U.S. DEPARTMENT OF LABOR

FY 2018-2022 STRATEGIC PLAN
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TABLE OF CONTENTS

Secretary's Message ............................................................................................................ 1

Organization Chart.............................................................................................................. 3

Strategic Plan Overview ..................................................................................................... 5

Priority Goals...................................................................................................................... 7

Strategic Goal 1................................................................................................................... 8

ETA Strategic Objective 1.1........................................................................................... 8

VETS Strategic Objective 1.2....................................................................................... 12

ODEP Strategic Objective 1.3 ...................................................................................... 14

BLS Strategic Objective 1.4 ......................................................................................... 16

WB Strategic Objective 1.5 .......................................................................................... 18

Strategic Goal 2................................................................................................................. 19

OSHA Strategic Objective 2.1...................................................................................... 19

MSHA Strategic Objective 2.2 ..................................................................................... 20

WHD Strategic Objective 2.3 ....................................................................................... 22

EBSA Strategic Objective 2.4....................................................................................... 24

OFCCP Strategic Objective 2.5 .................................................................................... 26

ILAB Strategic Objective 2.6 ....................................................................................... 28

OLMS Strategic Objective 2.7...................................................................................... 29

Strategic Goal 3................................................................................................................. 31

OWCP Strategic Objective 3.1 ..................................................................................... 31

ETA Strategic Objective 3.2......................................................................................... 33

Management Goal............................................................................................................. 36

OASAM Strategic Objective M.1................................................................................. 36

OASAM Strategic Objective M.2................................................................................. 37

OASAM Strategic Objective M.3................................................................................. 39

OCFO Strategic Objective M.4..................................................................................... 40

Evidence-based Policy and Decision-making at DOL...................................................... 41

Acronyms.......................................................................................................................... 42

This plan can be found online with other DOL budget and performance plans and reports at 

http://www.dol.gov/dol/aboutdol/.
If you have questions or comments regarding this plan, contact:

Performance Management Center

U.S. Department of Labor

200 Constitution Avenue, NW, Room S-3317

Washington, DC 20210

202-693-7120

All references to non-governmental companies or organizations, their services, products or 

resources in this report are offered for informational purposes and should not be construed as an 

endorsement by the Department of Labor of any of the companies or organizations, or their 

services, products or resources. The Department of Labor does not endorse, takes no 

responsibility for, and exercises no control over non-governmental organizations’ websites

mentioned in this report, or their views or contents; nor does it vouch for the accuracy of the 

information contained on other organizations’ websites.
United States Department of Labor – 1 – FY 2018-2022 Strategic Plan

Secretary's Message

The Department of Labor presents the Strategic Plan for Fiscal 

Years 2018–2022 reflecting President Donald Trump’s top 

priorities: jobs, more jobs, and even more jobs.

Our nation’s greatest resource is the American workforce. The 

strategic plan outlines how we will increase employment 

opportunities for Americans of all abilities; enforce safe and 

healthy workplaces; bring commonsense to regulations; and use 

our resources efficiently and effectively.

Currently, there are 6.6 million job seekers and 6.0 million job 

openings in our nation. Yet, we have a ‘skills gap’ – the 

difference between skills job creators need and the skills job 

seekers offer, leaving too many jobs open. 

Closing the skills gap with a renewed focus on workplace education is crucial to President 

Trump’s Executive Order Expanding Apprenticeships in America. As directed by the Executive 

Order, the Department announced a Task Force including leaders from business, unions, 

educational institutions, trade associations, and two governors who will help to guide the 

Administration’s strategy on growing apprenticeships nationwide. 

To fully unleash the potential of our workforce, we must seize opportunities for reform. We 

must focus on outputs rather than inputs. Maximizing flexibility for our state partners to 

administer resources efficiently and effectively with appropriate oversight yet, without 

unnecessary strings attached from Washington D.C. has proven to deliver results. We must also 

work with our state partners to reduce the barriers created by occupational licensing. Licensing 

that is unnecessary and burdensome affects our military families and we must reduce, streamline, 

and eliminate licenses that unnecessarily bar the entry of Americans into the workforce.

The President’s pro-growth agenda brought optimism to job creators, job holders, and job 

seekers. The Department will work to create an environment so that every American has access 

to good, family-sustaining jobs in safe and healthy workplaces. 

R. ALEXANDER ACOSTA

U.S. Secretary of Labor
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United States Department of Labor – 3 – FY 2018-2022 Strategic Plan

Organization Chart
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United States Department of Labor – 5 – FY 2018-2022 Strategic Plan

Strategic Plan Overview

This Strategic Plan meets the requirements of the Government Performance Results Act 

Modernization Act (GPRAMA) and is the foundation for the Department of Labor’s 

(Department, DOL) planning and budget activities. As illustrated below, three Strategic Goals 

(Goal 1, etc.), one Management Goal, and eighteen Strategic and Management Objectives (1.1, 

etc.) support realization of Secretary Acosta’s Vision and achievement of the Department’s 

Mission. 

Vision: Helping American workers gain and hold good, safe jobs.

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.

Strategic Goal 1: Support the Ability of All Americans to Find Good Jobs

1.1 Create customer-focused workforce solutions for American workers.

1.2 Provide veterans, service members, and their spouses with resources and tools to gain 

and maintain employment.

1.3 Develop evidence-based policies, practices, and tools to foster a more inclusive 

workforce to increase quality employment opportunities for individuals with 

disabilities.

1.4 Provide timely, accurate, and relevant information on labor market activity, working 

conditions, and price changes in the economy.

1.5 Formulate policies and initiatives to promote the interests of working women.

Strategic Goal 2: Promote Safe Jobs and Fair Workplaces for All Americans

2.1 Secure safe and healthful working conditions for America’s workers.

2.2 Prevent fatalities, disease, and injury from mining and secure safe and healthful

working conditions for America’s miners.

2.3 Secure lawful wages and working conditions for America’s workers.

2.4 Improve the security of retirement, health, and other workplace-related benefits for

America’s workers and their families.

2.5 Promote fair and diverse workplaces for America’s federal contractor employees.

2.6 Promote a fair global playing field for American workers and businesses.

2.7 Promote union financial integrity, transparency, and democracy.
Overview

United States Department of Labor – 6 – FY 2018-2022 Strategic Plan

Strategic Goal 3: Administer Strong Workers’ Compensation and Benefits 

Programs

3.1 Provide workers’ compensation benefits for workers who are injured or become ill on 

the job.

3.2 Support states’ timely and accurate benefit payments for unemployed workers.

Management Goal: Optimize the Department of Labor's Enterprise 

Services' Opportunities

M.1 Improve human resources efficiency, effectiveness, and accountability.

M.2 Provide modern technology solutions that empower the DOL mission and serve the 

American public through collaboration and innovation.

M.3 Maximize DOL’s federal buying power through effective procurement management.

M.4 Safeguard fiscal integrity, and promote the effective and efficient use of resources.

Stakeholder Outreach

The Department of Labor’s mission is broad and diverse, touching the lives of working men and 

women, employers, and organizations that support workforce information, training, security, 

benefits, and working conditions. In addition to review by the Office of Management and 

Budget (OMB), the GPRAMA requires agencies to solicit and consider the views and 

suggestions of those entities potentially affected by or interested in a strategic plan. DOL 

directly engaged its employees and stakeholders via DOL.gov, comments were distributed to the 

relevant component agencies for consideration, and changes were made to the Strategic Plan as 

appropriate.

Reform Plan

On March 13, 2017, the President issued an Executive Order directing the Office of Management 

and Budget (OMB) to submit a comprehensive plan to reorganize Executive Branch departments 

and agencies. The Department of Labor developed reform proposals designed to:

• Create a lean, accountable, and more efficient Department of Labor;

• Focus the Department on effectively and efficiently delivering programs that meet the 

needs of American taxpayers; and

• Align the Department’s workforce to meet the needs of today and the future.

In FY 2018, DOL will refine and begin implementing these plans.
United States Department of Labor – 7 – FY 2018-2022 Strategic Plan

Priority Goals

The Department of Labor identified four performance goals for particular focus in FY 2018-19. 

These goals are a subset of those used to regularly monitor and report performance. Detailed 

information on these goals, including measures and milestones, is available at Performance.gov. 

Measure data for these goals (where applicable) are included in the relevant strategic objective 

sections, which are noted in italics at the end of each goal statement below.

 

Job Creation: Apprenticeship Expansion

• Enroll 1 million new apprentices (including registered programs, industry-recognized 

apprenticeships, and other non-registered programs) over the next five years to enable 

more Americans to obtain jobs that pay a family-sustaining wage through high quality 

earn-and-learn opportunities. By September 30, 2019, DOL will enroll 280,000 new 

apprentices as part of the agency’s broader efforts to promote and expand apprenticeship.

ETA Strategic Objective 1.1

Worker Safety: Reduce Miner Injuries and Reduce Trenching and Excavation Hazards

• By September 30, 2019, reduce the reportable injury rate associated with powered 

haulage equipment, the primary cause of miners’ injuries, by 10 percent per year based 

on a rolling 5-year average per 200,000 hours worked.

MSHA Strategic Objective 2.2

• By September 30, 2019, increase trenching1 and excavation hazards abated by 10 percent 

compared to FY 2017, through inspections and compliance assistance at workplaces 

covered by the Occupational Safety and Health Administration.

