U.S. Department of Labor

Office of the Secretary

November 2020
2

TABLE OF CONTENTS

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW ........................................................ 3

TAB 2: OFFICE OF THE SECRETARY OFFICES .............................................................. 8

TAB 3: ADJUDICATION OFFICES.................................................................................... 12

TAB 4: BUDGET.................................................................................................................. 21
TAB 1: Agency Organizational Overview

3

TAB 1: AGENCY ORGANIZATIONAL OVERVIEW

Mission

The Department of Labor (DOL or Department) is a cabinet-level department with the mission to 

foster, promote, and develop the welfare of the wage earners, job seekers, and retirees of the 

United States; improve working conditions; advance opportunities for profitable employment; 

and assure work-related benefits and rights. In carrying out this mission, the DOL component 

agencies administer and enforce more than 180 federal laws and thousands of federal regulations 

which cover many workplace activities for about 10 million employers and 150 million workers. 

The Secretary of Labor heads the Department and is the principal advisor to the President on the 

development and execution of polices and the administration and enforcement of laws relating to 

wage earners, their conditions, and their employment opportunities. The agency, the Office of 

the Secretary (OSEC), supports the Secretary in fulfilling the Secretary’s responsibilities.

Authorizing Legislation

The Act to Establish the Bureau of Labor, 1884, was amended by the Act of 1913 to establish the 

Department of Labor (29 U.S.C. 1); this act also authorizes the Departmental Management 

functions. 

Organizational Structure

OSEC is funded from two budget activities in the Departmental Management appropriation: 1) 

Program Direction and Support1 (PDS), and 2) the Adjudicatory Boards. 

 1 The Office of Public Affairs, the Office of the Assistant Secretary for Policy, and the Office of Congressional and 

Governmental Affairs are all funded by the PDS budget activity as well. However, given their size and scope, each 

of these entities has their own transition briefing book.
TAB 1: Agency Organizational Overview

4

Organizational Chart

Secretary of Labor

Eugene Scalia (PAS)

Chief of Staff

Rachel Mondl 

(Non-Career SES)

Special Assistants (Policy)

Blake Lanning

Chad Squitieri

(Non-Career)

White House Liaison

Colton Meehan 

(Non-Career)

Special Assistant to the Chief 

of Staff

Jordan Goldstein

(Non-Career)

Deputy White House Liaison

Mitchell Brown 

(Non-Career)

Deputy Chief of Staff

Catherine Bartley 

(Non-Career)

Executive Assistant

Brenda Russell (Non-Career)

Counselor

Andrew Kilberg

(Non-Career SES)

Office of Public Liaison

Dean Heyl

(Non-Career SES)

Center for Faith and 

Opportunity Initiatives

Mark Zelden

(Non-Career)

Management Support 

Services

Thomas DeBusk

(Career)

DOL Agencies

BLS OASP OSHA

EBSA OCFO OWCP 

ETA ODEP SOL

ILAB OFCCP VETS

MSHA OLMS OCIA

WB OASAM OPA

WHD

Deputy Secretary

Patrick Pizzella (PAS)

Special Assistant

Amanda Bryson

(Non-Career)

Counselor to the Deputy 

Secretary

Brett Swearingen 

(Non-Career)

Administrative Review Board

James D. McGinley

Senior Policy Advisor

Morgan Bowles

(Non-Career)

Benefits Review Board 

Judith S. Boggs

Employees' Compensation 

Appeal Board 

Alec James Koromilas

Office of Administrative Law 

Judges

Stephen Henley

Associate Deputy Secretary

Nathan Mehrens

(Non-Career SES)

Special Assistant 

(Scheduling)

Stephanie Couch

(Non-Career)

Special Assistant 

(Briefing Materials)

Andrew Schwarz

(Non-Career)

Director of Scheduling and 

Operations

Abbie Sumbrum

(Non-Career)

Executive Secretariat

Caroline Robinson

(Non-Career)

Speechwriting Staff

Kyle Huwa

Brianna Howard

(Non-Career)

Advance Staff

Stephanie Laudner (Lead)

Eric Evans

Andrew Nixon

(Non-Career)

Senior Advisor

Sarah Martin

(Non-Career)

Special Assistant to the 

Deputy Chief of Staff

Allison Dunn

(Non-Career)

