ administration of the Labor-Management Reporting and Disclosure Act (LMRDA). 

Continued code revisions to e.LORS have degraded the system and approximately 60 percent of all 

application costs have been spent fixing bugs and patching, resulting in increased maintenance costs 

each year. Modernization would specifically enable OLMS to enhance public customer service, 

increase mission efficiency, implement the DOL regulatory agenda, leverage use of the DOL DGIP 

(Digital Government Initiative Platform), and comply with accessibility laws and DOL policy 

directives. Congress has to date not funded e.LORS modernization. 

Personnel and Engagement

Due to OLMS’ uniquely difficult budget environment for the past years, which includes three years 

at sequestration levels, OLMS has not been a leader in the FEVS scores. OLMS, however, has seen 

improvements each year. 

The core of the Federal Employee Viewpoint Survey consists of questions broken down into six 

major categories. On average, OLMS outperforms both the government as a whole and the 

Department of Labor in two of those categories, namely the “Leadership” and “My Agency”

categories. In two categories, “My Satisfaction” and “My Work Unit,” OLMS outperforms the 

government but underperforms DOL. In another two, “My Supervisor” and “My Work Experience,” 

OLMS is outstripped by both DOL and the government. 

OLMS’ scores have increased from last year. Of the 71 questions studied, only six questions 

recorded lower scores than last year, and only one showed a meaningful dip (over 2%), which was 

“My supervisor supports my need to balance work and other life issues.” In contrast, 65 questions 

showed an increase in scores, with 14 showing substantial gains (over 8%), with the greatest gain in 

“Managers/supervisors/team leaders work well with employees of different backgrounds.”

OLMS’ action plan was developed in conjunction with the National Union of Labor Investigators, 

Ind., which is the union that represents OLMS investigators in the field. The action plan establishes 

an LM Forum, which holds meetings between OLMS management and NULI officers twice a year 

to discuss ways to improve the FEVS scores, The action plan also provides for 12 conference calls, 
TAB 3: Initiatives

12

one every month, each to one of OLMS’ 12 district offices. These calls provide a means for all 

field investigators to address OLMS’ senior management directly with their concerns, ideas, and 

suggestions. Finally, the action plan requires a twice yearly information exchange between OLMS 

management and NULI officers. 
TAB 5: Agency Performance

13

TAB 4: BUDGET

BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2013

Enacted

FY 2014

Enacted

FY 2015

Enacted

FY 2016

Enacted

FY 2017

Request

Budget Authority $39.1 $39.1 $39.1 $40.6 $45.7

FTE 222 211 209 199 209

At-A-Glance

• The Office of Labor-Management Standards (OLMS) administers the Labor-Management 

Reporting and Disclosure Act and other applicable laws. These laws provide safeguards for 

labor union democracy and union financial integrity and transparency by requiring public 

disclosure reporting by unions, union officers, union employees, employers, labor 

consultants, and surety companies and by providing standards for conducting union 

elections. 

• OLMS is also responsible for reviewing public transportation grants to ensure labor 

protections for transit workers are in place prior to Federal funds being released.

• Prior to FY 2009, OLMS was a part of the Employment Standards Administration (ESA). In 

2009, ESA was eliminated and OLMS became an independent agency reporting directly to 

the Secretary of Labor. 

• OLMS is a single budget activity agency and is funded through an annual appropriation. 

Budget and FTE Trends

• OLMS’s budget authority has ranged from a high of $45.3 million in FY 2009 to a low of 

$39.1 million in FY 2013 after sequestration. 

• OLMS’s funding was stable until it was reduced by $2.2 million for sequestration in FY 

2013. During sequestration, OLMS originally planned to absorb reductions by furloughing 

all employees for seven days. Due to unexpected attrition, however, OLMS was able to 

reduce the number of furlough days to 2.5. The agency absorbed the remainder of the 

reduction by eliminating performance bonuses, training, travel, and reducing its payment to 

the Working Capital Fund. 

• The agency’s budget authority was not increased from sequestration levels until FY 2016. 