OSHA Strategic Objective 2.1

Combat the Opioid Epidemic 

• By September 30, 2019, reduce the percentage of initial opioid prescriptions and duration 

of new opioid prescriptions for federal employees with work-related injuries by 30 

percent from the FY 2016 baseline.

OWCP Strategic Objective 3.1

Administration: Implement an Enterprise-Wide Shared Services Model

• By September 30, 2019, begin implementation of an enterprise-wide shared services 

model for DOL core administrative functions.

OASAM Strategic Objectives M.1, M.2, and M.3

 1 A trench is defined as a narrow excavation (in relation to its length) made below the surface of the ground. In 

general, the depth of a trench is greater than its width, but the width of a trench (measured at the bottom) is not 

greater than 15 feet (4.6 m).
United States Department of Labor – 8 – FY 2018-2022 Strategic Plan

Strategic Goal 1

Support the Ability of All Americans to Find Good Jobs

ETA Strategic Objective 1.1

Create customer-focused workforce solutions for American workers.

In today’s rapidly changing economy, many American businesses are looking to fill jobs that do 

not match the skill sets of Americans who are available and ready to work. In November 2017, 

the official unemployment rate was 4.1 percent, the lowest rate in 17 years. However, there are 

still more than six million Americans looking for work, and nearly one-quarter of them are longterm unemployed—that is, they have been searching for a job for more than 26 weeks. The

skills gap is particularly acute in the fastest growing industry sectors of the economy, including 

financial services, health care, and information technology. This issue also persists in some of 

the more traditional sectors of the economy; there are currently 425,000 job vacancies in 

manufacturing and 196,000 in construction. Against this skills gap backdrop, too many 

American youth are graduating from universities, colleges, and high schools without the 

necessary skills to secure high-paying jobs in today’s workforce and with significant student 

debt. 

The Employment and Training Administration’s (ETA) portfolio of programs and services help 

improve the competitive advantage of American businesses and American workers by providing 

a network for building talent development; providing opportunities for workers to acquire skills 

and credentials through work-based learning and other services; and connecting businesses with 

properly skilled workers to meet their workforce needs. 

ETA oversees the American Job Center (AJC) network (one-stop system), authorized by the 

Workforce Innovation and Opportunity Act (WIOA). WIOA’s governance structure facilitates 

partnerships to meet the needs of job seekers and businesses. The AJCs are uniquely positioned 

to convene business, education, and skill development, labor-market information, and other 

partners to develop robust sector-based strategies. Programs strategically aligned through this 

system include: 

• WIOA Title I adult, dislocated worker, and youth state formula programs;

• Wagner-Peyser employment services (amended by WIOA Title III) formula grants 

serving job seekers and employers, and providing universal access to labor exchange and 

labor market information services; 

• WIOA YouthBuild program, serving youth and young adults through competitive grants;

• WIOA Job Corps program, serving youth and young adults at primarily residential 

centers operated by contracted vendors and the U.S. Department of Agriculture; 

• WIOA Indian and Native Americans program, serving youth and adults through 

competitive grants;

• Reentry Employment Opportunities program, assisting adult and youth ex-offenders;

• Trade Adjustment Assistance (TAA) formula grants serving workers adversely impacted 

by international trade; and
Strategic Goal 1

United States Department of Labor – 9 – FY 2018-2022 Strategic Plan

• Unemployment Insurance, providing temporary assistance to unemployed workers, as 

well as providing an economic stabilizer during economic downturns (See Strategic 

Objective 3.2).

WIOA requires strategic coordination with the Department’s Veterans Employment and Training 

Service (VETS), the Departments of Education, Health and Human Services, Agriculture, and 

Housing and Urban Development. In keeping with the WIOA focus on work-based learning, 

ETA will prioritize expanding and modernizing the apprenticeship system to further support 

industry-led efforts to expand apprenticeships, working with trade and industry groups, 

companies, non-profit organizations, unions, and joint labor-management organizations. 

Apprenticeship provides the opportunity to learn and earn, while gaining skills needed by 

employers.

ETA also operates temporary and permanent employment certification programs to respond to 

employer needs for skilled workers that cannot be met by available U.S. workers.

Much of ETA’s work is carried out through grant-making and contracting authority. ETA 

administers program management, business engagement, performance accountability, policy 

development, technical assistance, and research and evaluation. ETA supports state, local, and 

other grantees or contractors to successfully operate programs in accordance with the appropriate 

legislative authority while also supporting innovation and improvement through technical 

assistance and capacity building activities.

DOL’s employment and education programs use real-time labor market information to align 

business needs and workforce efforts. Further, workers and businesses are the driving force 

behind the workforce system; ETA emphasizes customer-centered design of service strategies in 

the AJCs. Below are the strategies that ETA will pursue to narrow the skills gap and assist 

American employers in filling in-demand jobs.

Expand Access to Apprenticeships

Evidence supports expanding high-quality apprenticeship opportunities across sectors, including 

manufacturing, transportation, information technology, health care, and the skilled trades. For

every dollar invested in apprenticeships, there are $27 in net benefits to the public (Mathematica, 

2012).2 Administrative data indicate graduates of Registered Apprenticeship programs earn an 

average of $60,000 per year, and more than 8 in 10 graduates retain their employment nine 

months after exiting their apprenticeships. 

Modern apprenticeships incorporate cutting edge business-led innovations that prepare a skilled 

workforce for a broad range of industries, support state and regional economies, and help 

businesses hire and keep skilled workers. ETA is partnering across the Department with VETS, 

the Office of Disability Employment Policy, and the Women’s Bureau, among others, on the 

following DOL strategies for this priority: 

 2 Reed, Debbie, et al., An Effectiveness Assessment and Cost-Benefit Analysis of Registered Apprenticeship in 10 

States (Oakland, CA: Mathematica Policy Research, 2012 

(http://wdr.doleta.gov/research/FullText_Documents/ETAOP_2012_10.pdf)
Strategic Goal 1

United States Department of Labor – 10 – FY 2018-2022 Strategic Plan

• Expand apprenticeships – ETA will significantly expand apprenticeship opportunities 

nationally, including to veterans and transitioning service members, by supporting 

implementation of the President’s Executive Order (EO) on Expanding Apprenticeships 

in America and working with trade and industry groups, companies, non-profit 

organizations, unions, and joint labor-management organizations.

• Promote apprenticeships in new sectors – ETA will promote expanding apprenticeships

by partnering with industry leaders across critical sectors, including manufacturing, 

infrastructure, cybersecurity, and health care, to increase number of high-quality 

apprenticeships driven by industry recognized apprenticeship programs. 

• Modernize apprenticeship processes – ETA will re-engineer current processes for

establishing apprenticeship programs, leveraging technology where feasible, to make it 

easier for both industry and apprentices to access apprenticeship programs. 

• Expand access to youth apprenticeship – ETA will invest in apprenticeships that expand 

access to and participation among youth, specifically targeting students at accredited 

secondary and post-secondary educational institutions, including community colleges.

• Promote pre-apprenticeships – ETA will work in consultation with the Departments of 

Defense, Education, and Justice to promote apprenticeships and pre-apprenticeships for 

high school, YouthBuild, and Job Corps students, currently- or formerly- incarcerated 

persons, persons not currently attending high school or an accredited post-secondary 

educational institution, and members of America’s armed services and veterans.

• Align with federal and state systems and programs – ETA will leverage partnerships with 

governors and federal leaders to support greater alignment of education and workforce 

system programs with apprenticeship and other work-based learning opportunities.

Expand Opportunities for Work-based Learning and Credential Attainment

ETA focuses on programs that support work-based learning, skills development, and work 

readiness and promotes training strategies that lead to credential attainment and closing the skills 

gap. 

• Develop strong youth pipeline – Demand-driven education and work-based learning 

programs, especially where youth receive wages, can have positive employment 

outcomes, labor force participation, and wage and earning increases. ETA will continue 

to identify and share effective approaches for programs serving youth. 

• Expand opportunities for adults – Participants see better results when their workplace 

education is aligned with employer needs and employers are engaged in the training 

process. Lower-skilled individuals and those with multiple barriers to employment 

benefit from coordinated strategies across education, training, and support systems to 

prepare for and succeed in the workplace. ETA will work to expand integrated workreadiness and work-based learning opportunities across programs serving a diverse 

community of job seekers. ETA will work to identify employer-focused training 

opportunities and provide education on how the TAA program can support individuals. 

• Support portability of licenses and credentials – ETA will continue to work with states to 

enable the attainment of portable licenses and credentials. ETA will also work with 

VETS to support transitioning service members and military spouses to attain civilian 

licenses.
Strategic Goal 1

United States Department of Labor – 11 – FY 2018-2022 Strategic Plan

Effectively Connect Employers and Skilled Workers

Accurate and current labor market data and information and guidance about career and education 

opportunities can help individuals make better decisions about education that lead to better 

outcomes, and support policy and program planning. Supporting individuals in their work search 

has been shown to help increase employment. As such, DOL will:

• Enhance labor exchange and labor market information services – ETA will provide high 

quality job matching and labor market information services to improve employers’ access 

to labor resources and assist their response to natural turnover in worker pools.