Principal Travel Aide 

Fernando Espinoza

(Non-Career)
TAB 1: Agency Organizational Overview

5

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

6

Key Leaders 

Secretary’s Office 

o Eugene Scalia, Secretary of Labor

o Rachel Mondl, Chief of Staff (non-career)

o Catherine Bartley, Deputy Chief of Staff (non-career)

o Colton Meehan, White House Liaison (non-career)

o Andrew Kilberg, Counselor (non-career)

Office of the Deputy Secretary of Labor 

The Deputy Secretary is the Department’s chief operating officer. As such, the Deputy Secretary 

oversees key operational functions such as: strategic planning; budget formulation; financial 

management; information technology; and human resource management. Additionally, the 

Deputy Secretary provides the leadership and management of DOL’s agencies necessary to 

support the Secretary and the Department’s mission. In doing so, the Deputy Secretary utilizes 

performance management, program evaluation, and cross agency collaboration. The Deputy 

Secretary also oversees the administration of DOL’s adjudicatory boards, which are responsible 

for reviewing and determining thousands of appeals each year. The Deputy Secretary’s staff 

supports these efforts by working directly with agency leadership and senior staff.

Deputy Secretary’s Office

o Patrick Pizzella, Deputy Secretary of Labor (non-career)

o Nathan Mehrens, Associate Deputy Secretary (non-career)

o Brett Swearingen, Counselor (non-career)

Adjudicatory Boards

o Office of the Administrative Law Judges (OALJ)

o Administrative Review Board (ARB)

o Benefits Review Board (BRB)

 Office of the Ombudsman for the Energy Employees Occupational Illness 

Compensation Program

o Employee Compensation Appeals Board (ECAB)

Management Support Services (MSS) (total staff: career-12)

MSS provides administrative support to OSEC and works closely with the Office of the 

Assistant Secretary for Administration and Management in areas including: budget; 

facilities; human resources; IT; procurement; property management; recordkeeping; FOIA’s;

security; and travel. Additionally, MSS works closely with the Office of the Chief Financial 

Officer with regard to financial management. Another key service provided through MSS is 

the executive motor pool which provides transportation for the Secretary, Deputy Secretary, 

and DOL’s Assistant Secretaries. 

o Thomas DeBusk, Director (career) 

o Janet Newkirk, Deputy Director of Operations (career)

o Ronetta Norris, Deputy Director of Administration (career)
TAB 1: Agency Organizational Overview

7

The following are also component offices within OSEC; overviews of these offices are found in 

Tab 2.

o Office of the Executive Secretariat (ExecSec) 

o Office of Public Liaison (OPL) 

o Centers for Faith and Opportunity Initiatives (CFOI) 
TAB 2: OSEC Offices

8

TAB 2: OSEC OFFICES

Office of the Executive Secretariat

The Office of the Executive Secretariat (ExecSec) is part of the immediate Office of the 

Secretary and serves as a liaison for Executive Correspondence between the Office of the 

Secretary (including, the Office of the Deputy Secretary) and DOL agencies. ExecSec 

establishes, implements, and manages procedures to assist agencies in producing timely, 

accurate, and quality responses to correspondence addressed to the Secretary, Deputy Secretary, 

and DOL’s Executive Staff from sources internal and external to the Department. 

ExecSec also secures appropriate clearance of decision memoranda and other documents 

requiring Secretarial or Deputy Secretarial signature and approval, and assists the decision 

making process by providing relevant policy and background information. Additionally, 

ExecSec assists in the day-to-day management of DOL agencies. ExecSec’s Agency Liaison 

Officers (ALOs) cover assigned portfolios of DOL agencies and assist in the processing and 

clearing of Executive correspondence. Finally, ExecSec’s Committee Management Officer 

(CMO) is responsible for the oversight of the Department’s 12 Federal Advisory Committees.

Organizational Structure

Within ExecSec, there are two divisions: Policy and Operations. Policy consist of four ALOs 

and the CMO. Operations consists of two teams: the Correspondence Intake Team (CIT) and the 

Technical Review Team (TRT). An additional team; the Special Correspondence Team (SCT) 

focuses on special correspondence and projects directly for OSEC and the Director, including the 

internal functions of ExecSec. Policy reports directly to the Director and Operations reports to 

the Supervisor of Operations.