• In the FY 2016 and FY 2017 President’s Budget, OLMS requested resources to modernize 

its 15 year old legacy reporting and enforcement case management database system: the 

Electronic Labor Organizations Reporting System (e.LORS). OLMS did not receive the 

requisite funding in 2016.

Staff Contact

Teresa Thomas

Office of Labor Management Standards

thomas.terri@dol.gov

(202) 693-0506
TAB 5: Agency Performance

14

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Request $58.2 $40.6 $45.2 $41.4 $41.8 $46.9 $41.2 $47.0 $45.7

Enacted $45.3 $41.4 $40.5 $41.3 $39.1 $39.1 $39.1 $40.6

$0

$10

$20

$30

$40

$50

$60

$70

OLMS

Request vs. Enacted, FY 2009-FY 2016

(Dollars in millions)

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Enacted $45.3 $41.4 $40.5 $41.3 $39.1 $39.1 $39.1 $40.6

Inflation Adjusted $45.3 $46.1 $47.5 $48.5 $49.2 $50.0 $50.1 $50.1

$0

$10

$20

$30

$40

$50

$60

OLMS

FY 2009 Inflation Adjusted BA vs. FY 2009-FY 2016 Enacted BA

(Dollars in millions)
TAB 5: Agency Performance

15

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

PB

Authorized 297 269 247 230 228 218 215 209 209

Actuals 294 256 243 228 222 211 209 199

0

50

100

150

200

250

300

350

OLMS

Authorized FTE vs. Actuals, FY 2009-2017
TAB 5: Agency Performance

16

TAB 5: AGENCY PERFORMANCE

The Office of Labor-Management Standards (OLMS) is the Federal agency responsible for 

administering and enforcing most provisions of the Labor-Management Reporting and Disclosure 

Act of 1959 (LMRDA), ensuring union financial transparency, integrity and democracy through its 

oversight and investigative services. OLMS has implemented a number of changes in its internal 

processes to become more efficient. For instance, through changes such as increased 

communications between national and field offices, among staff and management, and its 

partnership with SOL, OLMS has reduced the average number of days to resolve union officer 

election complaints from 79 in FY 2011 to 70.2 in FY 2015.

Because it is not feasible for OLMS to audit every union for malfeasance, OLMS developed a 

methodology to direct its auditing resources to unions where criminal activity is more likely to be 

found. Such cases are known as “fallouts”. The “fallout” measure tracks the number of targeted 

audits that result in a criminal case. Better targeting has allowed OLMS to mitigate somewhat the 

expected decrease in criminal cases identified that could have resulted from the declining number of 

OLMS. While the decline in staff has resulted in a 

decrease in the number of both audits and criminal 

investigations, increased effectiveness, efficiency 

and targeting prevented the decline in cases 

processed from being significantly greater.

79

70.2

64

66

68

70

72

74

76

78

80

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Average number of days to resolve union officer election complaints

14.90%

21.46%

10.00%

15.00%

20.00%

25.00%

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Percent of Targeted Audits that result in a Criminal Case (Fallout Rate) 

Performance Goal OLMS 3.2 – Promote 

union financial integrity, transparency and 

democracy.
TAB 5: Agency Performance

17

Performance Goal OLMS 3.2 – Promote 

union financial integrity, transparency and 

democracy.

Under the LMRDA, unions, employers, labor 

consultants and others must file a number of 

reports and documents. Some of these reports 

can be filed electronically through the OLMS 

electronic Labor Organization Reporting System 

(e.LORS). Some unions continue to file paper 

versions of their documents and OLMS must ensure these too are available for disclosure. OLMS

ensures the public has access to these documents through the OLMS website. Increasing the

percentage of forms filed electronically cuts costs by eliminating scanning manually submitted 

forms, aids in transparency by making electronically submitted forms available on the web site 

almost instantaneously, and ensures that electronic submissions are submitted in accordance with a 

series of business rules to avoid inaccuracies. e.LORS is built on a platform over 15 years old, 

however, and requires a major overhaul to ensure continued system security and functionality, 

which OLMS has noted in annual budget submissions and operating plans for the past several years.

21.4%

49.0%

15%

25%

35%

45%

55%

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Percent of Disclosure Reports Filed Electronically