• Promote demand-driven sector strategies and solutions – Results show that workplace 

education developed as part of an industry sector strategy can increase earnings among 

low-income individuals. ETA will continue to support programs and workforce solutions 

that facilitate workers’ entry or reentry into employment in demand industries and 

occupations. ETA will design and develop workforce services with a customer-centered 

focus.

• Eliminate barriers to timely processing of foreign labor certifications – The Office of 

Foreign Labor Certification (OFLC) protects wages and working conditions of U.S. and 

foreign workers while granting eligible U.S. employers labor certifications to employ 

foreign labor. To manage fluctuation in workloads and maintain timely processing, 

OFLC has proposed cost-based fees for applicants. This would ultimately eliminate the 

need for Congressional appropriations.

Improve the Effectiveness and Efficiency of Workforce Development Programs

The Department continues to assess data on employment outcomes and conduct rigorous studies 

to recommend administrative and legislative reforms that would improve program outcomes, 

effectiveness, and efficiency for American workers and businesses. ETA will leverage targeted 

evaluations designed to improve operations and outcomes in areas, such as customer service, 

service delivery, and effective guidance. 

• Support state and local flexibilities – ETA will support flexibility for governors and 

Local Workforce Development Boards to enable them to effectively tailor their 

workforce strategies to meet state and local needs.

• Implement evidence-based programs and strategies – ETA will collaborate with the Chief 

Evaluation Office to rigorously evaluate workforce and training programs and strategies 

and promote adoption of proven programs and strategies.

• Provide technical assistance and oversight – ETA will deliver guidance, technical 

assistance, and oversight to help states implement workforce programs and operate AJCs 

in the most cost-effective and efficient ways possible, including methods for delivering 

services in consolidated physical locations, co-locating programs, and jointly funding the 

infrastructure of AJCs.
Strategic Goal 1

United States Department of Labor – 12 – FY 2018-2022 Strategic Plan

ETA – Create customer-focused workforce solutions for American workers.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target3

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of Participants 

Engaged in Apprenticeship 

(OA/OWI/OJC)4

-- -- -- Base TBD TBD TBD TBD

Percentage of participants 

engaged in work-based 

learning opportunities 

(OWI/OJC/OTAA/OA)

-- -- -- Base TBD TBD TBD TBD

Percentage of participants 

earning credentials 

(OWI/OJC/OTAA/OA)

-- -- -- Base TBD TBD TBD TBD

Percentage of program 

participants employed in the 

second quarter after exit 

(OWI/OJC/OTAA)

-- -- -- Base TBD TBD TBD TBD

Percent of H-2B Employer 

Applications Resolved 30 

Days Before the date of need 

(OFLC)

-- 25.5%[r] 63.7% 60.0% 70.0% TBD TBD TBD

VETS Strategic Objective 1.2

Provide veterans, service members, and their spouses with resources and tools 

to gain and maintain employment

The Veterans’ Employment and Training Service (VETS) works to ensure that the full resources 

of the Department, the federal government as a whole, and state and local partners are readily 

available to veterans seeking employment assistance and for employers seeking skilled 

workers—helping ensure America’s veterans have pathways to job opportunity.

VETS administers five major programs to meet the employment and training needs of veterans, 

transitioning service members, and eligible spouses: 

• The Jobs for Veterans State Grants (JVSG) program provides funding to states for 

Disabled Veterans’ Outreach Program (DVOP) specialists and Local Veterans’ 

 3 Measures collecting baseline data are associated with new data elements and programmatic priorities under WIOA. 

They will continue to be assessed as new data are received; evaluation activities and budget shifts may lead to a 

change in priorities and the mix of services emphasized.

4 Work-based learning is supported by evidence, and there is additional flexibility in WIOA to provide such 

services. Operationally, however, the cost of skills development, particularly work-based learning, can be 

significantly higher than other skills development opportunities, and significant decreases in budget will impact the 

provision of such services. ETA will continue to monitor and assess the data.
Strategic Goal 1

United States Department of Labor – 13 – FY 2018-2022 Strategic Plan

Employment Representative (LVER) staff. DVOP specialists provide individualized 

career services to veterans with significant barriers to employment. LVER staff promote 

hiring veterans in communities through outreach activities with local employers. 

• The Homeless Veterans’ Reintegration Program (HVRP) provides training and related 

services designed to reintegrate homeless veterans into society and the workforce. 

• The Transition Assistance Program (TAP) Department of Labor Employment and 

Career Technical Training Track (CTTT) Workshops provide assistance to the 

nation’s transitioning service members and their spouses by providing tools to support a 

successful transition from military to civilian employment.

 

• Pursuant to the Uniformed Services Employment and Reemployment Rights Act of 

1994 (USERRA), VETS receives and investigates claims from individuals experiencing 

service connected problems with their civilian employment and provides information 

about USERRA to employers. The Veterans Employment Opportunities Act tasks VETS 

with investigating claims of a federal agency’s failure to apply veterans’ preference in 

hiring or during a reduction-in-force and investigating claims from veterans alleging a 

lack of access to a federal agency’s covered employment opportunities. 

• The Honoring Investments in Recruiting and Employing (HIRE) Vets Act recognizes

employers that recruit, hire, and retain veterans through a voluntary award program. 

Modernize Services to Veterans and Increase Data Analytic Capability

VETS will utilize IT modernization and improved analytical capability to develop more efficient 

ways to address the employment needs of transitioning service members, veterans, and their 

spouses. 

Focus Grant Activities to Veterans Most in Need 

VETS recently increased the grant ceiling for HVRP grantees from $300,000 to $500,000. This 

increase will help grantees to serve the chronically homeless, a population that requires 

specialized interventions resulting in higher costs than other programs. The JVSG program will 

continue to serve veterans who have significant barriers to employment. Meanwhile, VETS will 

examine several program factors including revising the significant barrier definition; options to 

incorporate marginally attached veterans, including underemployed veterans, into the JVSG 

funding allocation. These efforts aim to improve the employment rate for veterans served by a 

DVOP specialist, which includes HVRP participants. 

Increase Interest, Participation, and Outcomes for the TAP CTTT Workshop

In Fiscal Year (FY) 2017, VETS began offering the CTTT workshop to help veterans learn more 

about career opportunities in technical occupations. This workshop offers a unique opportunity 

to identify skills; increase awareness of training and apprenticeship programs that lead to 

recognized credentials and meaningful careers; and develop an action plan to achieve career 

goals. VETS is also updating the CTTT curricula to emphasize the benefits of apprenticeship 

programs to align with President Trump’s Executive Order on Expanding Apprenticeships in 

America.
Strategic Goal 1

United States Department of Labor – 14 – FY 2018-2022 Strategic Plan

VETS – Provide veterans, service members, and their spouses with resources and tools to gain and maintain 

employment.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Employment Rate (2nd 

quarter after exit) for 

veterans served by DVOP5

-- Base -- Base TBD TBD TBD TBD

HVRP participant job 

placement rate 68.7% 68.4% 66.0% 67.0% 67.0% 66.0% 66.0% 66.0%

Percent of Closed Cases 

Meeting the Agency's 

Quality Standard (Annual)

91.7% 95.5% 99.0% 95.0% 95.0% 95.0% 95.0% 95.0%

ODEP Strategic Objective 1.3

Develop evidence-based policies, practices, and tools to foster a more inclusive 

workforce to increase quality employment opportunities for individuals with 

disabilities.

The Office of Disability Employment Policy (ODEP) coordinates with all levels of government 

to promote policies and practices, to increase the number and quality of employment 

opportunities for individuals with disabilities. 

According to the Bureau of Labor Statistics (BLS), the October, 2017 unemployment rate (not 

seasonally adjusted) for individuals with disabilities is 7.6 percent, compared to 3.7 percent for 

individuals without disabilities. More importantly, the labor force participation rate for people 

with disabilities is 21.0 percent compared to 68.3 percent for people without disabilities. This 

vast, untapped resource presents a ripe opportunity to grow America’s workforce, increase 

innovation in our workplaces, and bolster our overall economy. 

Conduct Analyses, Research, and Evaluation of the Most Successful Disability 

Employment Policies and Practices

ODEP will conduct research to identify practices and policies to efficiently and effectively help 

individuals with disabilities gain and maintain employment and help employers to recruit, hire, 

retain, and advance the careers of individuals with disabilities. ODEP research will also identify 

state and local government policies that may create artificial barriers to disability employment 

and conduct pilots when necessary to find the most impactful policies and practices. ODEP will 

work broadly with key stakeholders such as employers, employer organizations, states, localities, 

disability organizations, and will disseminate innovative and proven policies and practices 

through outreach campaigns and by collaborating with these key stakeholders. 

ODEP’s efforts will be supported by targeted technical assistance to employers so that they can 

more easily implement and adopt evidence-based policies and practices. ODEP does not have 

 5 WIOA is data not yet available to form a target.
Strategic Goal 1

United States Department of Labor – 15 – FY 2018-2022 Strategic Plan

independent regulatory or enforcement authority and thus relies on collaborations with federal 

and non-federal partners to formulate, interpret, and disseminate policy guidance for adoption 

and implementation. 