In 2018, ExecSec completed development and deployed the new electronic Correspondence 

Tracking System (CTS). The new system allowed for ExecSec to move from the previous paperbased process to an electronic system, following the requirement mandated that Executive 

branch components must submit records electronically to the National Archives and Records 

Administration (NARA) by 2022. Currently the Office of the Chief Information Officer (OCIO)

and NARA are finalizing the requirements to begin the transfer of records electronically.

Upon receipt of Executive Correspondence, ExecSec enters into CTS, and assigns it to the 

appropriate DOL agency for review and response. ExecSec then tracks the agency’s progress in 

preparing the response and manages any departmental clearances. 

ExecSec’s move to CTS has allowed the office to operate with less staff. Over the course of FY 

2018 and 2019, ExecSec went from 19 FTEs to 14, nearly a 30% staff reduction through attrition 

or reassignment.

Key Leaders 

o Caroline Robinson, Executive Secretary (non-career)

o Anthony Waterloo, Director of the Office of the Executive Secretariat (career)
TAB 2: OSEC Offices

9

Key Issues

ExecSec has established processes for achieving our mission; however, there are some key 

procedural matters that must be addressed quickly by the incoming Secretary and Deputy 

Secretary. These matters include: signature blocks; auto-pen and electronic signatures and use; 

sign-off authority; blanket approvals; briefing book archiving; the handling of Executive 

(including Secretarial) correspondence; and the clearances and approval processes. Given that 

the work ExecSec performs is integral to the Office of the Secretary, ExecSec requests to brief 

the key Transition personnel and the Secretary, Deputy Secretary, and their appropriate staff as 

early as possible.

Office of Public Liaison 

The Office of Public Liaison (OPL) serves to advance the Secretary’s efforts to effectively 

engage stakeholders by making the Department inclusive, transparent, accountable and 

responsible. OPL is DOL’s primary liaison to external organizations, stakeholder and advocacy 

groups, and the private sector. While DOL agencies maintain their own external relationships, 

OPL is used to both consult on and manage longer-term, more strategic initiatives. OPL serves as 

trusted messengers to complement the outreach efforts of DOL’s agencies to ensure a broad 

cross section of stakeholder participation in all facets of the Department's efforts. OPL also 

supports many of the Secretarial- and Presidential-level roll-outs of regulations, guidance 

documents, and new initiatives. OPL facilitates and coordinates external meeting requests, 

ensures that obstacles to participation are mitigated, and provides recommendations to inform 

and influence Departmental resources, programs and policies.

OPL works in close coordination with the Office of Congressional and Intergovernmental Affairs 

(OCIA) and the Centers for Faith and Opportunity Initiatives (CFOI) to form the Secretary's 

outreach team. OPL is based in the National Office but does extensive outreach to the regions by 

leveraging the regional presences of DOL’s agencies.

Organizational Structure 

OPL has two non-career FTE.

Key Personnel

o Dean Heyl, Director (non-career)

o Sylvester Giustino, Deputy Director (non-career)

Centers for Faith and Opportunity Initiatives 

The Centers for Faith and Opportunity Initiative (CFOI) at the U.S. Department of Labor (DOL) 

engages faith-based organizations and community members to maximize their participation in 

policies, partnerships, and funding opportunities, and minimize regulatory burdens that interfere

with their First Amendment freedoms.

The work of CFOI includes: 
TAB 2: OSEC Offices

10

• Building relationships with faith-based and non-profit stakeholders to provide 

information and seek input on the important work of DOL. 

• Coordinating with various DOL agencies on policy issues of interest to faith-based and 

non-profit stakeholders. 

• Creating partnerships between faith-based stakeholders and DOL’s workforce 

development and grant-making agencies. 

• Serving the White House Office for Faith and Opportunities Initiatives and similar offices 

within other executive branch agencies. 

The establishment of CFOI at DOL stems from Presidential Executive Order (EO) 13831, which 

created the White House Faith and Opportunity Initiative. The White House Faith and 

Opportunity Initiative is responsible for establishing policies, priorities, and objectives for the 

Federal Government's comprehensive effort to enlist, equip, enable, empower, and expand the 

work of faith-based and other community organizations. It works closely with corresponding 

offices across the Administration and at the White House. The EO generally requires Executive 

Branch Departments to have a Center for Faith and Opportunity Initiatives. DOL CFOI’s 

outreach efforts are utilized to inform stakeholders of DOL actions in both funding opportunities 

as well as rule-making and enforcement.