Leverage Partnerships to Drive Policy Change

Beginning in FY 2018, ODEP will leverage new and existing partnerships to develop policy 

solutions to address known and emerging disability employment issues. For example, dwindling 

American labor force participation may be, in part, a result of American workers leaving the 

workforce annually due to injury or illness, often resulting in permanent disability, with many 

going on to receive state or federal disability benefits.6 7 Research indicates that many of these 

individuals may be able to remain in the workforce through timely, effective interventions 

including employment services. 

The President’s FY 2018 Budget supports early intervention demonstrations to test promising 

Stay At Work/Return To Work (SAW/RTW) strategies, for example Washington State’s Centers 

for Occupational Health and Education (COHE) program.8

 Accordingly, beginning in FY 2018, 

ODEP, in partnership with ETA, The Department’s Chief Evaluation Office, the Social Security 

Administration, the Department of Education, and Department of Health and Human Services, 

will develop and test strategies to return ill or injured workers to the workplace in order to delay 

or reduce the need for disability benefits.

ODEP will continue to promote state level adoption and implementation of evidence-based 

policies and effective practices by collaborating with state organizations; improve access to 

training, transition services, and employment-related supports and accommodations for job 

seekers with disabilities by coordinating with other federal agencies; and help public and private 

businesses seeking to hire talented college students with disabilities through the Workforce 

Recruitment Program (WRP). In addition, subject to funding availability, ODEP will assist 

community rehabilitation providers to increase competitive integrated employment, promote 

apprenticeships for youth and young adults, support the accessibility of the workforce system, 

and work with states to implement services to return injured and disabled veterans to competitive 

integrated employment.

ODEP – Develop evidence-based policies, practices, and tools to foster a more inclusive workforce to increase quality 

employment opportunities for individuals with disabilities.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of Policy Outputs -- -- 43 64 64 64 60 55

Number of Implementation 

Tools -- -- 147 70 70 70 75 78

 6 Bardos, Maura, Hannah Burak, and Yonatan Ben-Shalom. "Assessing the Costs and Benefits of Return-to-Work 

Programs." Final report submitted to the U.S. Department of Labor, Office of Disability Employment Policy. 

Washington, DC: Mathematica Policy Research, March 2015.

7 Social Security Administration, "Annual Statistical Report on the Social Security Disability Insurance Program, 

2015." SSA Publication No. 13-11826. Washington, DC: Social Security Administration, October 2016. 8 http://www.lni.wa.gov/ClaimsIns/Providers/ProjResearchComm/OHS/default.asp
Strategic Goal 1

United States Department of Labor – 16 – FY 2018-2022 Strategic Plan

BLS Strategic Objective 1.4

Provide timely, accurate, and relevant information on labor market activity, 

working conditions, and price changes in the economy.

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 some of the nation’s most sensitive and important 

economic data to support public and private decision-making. Like all federal statistical 

agencies, BLS executes its statistical mission with independence. BLS serves the general public, 

Congress, the Department of Labor and other federal agencies, state and local governments, and 

business and labor, by providing data products and services that are accurate, objective, relevant, 

timely, and accessible, as well as technical assistance and consulting services.

Provide Sound and Impartial Information regarding Labor Market Activity, Working 

Conditions, and Price Changes in the Economy for Decision Making

Many of BLS's statistical products are used by the general public, educational institutions, and 

the public workforce system to help individuals make informed decisions about their careers and 

to find good jobs. For example, the Local Area Unemployment Statistics (LAUS) program 

provides timely information on labor force and unemployment trends for states and local areas. 

LAUS data are used in the allocation of federal funds to states and local jurisdictions covered by 

25 assistance programs across 9 Departments and independent agencies in areas such as 

employment, training, public works, and welfare assistance. Information for LAUS partially 

comes from the Current Population Survey (CPS), a monthly household survey which BLS also 

administers and is the primary source of data on employment status, characteristics of the labor 

force, and emerging trends and changes in the employment and unemployment status among 

various groups of workers. CPS data also include information about the methods used by 

unemployed persons to find employment.

BLS also runs the Occupational Employment Statistics (OES) program, a comprehensive source 

of regularly produced occupational employment and wage rate information for each state, the 

District of Columbia, Guam, Puerto Rico, and the Virgin Islands, broken out by metropolitan 

areas and divisions. These data are a critical input to states’ production of jobs in demand to 

support the Workforce Innovation and Opportunity Act. OES data also are used throughout the 

Occupational Outlook Handbook and other related career publications, which are used by states 

and local areas to provide advice for job seekers on topics such as potential job growth and 

required training.

BLS identified high-level strategies to achieve its strategic objective that are consistent with the 

Principles and Practices for a Federal Statistical Agency and the Interagency Council on 

Statistical Policy’s quality dimensions:

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

• Improve the timeliness, accuracy, and relevance of BLS products and processes, and 

develop new products that reflect economic changes and meet the needs of its broad 

customer base;
Strategic Goal 1

United States Department of Labor – 17 – FY 2018-2022 Strategic Plan

• Inform current and potential customers about the availability and uses of BLS 

information products; reach out to current and potential customers to understand their 

needs for economic information; and ensure that the content, presentation, and delivery of 

BLS information products match its customers’ needs;

• Improve data collection processes, maintain high response rates, and optimize the balance 

between quality, cost, and respondent burden in BLS data collection programs, while 

ensuring the confidentiality of respondents and their data; and

• Ensure that BLS data, products, and services on the BLS website are easy to find, 

understand, and use.

As BLS strives to accomplish its mission to provide sound and impartial information to a diverse 

group of customers and stakeholders, it will work to address demands for new and additional 

data, declining survey response rates, and barriers to sharing data between federal agencies. BLS 

regularly identifies structural shifts in the economy that translate into different, and sometimes 

new, demands for data as industrial sectors supersede others, and as consumer goods replace 

others. Within resource constraints, BLS will continue to develop and publish new surveys and 

products to meet the data needs of the American public. BLS also faces declining survey 

response rates, primarily due to competing surveys, less willingness on the part of respondents to 

participate, and concerns about safeguarding respondent confidentiality. BLS is addressing this 

challenge by upgrading strategic communications, offering alternative response modes to reduce 

burden, and using more alternative data sources. Finally, BLS continues to promote the sharing 

of existing economic data among BLS, the Census Bureau, and the Bureau of Economic 

Analysis, and to improve the nation’s economic statistical system by aligning each agency’s data 

outputs and developing new ways to track emerging economic trends. BLS is addressing this 

challenge by monitoring and responding to new developments related to data sharing.

BLS – Provide timely, accurate, and relevant information on labor market activity, working conditions, and price 

changes in the economy.

Performance 

Measure

2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Percentage of 

timeliness targets 

achieved for the 

Principal Federal 

Economic 

Indicators (PFEIs)

100% 100% 100% 100% 100% 100% 100% 100%

Percentage of 

accuracy targets 

achieved for the 

PFEIs

100% 100% 100% 100% 100% 100% 100% 100%

Percentage of 

relevance targets 

achieved for the 

PFEIs

100% 100% 100% 100% 100% 100% 100% 100%
Strategic Goal 1

United States Department of Labor – 18 – FY 2018-2022 Strategic Plan

BLS – Provide timely, accurate, and relevant information on labor market activity, working conditions, and price 

changes in the economy.

Performance 

Measure

2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Average number of 

BLS website page 

views each month 

(Dissemination)

16,965,254 16,324,885 15,514,973 15,600,000 15,600,000 15,600,000 15,600,000 15,600,000

Customer 

satisfaction with the 

BLS website 

through the ForeSee 

Experience Index 

(Mission 

Achievement)

75 76 75 76 76 76 76 76

WB Strategic Objective 1.5

Formulate policies and initiatives to promote the interests of working women.

The Women’s Bureau (WB) provides leadership on policies and initiatives that impact the 74 

million women in the U.S. labor force. For nearly a century, the WB is the only federal office

exclusively concerned with serving and promoting the interests of women in the workforce. The 

WB works to create parity for women in the labor force by conducting research and policy and 

data analysis; informing and promoting policy change; and increasing public awareness and 

education.

The WB conducts quantitative and qualitative research, in conjunction with policy analysis, to 

influence the development of evidence-based policies and initiatives that promote the interest of 

working women. The WB will work in collaboration with DOL program agencies and other 

federal partners to provide policy guidance and input on programmatic changes to support the 

needs of women and their families. The WB collaborates with national, state, and local 

organizations, governments, and employers, providing technical assistance, resources, and 

education. The WB will continue to promote the interest of working women by promoting 

women’s entrance and retention in a diverse set of occupations that offer higher wages and better 

benefits and where women are traditionally underrepresented, including science, technology, 

engineering, and math (STEM) jobs, and apprenticeship and pre-apprenticeship programs. 

WB – Formulate policies and initiatives to promote the interests of working women.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of Policy & 

Research Deliverables 20 21 21 6 5 8 9 10
United States Department of Labor – 19 – FY 2018-2022 Strategic Plan

Strategic Goal 2

Promote Safe Jobs and Fair Workplaces for All Americans

OSHA Strategic Objective 2.1

Secure safe and healthful working conditions for America’s workers.

The Occupational Safety and Health Administration (OSHA) is authorized by the Occupational 

Safety Health Act of 1970 (OSH Act) to ensure employers provide safe and healthful conditions 

for working men and women free of recognized hazards by setting and enforcing standards and 

providing training, outreach, education, and technical assistance. 

In about 40 percent of the country, workplace safety and health is the responsibility of states, 

through State Plans. Federal OSHA and State Plans work to inspect approximately 7.7 million 

establishments in the United States. While the likelihood of a workplace receiving an inspection 

in a given year is low, OSHA continues to target high-risk industries for inspection and 

enforcement activity.

OSHA also administers the whistleblower protection provisions of Section 11(c) of the OSH Act. 

Section 11(c) prohibits any person from discharging or in any manner retaliating against any 

employee because the employee has exercised rights under the OSH Act. Since the passage of 

the OSH Act, Congress has expanded OSHA’s whistleblower protection authority to protect 

workers from retaliation under 22 federal laws. These laws protect workers who report 

violations of various airline, commercial motor carrier, consumer product, environmental, 

financial reform, food safety, health care reform, nuclear, pipeline, public transportation agency, 

railroad, maritime, and securities laws. 

Maintain a Strong Worker Safety Enforcement Program 

OSHA uses a combination of strategies when working with employers and employees. OSHA 

invests in credible enforcement practices for recalcitrant employers and to provide the 

appropriate deterrent. While OSHA recognizes the need for a balanced approach through 

different strategies for employers based on their commitment to workplace safety and health, 

enforcement is the underpinning of the OSH Act. Strong, deterrent strategies will be used for 

employers that disregard their obligation under the OSH Act, including those with a history of 

willful and repeat violations and criminal violations. OSHA’s inspection regime remains active 

and with various data sets, enforcement will target bad actors and recalcitrant employers. 

Help Employers Attain Workplace Safety and Health Excellence 

OSHA will maintain a strong, effective enforcement program—if an employer does not follow 

the law, OSHA will take enforcement action. OSHA also provides compliance assistance with 

the goal of helping all employers improve safety and health performance. OSHA’s compliance 

assistance activities are integral to ensuring stakeholders understand how to comply with OSHA 

regulations. When OSHA assigns safety and health priorities through regional and national 

emphasis programs, it uses outreach tools to communicate expectations and best practices. 

Voluntary and cooperative programs are available to employers who want to partner with OSHA 

to achieve and model compliance. OSHA will expand the Voluntary Protection Program, 
Strategic Goal 2

United States Department of Labor – 20 – FY 2018-2022 Strategic Plan

bringing more employers into the program and ultimately providing safer workplaces for more 

employees. 

OSHA provides compliance assistance resources to address businesses of all sizes and offers an 

array of resources specifically for small businesses that may not have a full time safety and 

health professional. These resources include the on-site consultation program and compliance 

assistance specialists who can provide outreach and training to employers to understand how to 

provide a safe and healthy workplace. OSHA also partners with a broad variety of stakeholders, 

including state governments, employers and employees, unions, trade organizations, and health 

and safety professionals to better leverage resources and increase efforts to encourage employers 

to exceed minimum compliance with the OSH Act and implement safety and health programs. 

For employers who lack information or resources or are hesitant to engage with OSHA, OSHA 

works with other employers in their industry who have achieved excellence in safety and health, 

or have industry best practices, to reach this segment of employers.

OSHA – Secure safe and healthful working conditions for America’s workers.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of hazards abated 

associated with falls in 

construction, general

industry, and maritime

9,328 7,964 8,032[e] 7,500 7,810 7,810 7,810 7,810

Number of people trained 

by OSHA9 997,708 1,046,580 1,024,431[e] 934,270 1,208,728 1,208,728 1,208,728 1,208,728

New VPP Approvals -- -- 72 95 155 100 100 100

VPP Re-Approvals -- -- 255 285 395 270 270 270

Whistleblower 

investigations completed 3,273 3,307 3,348 2,725 2,655 2,655 2,655 2,655

MSHA Strategic Objective 2.2

Prevent fatalities, disease, and injury from mining and secure safe and 

healthful working conditions for America’s miners.

The Mine Safety and Health Administration (MSHA) works to prevent fatalities, disease, and 

injury from mining and secure safe and healthful workplaces for America’s miners. Under 

the Federal Mine Safety and Health Act of 1977 (Mine Act), mine operators, with the 

assistance of the miners, have the primary responsibility to prevent unsafe and unhealthful 

conditions. MSHA encourages mine operators to take ownership of health and safety by 

developing prevention-focused health and safety management programs. MSHA promotes 

safety and health through inspections and enforcement, stakeholder outreach, education and 

training, and improved regulations. Effective approaches to reducing the risk of injury and 

 9 FY 19-22 targets include people trained through OSHA cooperative programs and compliance assistance.
Strategic Goal 2

United States Department of Labor – 21 – FY 2018-2022 Strategic Plan

disease to miners include workplace examinations, hazard recognition and elimination, 

continual monitoring of the work environment to protect against new hazards, and 

compliance with MSHA safety and health standards. MSHA also protects the rights of 

miners. The Mine Act gives miners the right to be full participants in their own safety and 

health by participating in the inspection process through a representative of their choosing, 

speaking out about hazards, refusing to work in dangerous conditions, and exercising other 

rights. 

Coal production hit an all-time low in 2016. However, with the President’s initiative to 

invest in U.S. infrastructure, MSHA anticipates an increase in Metal and Non-Metal industry 

production and employment as the demand for construction materials such as cement, 

crushed stone, limestone, and other construction products increases. MSHA will need 

resources to complete mandated inspections and provide compliance assistance to mine 

operators. MSHA will maintain the current level of mine emergency response, field 

investigations, and participation in accident investigations, as funding levels allow. MSHA 

will also direct resources to continue its review of existing standards and to provide 

mandated approvals and certifications of products and equipment.

Strong Mine Act Enforcement

The foundation of MSHA’s enforcement strategy is the mandatory inspections it conducts at 

active mines in the United States and its territories. This enforcement mandate is essential to 

protect miners and advance a culture of safety and health in the mining industry. Data collected 

through the inspection process enables MSHA to monitor and address health and safety trends on 

an industry- or sector-wide basis. MSHA’s enforcement strategies include:

o Mandated inspections of all underground mines four times per year and all surface 

mines twice per year, as required by the Mine Act. These inspections provide a firsthand look at conditions in each mine and allow for direct interaction with operators and 

miners to help secure safe and healthy work environments in the mining industry.

o Vigorous enforcement of Mine Act Section 104(e) and the 2013 Pattern of Violations 

Rule by targeting mines with a history of recurrent significant and substantial (S&S) 

violations of mandatory safety or health standards, where the mine operator exhibits a 

troubling disregard for the health and safety of miners. MSHA will take prompt action 

against chronic violators to ensure that miners are afforded vital safety and health 

protections.

o Targeted inspections focus on mines with specific conditions, problems, or compliance 

issues that merit increased attention. Factors could include the number of violations or 

closure orders issued; indications of advance notification of inspections that prevent 

inspectors from observing violations; frequent hazard complaints or hotline calls; plan 

compliance issues; inadequate workplace examinations; and high numbers of accidents, 

injuries, illnesses or fatalities. 

Protect the Rights of Miners

Miners must be knowledgeable about their rights under the Mine Act in order to identify safety 

and health hazards to the mine operator or MSHA without fear of reprisal. They also have the 

right to expect the expeditious abatement of identified hazards. If unsafe or unhealthful 

conditions exist, miners have a right to request an MSHA inspection. To ensure that miners’ 
Strategic Goal 2

United States Department of Labor – 22 – FY 2018-2022 Strategic Plan

rights are protected, MSHA will review all discrimination investigations to protect a miner’s 

right to report health and safety hazards without fear of retaliation. MSHA will inform the 

industry and miners of their rights and responsibilities under the Mine Act by providing training 

and distributing educational materials at the mine site.

Provide Outreach, Education, and Training

MSHA will expand compliance assistance to mine operators to help operators understand and 

follow regulations and identify solutions to hazards associated with mining injuries, illnesses, 

and fatalities. MSHA gives special attention to the leading causes of mining fatalities, including 

powered haulage, falls, and machinery accidents. For example, through its voluntary 

Compliance Assistance Program (CAP), MSHA provides coal mine operators assistance to 

improve miner safety and health and recently refocused the program on less-experienced miners, 

who account for a majority of recent fatalities.

MSHA’s central training facility, the Mine Health and Safety Academy, currently serves as an 

industry-wide training hub. MSHA will modernize its training programs by replacing outdated 

services with cost-effective delivery approaches, such as distance learning, and conduct a limited 

number of instructor evaluations and audits of operator-provided training, while continuing to 

train its inspectors and industry representatives. Additionally, MSHA will expand its customer 

base and evolve the Academy from a historically inward-focused institution to a center of 

excellence for a broader spectrum of stakeholders. To accomplish this, MSHA will offer use of 

Academy facilities to other DOL agencies, which also will save cost vis-à-vis commercially 

available conference venues, and to non-DOL governmental entities for a fee.