Organizational Structure 

CFOI has four non-career FTEs which include a Director, Deputy Director, and Chief of Staff. 

Key Leadership 

o Mark Zelden, Director (non-career)

o Nicole Hudgens, Deputy Director (non-career) 

o David Thomas, Chief of Staff (non-career)

Initiatives

Outreach: Outreach is a key focus of CFOI to increase DOL’s partnerships faith-based 

stakeholders in education, health care, social services, criminal justice, pro-life efforts, and profamily interests. Along with DOL’s OPL, CFOI maintains an active list of strategic contacts 

comprised of leaders of national, regional, and state organizations, as well as a variety of 

denominations, and associations who can reach thousands of more organizations and Americans. 

CFOI works closely with White House Office of Public Liaison (WH OPL) in support of DOL 

outreach efforts to faith and community organizations. 

Grants Partnerships: CFOI has worked with DOL grant-making agencies, primarily the 

Employment and Training Administration (ETA), to increase opportunities for faith-based 

organizations and participation in grants as grantees and sub-grantees. DOL CFOI continues to 

build ongoing relationships with these groups.
TAB 2: OSEC Offices

11

Policy, Rulemaking & Enforcement

Policy Issues

Under Executive Order 13831, CFOI works with DOL agencies to ensure faith-based 

organizations are given the fullest ability under law “to compete on a level playing field for 

grants, contracts, programs, and other Federal funding opportunities.” CFOI also works in 

compliance with the Order to make policy recommendations in multiple Administrative 

documents as they relate to “religious liberty, strengthening marriage and family, education, 

solutions for substance abuse and addiction, crime prevention and reduction, prisoner reentry, 

and health and humanitarian services.”

Specifically, CFOI has partnered with other agencies and departments to address policy issues 

including:

• Combating the Opioid Epidemic

• Occupational Licensing

• Veterans Assisted Suicide Prevention Programs

• REO Grant Announcements

• Resources addressing COVID-19
TAB 3: Adjudication Offices

12

TAB 3: ADJUDICATION OFFICES

Office of the Administrative Law Judges (OALJ) 

Federal Administrative Law Judges (ALJs) within the DOL’s Office of Administrative Law 

Judges (OALJ) preside over formal hearings concerning many labor-related matters. The OALJ 

mission is to render fair and equitable decisions under the governing law and the facts of each 

case. Hearings concerning Black Lung Benefits, Longshore Workers’ Compensation and 

Permanent Alien Labor Certification constitute the largest part of the office's work. The 

Department’s ALJs, however, also hear and decide cases arising from over 65 other labor-related 

statutes and regulations, including federal contract and wage disputes, requests for mine safety 

variances, and retaliation cases involving corporate fraud, safety violations in the nuclear, 

aviation, railway, public transit, and commercial trucking industries and violations of 

environmental, consumer protection and food safety laws. OALJ is an adjudicatory agency and 

does not make policy or issue policy statements. 

Authorizing Legislation

The ALJs conduct these formal hearings under the Administrative Procedure Act (APA), 5 

U.S.C. §§ 554-557 where a statute, Executive Order or regulation requires notice and 

opportunity for a hearing on the record. 

Organizational Structure

Federal ALJs are appointed under the APA, 5 U.S.C. § 3105. Their appointments are made by 

the Secretary pursuant to the procedures set forth in Secretary’s Order 07-2018 (August 16, 

2018). These procedures include the posting of a solicitation for applications; screening by 

DOL’s Office of Executive Resources; interviews by a panel consisting of the Department’s 

Chief Administrative Law Judge, the Chief Human Capital Officer, and Assistant Secretary for 

Policy, and a member of the Employees’ Compensation Appeals Board; reviews by the Deputy 

Secretary; and final decision by the Secretary. There are approximately 1,900 ALJs assigned to 

26 Federal agencies. The Department of Labor employs 43 ALJs, all within the OALJ, along 

with legal and administrative support staff of 129 FTE. DOL’s OALJ is the third largest 

employer of ALJs in the Federal government, with the Social Security Administration employing 

over 1,600 ALJs and the Office of Medicare Hearings and Appeals employing about 100 ALJs.