MSHA – Prevent fatalities, disease, and injury from mining and secure safe and healthful working conditions for 

America’s miners.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Five-Year rolling average of 

reportable injuries associated 

with powered haulage 

equipment per 200,000 hours 

worked

0.20 0.19 0.18 0.17 TBD TBD TBD TBD

Five-year rolling average of 

fatal injuries per 200,000 

hours worked

0.0126[r] 0.0123 0.0116 TBD TBD TBD TBD TBD

Five-year rolling average of 

all injuries per 200,000 hours 

worked

2.56 2.44 2.17 TBD TBD TBD TBD TBD

WHD Strategic Objective 2.3

Secure lawful wages and working conditions for America’s workers.

The Wage and Hour Division (WHD) enforces minimum wage, overtime, and other wage laws 

so that America’s workers receive wages required by law and businesses that play by the rules 
Strategic Goal 2

United States Department of Labor – 23 – FY 2018-2022 Strategic Plan

can operate on a level playing field with their competitors. Collectively, these laws cover most 

private, state, and local government employment workers and protect more than 135 million 

America’s workers in more than 7.3 million establishments throughout the United States and its 

territories. 

WHD is responsible for enforcing and administering:

• The minimum wage, overtime, child labor, anti-retaliation, and break time for nursing 

mothers provisions of the Fair Labor Standards Act (FLSA); 

• The prevailing wage requirements and wage determination provisions of the Davis Bacon 

Act (DBA) and Related Acts (DBRA), Service Contract Act (SCA), Contract Work 

Hours and Safety Standards Act (CWHSA), Walsh-Healey Act, and Copeland Act, an 

anti-kickback law; 

• The wages and working conditions under the Migrant and Seasonal Agricultural Worker 

Protection Act (MSPA); 

• The Family and Medical Leave Act (FMLA); 

• The Employee Polygraph Protection Act (EPPA);

• The field sanitation and temporary labor camp standards in agriculture and certain 

employment standards and worker protections of the Immigration and Nationality Act 

(INA); and

• The garnishment provisions of the Consumer Credit Protection Act.

Maintain a Strong, Data-Driven Enforcement Program

WHD uses the complete set of tools it has available for enforcement, including litigation; 

thorough investigations; collection of back wages and the use of civil monetary penalties; and, 

when appropriate, its “hot goods” authority. WHD has more than 200 offices across the country, 

staffed with trained investigators who work to protect the rights of wage earners and level the 

playing field for employers. WHD is in the field to identify where the data and the evidence 

indicate the problems are largest, emerging business models are more likely to lead to violations, 

and workers are least likely to exercise their rights. 

WHD is committed to maximizing its resources to achieve the greatest impact on compliance 

and deterrence. WHD will use better strategies to plan the optimal deployment of resources and 

resolutions of cases, focusing investigations on employers with the most serious violations. 

This data-driven decision-making allows WHD to focus resources where the opportunity to 

affect compliance is the greatest, ensuring WHD allocates a larger share of resources to 

programs and enforcement strategies backed by strong evidence of effectiveness.

Modernize Compliance Assistance

Demand for accessible information about the laws WHD enforces remains high. For instance, in 

FY 2016 alone, WHD’s webpages were viewed more than 35 million times. Compliance 

assistance to employers is a central component of WHD’s efforts to meet its mission and 

proactively prevent violations. WHD uses a multi-pronged approach to improve compliance, 

including investigations in high-violation industries, engagement and education of private and 

public stakeholders, and the use of communications tools and compliance assistance. To protect 

fair and vigorous competition, WHD must conduct its business smarter and more effectively by 

assessing existing evidence determining how to best achieve its goals.
Strategic Goal 2

United States Department of Labor – 24 – FY 2018-2022 Strategic Plan

WHD – Secure lawful wages and working conditions for America’s workers.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of Outreach Hours 

to Employers -- -- -- Base TBD TBD TBD TBD

Number of compliance 

actions 27,915 28,589 28,771 29,500 29,500 29,500 29,500 29,500

Percent of agency-initiated 

investigations (excludes 

conciliations)

42% 46% 51% 46% 46% 46% 46% 46%

Percent of agency-initiated 

no violation cases 21% 19% 14% 21% 21% 20% 20% 20%

Percent of complaint no 

violation cases 18% 16% 15% 21% 21% 20% 20% 20%

Percent of all investigations 

in priority industries 

(excludes conciliations)

74% 75% 78% 75% 75% 76% 76% 76%

EBSA Strategic Objective 2.4

Improve the security of retirement, health, and other workplace-related 

benefits for America’s workers and their families.

The Department is committed to protecting retirement, health, and other employee benefits, 

thereby advancing the retirement security and health of our nation’s workers and retirees. The 

Employee Benefits Security Administration (EBSA), through its enforcement of Title I of the 

Employee Retirement Income Security Act of 1974 (ERISA) and related health benefits laws, 

protects the security of retirement and health plan benefits and assets for all workers who have 

employer-sponsored plans. EBSA is charged with protecting more than 150 million workers, 

retirees and their families who are covered by nearly 694,000 private retirement plans, 2.2 

million health plans, and similar numbers of other welfare benefit plans. Together, these plans 

hold estimated assets of $9.3 trillion. Additionally, EBSA administers provisions of law 

governing fiduciary conduct for the Thrift Savings Plan (TSP) under the Federal Employees’ 

Retirement System Act of 1986 (FERSA). As the retirement vehicle for nearly all federal 

government employees, TSP is the world’s largest employee contributory plan with almost five 

million participants and $500 billion in assets.

EBSA’s mission is carried out in a complex and evolving economic and regulatory environment. 

The retirement and health benefits security of workers, retirees, and their families continue to be 

significant factors in the overall financial security of the American public. In the ensuing 

decades since the enactment of ERISA in 1974, there has been a dramatic shift in the retirement 

savings marketplace from employer-sponsored defined benefit plans to participant-directed 

401(k) plans, coupled with the widespread growth in assets in Individual Retirement Accounts 

and Annuities (IRAs). 
Strategic Goal 2

United States Department of Labor – 25 – FY 2018-2022 Strategic Plan

EBSA accomplishes its mission by developing effective regulations; assisting and educating 

workers, plan sponsors, fiduciaries, and service providers; and vigorously enforcing the law. 

EBSA is committed to promoting policies that improve health benefits, encourage retirement 

savings, and protect employer-sponsored benefits. EBSA’s economic research program 

continues to focus on issues affecting all the benefit programs for which it is responsible. EBSA 

assists plan fiduciaries and others in understanding their obligations under ERISA by providing 

interpretive guidance and making related materials available through its website and 

publications, training programs, and more. EBSA is also committed to helping workers and 

retirees understand their benefits and receive the benefits they have earned. 

Leverage Strategic Enforcement

The primary objectives of EBSA’s enforcement program are to improve ERISA compliance by 

recovering losses and unjust profits stemming from misconduct by plan fiduciaries and service 

providers and to increase the deterrent impact of its enforcement efforts on employee benefit 

plans, participants, and beneficiaries. It is especially critical that EBSA deploy its limited 

resources carefully and effectively because of the sheer size of the universe it regulates as 

compared to available resources. 

An effective enforcement program has overlapping and related attributes that include: effective 

targeting and data analysis; prompt detection and pursuit of violations; the successful pursuit of 

monetary recoveries; non-monetary results that promote compliance with ERISA; and the 

aggressive and timely pursuit of participant tips and complaints. EBSA focuses its enforcement 

resources on National Enforcement Projects, Major Case and Employee Contributions priorities, 

and regional projects. The Major Case initiative, in particular, seeks to obtain maximum benefit 

from EBSA’s scarce resources by focusing on those cases that have the greatest potential to have 

a significant impact on large numbers of plans or plan participants. 

Additionally, EBSA plans to expand its analytical capabilities and continue developing advanced 

targeting methods that include the incorporation of external data to enhance its ability to identify 

potential targets for investigation.

Strengthen Compliance Assistance, Consumer Outreach, and Education

EBSA’s outreach and education programs educate vulnerable workers about options to protect 

their retirement and health benefits when facing job loss and about the need to save for 

retirement. EBSA educates plan officials and their service providers about health and retirement 

laws and regulatory guidance, fiduciary responsibilities, retirement plan options for small 

employers, fees, new requirements under health laws, and other current topics. EBSA leverages 

its limited resources through the use of its website, social media, and partnerships with numerous 

organizations to reach specific audiences. EBSA also continues to develop plans, such as the 

Call Quality Assurance Program, aimed at assessing the technical accuracy and quality of inquiry 

responses. In FY 2017, EBSA’s Benefits Advisors obtained recoveries of $418.7 million through 

their efforts, contributing to the agency’s total recoveries of over $1.1 billion for direct payment 

to plans, participants and beneficiaries.

Promote High-Quality Regulatory and Research Activities

EBSA’s regulatory program addresses issues proactively and directly supports the Department’s 

objective to improve health benefits and retirement security for all workers. The cornerstone of a 
Strategic Goal 2

United States Department of Labor – 26 – FY 2018-2022 Strategic Plan

strong regulatory program is robust economic analysis and research capability. Based on sound 

science, EBSA’s research program aims to shape regulations that minimize the most serious 

harm without imposing undue costs. Increasingly, this involves sophisticated data analysis.

EBSA – Improve the security of retirement, health, and other workplace-related benefits for America’s workers and 

their families.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Major Case Monetary 

Recoveries per Major Case 

Staff Day

-- -- -- $16,936 TBD TBD TBD TBD

Monetary Recoveries on 

Major Cases Closed per Staff 

Day

-- -- -- $30,737 TBD TBD TBD TBD

Percent of Delinquent 

Employee Contribution, 

Abandoned Plan, Bonding, 

Health-Part 7 Violation, and 

other Reporting and 

Disclosure Non-Fiduciary 

Breach Cases Closed or 

Referred for Litigation in the 

fiscal year within 18 Months 

of Case Opening

71% 76% 89% 70% 70% 70% 70% 70%

OFCCP Strategic Objective 2.5

Promote fair and diverse workplaces for America’s federal 

contractor employees.

The Office of Federal Contract Compliance Programs’ (OFCCP) mission is to protect America’s 

workers by ensuring nondiscrimination and supporting voluntary compliance by federal 

contractors and subcontractors; promote diversity through equal employment opportunity; and 

enforce the law, with a particular emphasis on systemic and high-impact cases. 

OFCCP administers and enforces three laws that require nondiscrimination and equal 

employment opportunity through affirmative action: Executive Order (EO) 11246, as amended; 

Section 503 of the Rehabilitation Act of 1973 (Section 503), as amended; and the Vietnam Era 

Veterans’ Readjustment Assistance Act (VEVRAA) of 1974, as amended. Together, these laws 

prohibit discrimination in employment based on race, color, religion, sex, sexual orientation, 

gender identity, national origin, disability, or status as a protected veteran. In addition, EO 

11246 also prohibits discrimination against federal contractor employees and job applicants for 

discussing, disclosing, or inquiring about pay. 

Many of OFCCP’s strategies, initiatives, and activities for Fiscal Years 2018 through 2022 are in 

response to recommendations in the September 2016 Government Accountability Office (GAO) 
Strategic Goal 2

United States Department of Labor – 27 – FY 2018-2022 Strategic Plan

Report: Strengthening Oversight Could Improve Federal Contractor Nondiscrimination 

Compliance.

Strong Enforcement and Emphasizing High-Impact Projects

OFCCP recognizes the importance of ensuring that federal contractors and subcontractors 

understand their obligations under the law and the need for information and other resources to 

voluntarily comply with those mandatory obligations. OFCCP will utilize compliance assistance 

sessions and seminars to inform contractors – especially first-time contractors and small 

businesses – of their obligations. At the same time, OFCCP will balance the need for quality 

compliance evaluations along with ensuring that non-compliant contractors are held accountable 

for failing to meet their mandatory obligations. This ensures equal employment opportunity for 

workers and competitiveness for employers that play by the rules. OFCCP will also emphasize 

systemic and high-impact cases to leverage the deterrence value.

Expand Compliance Assistance and Stakeholder Engagement

OFCCP will support voluntary contractor compliance through compliance assistance tools, 

resources, and incentives; assisting contractors in locating victims of discrimination that are due 

financial or other remedies resulting from contractors entering into a conciliation agreement 

(CA) with OFCCP; and creating a comprehensive digital outreach strategy for improving 

engagement with three types of contractors and other stakeholders, including new and small 

contractors, construction contractors, and supply and service contractors.

OFCCP strategically engages external stakeholders to educate and empower workers to make 

informed decisions about exercising their employment rights. OFCCP’s outreach strategy 

emphasizes increased community engagement and establishing meaningful relationships with 

stakeholders to reach workers most at risk of experiencing workplace discrimination. These 

stakeholders include community-based organizations, advocacy groups, employee resource 

groups, job placement providers, unions, and state and local government and intergovernmental 

agencies.

OFCCP – Promote fair and diverse workplaces for America’s federal contractor employees.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Percent of Construction 

Evaluations Completed from 

High-Impact Projects

31%[r] 51% 79% 50% 80% 65% 70% 75%

Percent of Discrimination 

CAs with Systemic Pay 

Discrimination Findings

-- -- -- 35% 35% 40% 40% 40%
Strategic Goal 2

United States Department of Labor – 28 – FY 2018-2022 Strategic Plan

ILAB Strategic Objective 2.6

Promote a fair global playing field for American workers and businesses.

The Department’s Bureau of International Labor Affairs (ILAB) promotes a fair global playing 

field for workers and businesses in the United States by enforcing trade commitments, 

strengthening labor standards, and combating international child labor, forced labor, and modern 

slavery. When other countries fail to enforce their labor laws or abide by their trade-related labor 

commitments, they receive an unfair subsidy that can undermine the competitiveness of goods 

made in the U.S. 

Effectively Monitor and Enforce Labor Provisions of U.S. Trade Agreements and 

Preference Programs 

ILAB negotiates, monitors, and enforces the labor provisions of trade agreements and trade 

preference programs to help ensure that workers in the U.S. are not pitted against workers in 

exploitative conditions. ILAB complements enforcement efforts with targeted technical 

cooperation and works with interagency partners, as well as businesses and workers, to improve 

compliance with labor standards. Independent research suggests that including labor obligations 

in trade agreements leads to better labor laws and enforcement in trade partner countries. The 

Inter-American Development Bank (IADB) found that the number of labor inspectors and 

inspections increased by approximately 20 and 60 percent respectively in countries with a U.S. 

Free Trade Agreement (FTA).10 The Government Accountability Office (GAO) confirmed that 

U.S. bilateral and regional trade agreement partners have improved domestic labor laws and 

enforcement.11 The United States International Trade Commission (USITC) found that labor 

provisions led to better laws and enforcement among trading partners with FTAs.12 

Combat International Child Labor and Modern Slavery

ILAB also produces congressionally mandated research on child labor, forced labor, and 

modern-day slavery, including the Findings on the Worst Forms of Child Labor; List of Goods 

Produced by Child Labor or Forced Labor; and List of Goods Produced by Forced or 

Indentured Child Labor. These reports are tools for the U.S. government to use when making 

trade enforcement and procurement determinations. ILAB oversees technical cooperation 

projects and works with governments, workers, and companies to eliminate labor abuses and 

help keep products made under exploitative labor conditions out of the U.S. market, including 

funding primary data collection and analysis in more than 90 countries.

Strengthen Global Labor Standards

ILAB represents U.S. interests on labor and employment issues at the International Labor 

Organization (ILO), G-20, Organization for Economic Cooperation and Development (OECD), 

 10 Dewan, Sabina, and Lucas Ronconi. 2014. “U.S. Free Trade Agreements and Enforcement of Labor Law in Latin 

America.” Inter-American Development Bank Working Paper Series No. IDB-WP-543543: 9-10. 

https://publications.iadb.org/bitstream/handle/11319/6724/U.S.%20Free%20Trade%20Agreements%20and%20Enfo

rcement%20of%20Labor%20Law%20in%20Latin%20America.pdf?sequence=1&isAllowed=y 11 GAO. 2014. Free Trade Agreements: U.S. Partners Are Addressing Labor Commitments, but More Monitoring 

and Enforcement Are Needed GAO-15-160:12. https://www.gao.gov/products/GAO-15-160 12 USITC. 2016. Economic Impact of Trade Agreements Implemented Under Trade Authorities Procedures.

https://www.usitc.gov/publications/332/pub4614.pdf
Strategic Goal 2

United States Department of Labor – 29 – FY 2018-2022 Strategic Plan

and other multilateral institutions. ILAB leads U.S. engagement to improve labor standards and 

shape policy priorities among trading partners. ILAB conducts and supports research that 

facilitates policy engagements to prevent other countries from engaging in exploitive labor 

practices. ILAB works closely with DOL’s domestic agencies and other U.S. government 

partners to further policies that support quality job creation in the United States.

ILAB – Promote a fair global playing field for American workers and businesses.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of countries in which 

child labor and forced labor 

are systematically monitored 

and analyzed.

152 159 156 140 140 140 140 140

OLMS Strategic Objective 2.7

Promote union financial integrity, transparency, and democracy.

The Office of Labor-Management Standards (OLMS) enforces and administers the LaborManagement Reporting and Disclosure Act (LMRDA) and related laws. These laws primarily 

establish safeguards for union democracy and financial integrity and require public reporting by 

unions, union officers, union employees, employers, labor consultants, and surety companies.

Promote Financial Integrity

Unions and their officers are responsible for almost $20 billion in assets and annual receipts. To 

help ensure that these resources remain safe, OLMS conducts targeted audits of union finances to 

detect fraud or embezzlement and conducts criminal investigations to pursue enforcement action 

against law violators. OLMS constantly seeks new ways to identify fraud and embezzlement. By 

becoming more effective at selecting unions to audit, OLMS more efficiently uses its resources 

to deter and detect wrongdoing and avoids burdening compliant unions.

OLMS will promote union financial integrity through the International Compliance Audit 

Program (I-CAP), a critical OLMS program to be reinstated in FY 2018, by conducting audits of 

unions to uncover embezzlement, fraud, and other criminal and civil violations of the LMRDA. 

OLMS will use a case predicate tracking system and a risk-based “red flag” model to increase 

the percent of selected audits that result in a criminal case. Through enhanced audit targeting 

strategies, OLMS seeks to offset the reduced number of compliance audits by increasing the 

percentage of those audits that result in a criminal case.