OALJ’s National Office is located in Washington, DC. 
TAB 3: Adjudication Offices

13

Workforce At-A-Glance

Key Leadership

• Stephen R. Henley, Chief Administrative Law Judge 

• Carrie Bland, Associate Chief Administrative Law Judge for Black Lung 

• Paul R. Almanza, Associate Chief Administrative Law Judge position for Immigration 

and Longshore
TAB 3: Adjudication Offices

14

The entire agency is supported by the Office of Program Operations under Director Angel Perez 

and 16 FTE. OALJ has eight district offices ranging in size from 12 to 19 FTE managed by a 

District Chief Administrative Law Judge. These locations are in Washington, DC; Boston, MA; 

Cherry Hill, NJ; Cincinnati, OH; Covington, LA; Newport News, VA; Pittsburgh, PA; and San 

Francisco, CA. 

Administrative Review Board (ARB)

The Secretary has delegated to the ARB the authority to issue agency decisions for the Secretary, 

(subject to the Secretary’s review), in cases arising under a wide range of worker protection 

laws.2 These statutes include, but are not limited to, whistleblower protections for workers in the 

environmental, transportation, and securities industries, H-1B and other immigration provisions. 

In addition, the ARB hears cases involving child labor, employment discrimination, job training, 

seasonal and migrant workers, and federal construction and service contracts.3 The Board’s 

cases generally arise upon appeal from decisions of Department of Labor Administrative Law 

Judges or the Administrator of the Department’s Wage and Hour Division. Depending upon the 

statute at issue, parties may appeal an adverse decision to federal district or circuit courts and 

ultimately to the United States Supreme Court. The Board’s mission is to issue legally correct, 

just, and timely decisions. 

Organizational Structure

The Board offices are located in the Frances Perkins Building. The Secretary of Labor has 

granted authority and assigned responsibility to the Board to issue final agency decisions after 

review or on appeal of matters arising under a wide range of employee protection laws. The 

jurisdiction of the Board includes, but is not limited to, the following areas of law: 

environmental, transportation, and securities whistleblower protection; temporary immigration 

programs; child labor; employment discrimination; job training; and federal construction and 

service contracts. The Board’s cases generally arise on appeal from decisions by Department of 

Labor Administrative Law Judges or determinations by the Administrator of the Department’s 

Wage and Hour Division. Depending upon the statute at issue, parties may appeal the Board’s 

decisions to federal district or appellate courts and ultimately to the United States Supreme 

Court. The mission of the Board is to do justice under the law by rendering legally correct and 

well-reasoned appellate decisions in a timely and efficient manner, treating all those who come 

before the Board fairly and impartially. 

 2 Secretary’s Order No. 01-2020 (Delegation of Authority and Assignment of Responsibility to the 

Administrative Review Board), 85 Fed. Reg. 13,186 (March 6, 2020). 

3 https://www.dol.gov/arb/areas.pdf
TAB 3: Adjudication Offices

15

Workforce At-A-Glance 

Key Leadership4

o James D. McGinley, Chair and Chief Administrative Appeals Judge 

o James A. Haynes, Administrative Appeals Judge 

o Thomas H. Burrell, Administrative Appeals Judge 

o Heather C. Leslie, Administrative Appeals Judge 

o Randel K. Johnson, Administrative Appeals Judge

 

Supporting the Board is a staff consisting of a General Counsel, seven Attorney-Advisors and 

two Paralegals. There are no vacant Judge or staff positions. 

Key Initiatives

The Board is actively contributing to various Departmental efforts to improve its customer 

service through improved filing and recordkeeping using IT resources. 

 

4 https://www.dol.gov/arb/members.htm
TAB 3: Adjudication Offices

16

Benefits Review Board (BRB)

The BRB was created by Congress in 1972 to review appeals of decisions arising under the 

Black Lung Benefits Act, Title IV of the Coal Mine Health and Safety Act, 30 U.S.C. §901 et 

seq., and the Longshore and Harbor Workers’ Compensation Act, 33 U.S.C. §901 et seq., and its 

extensions, including the Outer Continental Shelf Lands Act, 43 U.S.C. §1331 et seq., the 

Defense Base Act, 42 U.S.C. §1651 et seq., and the Nonappropriated Fund Instrumentalities Act, 

5 U.S.C. §8171 et seq.. The Board has authority to resolve appeals, filed by any party-in-interest, 

which raise a substantial question of law or fact. These appeals primarily involve decisions of 

administrative law judges in disputes between employees and employers as to benefits 

entitlement and coverage. The Board determines whether the administrative law judge’s 

findings are supported by substantial evidence and determinations are in accordance with law. 

The Board’s decisions may be appealed to the U.S. Courts of Appeals in the circuit where the 

injury arose, and from there to the U.S. Supreme Court. 

Additionally, the Office of the Ombudsman (Ombudsman) for the Energy Employees 

Occupational Illness Compensation Program reports to the BRB Chairman. The Ombudsman as 

three primary responsibilities: 1. to provide information to claimants and potential claimants, and 

other interested parties on the benefits available under the Energy Employees Occupational 

Illness Compensation Program Act and on the requirements and procedures applicable to the 

provision of these benefits; 2. to make recommendations to the Secretary of Labor on where to 

locate resource centers for the acceptance and development of claims; and 3.) to submit an 

annual report to Congress outlining the numbers and types of complaints, grievances, and 

requests for assistance received by the Ombudsman, and providing an assessment of the most 

common difficulties encountered by claimants and potential claimants during the year.

Organizational Structure

By statute, the Board consists of five Members appointed by the Secretary of Labor, one of 

whom is designated as Chairman and Chief Administrative Appeals Judge. Its FTEs include 

personnel assigned to the Office of the Clerk of the Appellate Boards (OCAB) that services all 

three of the Adjudicatory Boards, as well as one staff member who performs IT-related business 

activities for the Boards. The BRB is located at the Frances Perkins Building and has no 

regional presence. 
TAB 3: Adjudication Offices

17

Workforce At-A-Glance 

Key Leadership

o Judith S. Boggs, Chairman and Chief Administrative Appeals Judge 

o Daniel T. Gresh, Acting Vice-Chairman and Administrative Appeals Judge 

o Greg J. Buzzard, Administrative Appeals Judge 

o Melissa L. Jones, Administrative Appeals Judge 

o Jonathan Rolfe, Administrative Appeals Judge 

o Alexander F. Smith, General Counsel 

o Thomas O. Shepherd, Clerk of the Boards 
TAB 3: Adjudication Offices

18

Initiatives

The BRB is lead proponent for the Boards with the implementation of the Department OCIO eFile/e-Serve initiative, which will allow parties to submit a new appeal electronically, get 

electronic service of documents, file briefs/motions and check the status of an existing appeal. 

Employees’ Compensation Appeals Board (ECAB)

The Board's mission is to hear and decide cases on appeal from decisions of the Office of 

Workers' Compensation Programs (OWCP) in an impartial and expeditious manner. The 

decisions of the Board are made in accordance with its statutory mandate, based on a thorough 

review of the case record as compiled by OWCP and shared through the iFECS electronic 

records application. Injured federal workers have the opportunity for a full evidentiary hearing 

with OWCP's Branch of Hearings and Review prior to review of the record by the Board.

Authorizing Legislation

ECAB5

, was created in 1946 by statute to hear appeals taken from determinations and awards 

under the Federal Employees' Compensation Act6 with respect to claims of federal employees 

injured in the course of their employment. The Board has final authority to determine the liability 

of the Federal government with respect to the disability or death of employees. The Board hears 

appeals from decisions and orders of the Department of Labor’s Office of Workers’ 

Compensation Programs (OWCP).7 There is no further administrative or judicial appeal of 

ECAB decisions. The Board and its staff, consisting of 31 individuals at present, are located in 

the Francis Perkins Building.

Organizational Structure

The Board, by statute, consists of three permanent judges (members) who have been appointed 

by a Secretary of Labor and are SL-level employees. 8 One judge is designated as Chairman of 

the Board, Chief Judge, and administrative manager. To address the increasing number of FECA 

claims filed and to address ECAB’s backlog, over the past twenty-five years, alternate 

member positions have been created to increase ECAB’s capacity. The Board’s alternate 

members are either SL-level or GS 15-level employees and generally perform the same duties as 

permanent judges. 

 5 http://www.dol.gov/ecab/welcome.html

6 https://www.dol.gov/owcp/dfec/regs/compliance/fecafact.htm

7 https://www.dol.gov/owcp/

8 https://www.dol.gov/ecab/members.htm
TAB 3: Adjudication Offices

19

Workforce At-A-Glance

Key Leadership

o Alec James Koromilas, Chairman and Chief Judge 

o Christopher James Godfrey, Vice Chair and Judge 

o Janice B. Askin, Judge

o Judge Patricia Howard Fitzgerald, Alternate member

o Judge Valerie Evans-Harrell, Alternate member

ECAB also consists of three attorney supervisors who report to the Vice Chair. The attorney 

supervisors are responsible for supervision of 17 staff attorneys who prepare draft decisions and 

orders for the Board. There is a docket preparation unit consisting of one supervisor, who 

reports to the Vice Chair, and three staff who are responsible for preparation and publication of 

final decisions and orders from the Board. The Chairman supervises the Administrative Officer 

of the Adjudicatory Boards. The Chairman has one confidential assistant. ECAB utilizes a 
TAB 3: Adjudication Offices

20

consolidated Docket, under the Clerk of the Appellate Boards, which is supervised by the Chief 

Judge of the Benefits Review Board (BRB). All decisions and orders of the Board are published 

for public review following necessary redaction.

9

 9 https://www.dol.gov/ecab/decisions.htm
TAB 4: Budget

21

TAB 4: BUDGET

Program Direction and Support (PDS)

BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2017

Enacted

FY 2018

Enacted

FY 2019

Enacted

FY 2020 

Enacted

FY 2021 

Pres. Bud.

Budget 

Authority $29.6 $29.6 $30.3 $30.3 $32.3

FTE 97 76 105 96 110

At-A-Glance

• The Office of the Secretary (OSEC) is funded in the Program Direction and Support 

(PDS) activity, a component of the Departmental Management (DM) appropriation. 

OSEC also receives funding from the Working Capital Fund. Details on that funding can 

be provided upon request. 

• The PDS activity funds the following offices: 

o The Office of the Secretary of Labor; 

o The Office of the Deputy Secretary of Labor; 

o The Office of the Assistant Secretary for Policy;

o The Office of Congressional and Intergovernmental Affairs; 

o The Office of Public Affairs (OPA); 

o The Center for Faith and Opportunity Initiatives; and 

o The Office of Public Liaison.

• All budget data are reported at the budget activity level, so tables show PDS data. 

• Additionally, the Secretary is allocated a Reception and Representation Fund (R&R 

Fund) of $28,000 annually for the purpose of official workforce development-related 

receptions and engagements. 

• The Secretary also has available a Gifts and Bequests account. This account is funded 

through philanthropic gifts and bequests from external, non-governmental entities to the 

Department and made be used in furtherance of the Department’s mission. All gifts are 

subject to review by the Office of the Solicitor (SOL).

Budget and FTE Trends

• PDS’s enacted budget authority has been stable since FY 2013.
TAB 4: Budget

22

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Request $33.2 $32.7 $31.8 $31.2 $35.3 $37.4 $31.0 $30.0 $32.0 $32.3

Enacted $32.7 $31.0 $31.0 $31.0 $31.0 $29.6 $30.3 $30.3 $30.3

$0

$5

$10

$15

$20

$25

$30

$35

$40

PDS

Request vs. Enacted, FY 2012-FY 2021

(Dollars in millions)

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Enacted $32.7 $31.0 $31.0 $31.0 $31.0 $29.6 $30.3 $30.3 $30.3

Inflation Adjusted $32.7 $33.2 $33.7 $33.8 $34.2 $34.9 $35.6 $36.4 $36.4

$0

$5

$10

$15

$20

$25

$30

$35

$40

PDS

FY 2012 Inflation Adjusted BA vs. FY 2012-FY 2020 Enacted BA

(Dollars in millions)
TAB 4: Budget

23

Adjudication Offices

BUDGET AUTHORITY AND FTE SUMMARY

(Dollars in millions)

FY 2017

Enacted

FY 2018

Enacted

FY 2019

Enacted

FY 2020 

Enacted

FY 2021 

Pres. Bud.

Budget 

Authority $55.7 $57.3 $57.4 $58.3 $61.9

FTE 259 244 230 230 230

At-A-Glance

• The Adjudication budget is funded in the Departmental Management (DM) appropriation 

and supports the Office of Administrative Law Judges (OALJ), the Benefits Review 

Board (BRB), the Employees’ Compensation Appeals Board (ECAB), and the 

Administrative Review Board (ARB). 

• Adjudication is funded by both general funds and the Black Lung Disability Trust Fund 

(BLDTF). The BLDTF supports staff and expenses in OALJ and the BRB to adjudicate 

cases related to black lung benefits. As a mandatory appropriation, BLDTF has been 

subject to sequestration since FY 2013.

• The head tables and subsequent graphs include both general fund and BLDTF resources. 

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

FY

2021

Authorized 118 121 127 136 136 88 76 105 96 110

Actuals 121 120 122 136 130 97 88 97

0

20

40

60

80

100

120

140

160

PDS

Authorized FTE vs. Actuals, FY 2012-FY 2021
TAB 4: Budget

24

Budget and FTE Trends

• The majority of the net change in budget authority in recent years for the Adjudication

was the result of an increase in BLDTF authority in FY 2015 for OALJ. Beginning in FY 

2014, the appropriations committees put significant attention on the backlog of black 

lung cases before OALJ. An additional $4.6 million above the FY 2015 enacted level

was provided in the BLDTF to reduce this backlog in black lung cases. The funding was 

used to hire additional administrative law judges and support staff, as well as make IT 

investments to improve efficiency.

• In addition, the activity was appropriated an additional $2.6 million in general funds in 

FY 2016 and $3.0 million in FY 2017. In FY 2016, the report language did not specify 

where this increase should be directed, although there were two program increases in the 

FY 2016 President’s Request for OALJ ($3.0 million to adjudicate immigration cases and 

$2.0 million to provide resources for productivity increases). In FY 2017, Senate report 

language directed increased resources to OALJ. 

• Since FY 2017, the Adjudication activity has been flat-funded. The Department has 

periodically reprogrammed funds from this account. Funds have been temporarily 

available due to one-time surpluses from temporary reductions in staffing due to attrition 

or delays in hiring up.

Upcoming Issues

• Both OALJ and the Boards are actively involved IT modernization efforts, including 

eFile/eServe efforts that are underway and a request for a court management system 

included in the FY 2022 OMB Submission. 

• OALJ’s lease is ending and the agency plans to move into the Frances Perkins Building. 

The FY 2021 President’s Budget included a request for move resources and resources to 

cover increased rent costs.
TAB 4: Budget

25

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Req.

Request $48.0 $47.0 $47.9 $49.6 $58.1 $58.8 $54.4 $58.9 $59.7 $61.9

Enacted $46.9 $44.5 $45.7 $50.3 $52.7 $55.7 $57.3 $57.4 $58.3

$0

$10

$20

$30

$40

$50

$60

$70

Adjudication

Request vs. Enacted, FY 2012-FY 2021

(Dollars in millions)

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

Enacted $46.9 $44.5 $45.7 $50.3 $52.7 $55.7 $57.3 $57.4 $58.3

Inflation Adjusted $46.9 $47.6 $48.4 $48.4 $49.0 $50.1 $51.3 $52.2 $52.2

$0

$10

$20

$30

$40

$50

$60

$70

Adjudication

FY 2012 Inflation Adjusted BA vs. FY 2012-FY 

2020 Enacted BA

(Dollars in millions)
TAB 4: Budget

26

FY

2009

FY

2010

FY

2011

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

Enacted $45.6 $46.6 $47.0 $46.9 $44.5 $45.7 $50.3 $52.7 $55.7 $57.3 $57.4 $58.3

Obligations $45.6 $46.3 $46.6 $46.8 $44.5 $45.6 $49.7 $52.7 $55.7 $57.3 $56.3 $57.1

$0

$10

$20

$30

$40

$50

$60

$70

Adjudication

Budget Authority vs. Obligations, FY 2012-FY 

2020

(Dollars in millions)

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

FY

2019

FY

2020

FY

2021

Req.

Authorized 248 243 241 254 271 255 244 260 230 230

Actuals 243 241 232 240 258 259 249 230

100

120

140

160

180

200

220

240

260

280

Adjudication

Authorized FTE vs. Actuals, FY 2012-2021