Promote Financial Transparency

Union financial transparency is affected by the timeliness with which unions file required annual 

reports. Transparency is supported by OLMS efforts to make these reports available to union 

members, other government officials, researchers, and the general public. Failure to file or to 

file in a timely manner negatively impacts the ability of union members to review and 
Strategic Goal 2

United States Department of Labor – 30 – FY 2018-2022 Strategic Plan

understand their union’s financial transactions, participate in the governance process, and make 

informed decisions during union officer elections.

Filing is performed through the OLMS website. Built-in data checks in the process help ensure 

accuracy. OLMS has committed to increasing the percent of forms filed electronically. OLMS 

has mandated electronic filing (e-filing) for labor organization reports. The required e-filing for 

some of these reports begins in 2018. Because of the expected transition challenges, OLMS 

anticipates that it may take up to two years for all labor organization reports to be submitted 

through e-filing. Further, mandatory filing of labor organization reports will only encompass 

about 80 percent of all Labor Management forms. As such, OLMS expects a continued gradual 

increase in the percent of electronic filers. OLMS may face resistance to e-filing in the regulated 

community and the lack of e-filing capability for some forms. OLMS will mitigate this risk 

through further outreach and compliance assistance.

Promote Democratic Unions

The LMRDA establishes democratic standards for conducting union officer elections, including 

the frequency and method of election, voter secrecy, voting rights of members, and the rights of 

members in good standing to be candidates. Title IV of the LMRDA also provides that union 

members may file a complaint with the Secretary of Labor after pursuing internal union 

remedies. OLMS investigates each properly filed election complaint and, if a violation is found 

that may have affected the election outcome, OLMS seeks to remedy any such violation by 

supervising a new election. If the union does not voluntarily agree to an OLMS-supervised 

remedial election, the Secretary of Labor shall file a civil suit within 60 days after the member 

filed the complaint. Due to this statutory limitation, OLMS must investigate election complaints 

expeditiously. Timely resolution of election complaints is a paramount goal of OLMS. By 

improving its election case processing and resolution time, OLMS can better protect union 

democracy.

OLMS may experience labor union resistance when OLMS seeks to remedy violations by 

supervising a new election. OLMS will mitigate delays in these cases by expediting negotiation 

of voluntary agreements with unions for supervised re-run elections. OLMS will also employ an 

early-intervention system to engage in earlier discussions among the investigators, field 

managers, and the Office of the Solicitor of Labor (SOL) on complex cases. Early SOL 

involvement will expedite negotiation of voluntary agreements.

OLMS – Promote union financial integrity, transparency, and democracy.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Average number of days to 

resolve union officer election 

complaints

70.2 67.4 64.7 70.0 69.0 68.0 67.0 66.0

Percent of disclosure reports 

filed electronically 49.0% 50.1% 58.0% 60.0% 70.0% 75.0% 80.0% 85.0%
United States Department of Labor – 31 – FY 2018-2022 Strategic Plan

Strategic Goal 3

Administer Strong Workers’ Compensation and Benefits 

Programs

OWCP Strategic Objective 3.1

Provide workers’ compensation benefits for workers who are injured or 

become ill on the job.

The Office of Workers’ Compensation Programs (OWCP) provides benefits for workers who are 

injured or become ill on the job. 

• The Federal Employees’ Compensation Act (FECA) Program provides wage-loss 

compensation, payment for medical treatment, return-to-work assistance, and vocational 

rehabilitation for federal civilian employees and postal workers who are injured or ill 

because of their work, and compensation to eligible survivors in case of death. 

• The Longshore and Harbor Workers’ Compensation (Longshore) Program oversees 

the delivery of benefits by private sector employers and insurance carriers to injured 

workers engaged in certain maritime and related employment, and to federal government 

contractors working overseas. 

• The Black Lung Benefits (Black Lung) Program oversees or provides compensation 

and medical benefits to coal miners who are totally disabled due to pneumoconiosis 

resulting from coal mine employment, and monetary benefits to their eligible survivors. 

• The Energy Employees Occupational Illness Compensation (Energy) Program 

provides compensation and medical benefits to employees or survivors of employees of 

the Department of Energy (DOE) and contractors or subcontractors of DOE, who worked 

on the nation’s nuclear weapons program and became ill due to exposure to radiation or 

toxic substances. 

Combat the Opioid Epidemic and Protect the Health of Injured Workers

President Donald Trump rightfully declared the opioid crisis a public health emergency. 

Reducing the overuse and rate of new addictions would have a positive impact on the current 

opioid crisis. To that end, it is imperative that initial encounters with prescription opioids are 

limited in supply and duration to only what is appropriate and necessary. Accordingly, the FECA 

program will set performance targets aimed at reducing the instances and duration of new opioid 

prescriptions for Federal and United States Postal Service (USPS) employees with work-related 

injuries. The target goal will be a reduction in initial prescriptions and in the duration of 

prescriptions of ten percent from FY 2017 to FY 2019. 

In addition to taking an aggressive stance to control the overuse of opioids, the FECA program is 

combating medical provider fraud. OWCP will fully staff its newly created Branch of Program 

Integrity, Fraud Prevention & Prescription Management to improve the monitoring of opioid 

drug use among injured workers receiving benefits with full funding for this unit in the FY 2019 

budget. As part of this new branch, OWCP will establish a FECA Fraud Investigations Unit that 

will receive and process incoming investigative reports of injured worker and provider fraud, 
Strategic Goal 3

United States Department of Labor – 32 – FY 2018-2022 Strategic Plan

review reports to determine if other potential fraudulent activities are occurring, and actively 

monitor claims to ensure that FECA district offices are consistently taking timely and 

appropriate actions.

Improve Oversight of Benefits Delivery 

Over the past few years, changes in the health care and pharmaceutical sectors presented 

significant challenges. The dramatic increase in the prescribing of compounded drugs in the 

FECA program and the expansion of the home health care industry, along with the nationwide 

opioid public health emergency, had real impacts on the health of OWCP’s beneficiaries and on 

program costs. 

OWCP will continue to strengthen its oversight of medical benefits through development and 

refinement of policies and procedures for pharmaceutical and home health care benefits. OWCP 

plans to acquire Pharmacy Benefit Management services for all of its programs and will pursue 

statutory changes to provide DOL access to the Federal Price Ceiling for drugs. OWCP will also 

centralize the home health care approval process in its Energy program to manage program costs 

and to improve consistency of adjudication and coordination of care.

Provide Timely/Accurate Claims Processing and Enhance Productivity

To improve the timeliness and accuracy of its claims processing, OWCP will build an integrated 

claims processing and management system – the OWCP Workers’ Compensation System 

(OWCS) – over the next six years. OWCS will improve accessibility of claims information for 

claimants, employers, and for the appellate process, and will improve the accuracy of data across 

all programs. OWCP expects the Longshore program to begin testing OWCS by the end of 2018 

and all OWCP’s programs will transition to OWCS by 2023.

The Longshore program will use improved electronic claims filing, case creation, and claims 

management systems to drive shorter compliance timeframes. It will also conduct ongoing and 

quarterly performance management meetings with stakeholders to ensure that the program 

addresses emerging issues that may impede performance. In addition, the program will use its 

statutory and regulatory authority where necessary to foster greater compliance with its 

programmatic goals including the issuance of penalties for late injury reporting and late first 

payments. 

The Black Lung program will focus on managing the age of pending claims. Over the past 

several years, the program has faced a rising volume of incoming claims. More incoming claims 

coupled with the loss of experienced staff resulted in a larger inventory of claims in progress. In 

order to address this challenge, the program will promote effective claims inventory management 

by implementing critical initiatives in a continuing effort to maximize productivity. First, the 

program will continue to utilize prototype Claims Examiner performance standards with specific 

aged claims production targets and equalize the distribution of incoming claims across the 

country. Finally, the program will begin to benefit from new claims staff hired in FY 2018 as 

they become fully trained and productive, and will continually reassess our staffing needs in 

support of this goal.

The Energy program will maintain timely and accurate claims processing through a continued 
Strategic Goal 3

United States Department of Labor – 33 – FY 2018-2022 Strategic Plan

focus on quality and process improvements. The program will build on prior successes by 

continuing to expand the utilization of electronic imaged case files, conducting quality reviews

on claims processing, and implementing appropriate training based on the results of those 

reviews.

OWCP – Provide workers' compensation benefits for workers who are injured or become ill on the job.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Percentage decrease in initial 

opioid prescriptions and 

duration of new opioid 

prescriptions for federal 

employees with work-related 

injuries

-- -- -- 4% 10% TBD TBD TBD

Percent of First Payment of 

Compensation issued within 

30 days: non-Defense Base 

Act cases

88% 89% 88% 87% 87% 87% 87% 87%

Percent of Black Lung 

claims over 365 days in 

pending Proposed Decision 

and Order (PDO) inventory

-- -- -- 18% 15% 13% 11% 9%

Average number of days 

between filing date and final 

decision for Energy cases not 

sent to NIOSH when a 

hearing is not held

169 167 169 170 170 170 170 170

ETA Strategic Objective 3.2

Support states’ timely and accurate benefit payments for unemployed 

workers. 

The Employment and Training Administration (ETA) administers the Unemployment Insurance 

(UI) Program, which provides partial income replacement to qualifying unemployed workers 

while they seek work. To be eligible for benefits, unemployed workers must have worked 

recently, be involuntarily unemployed, be able and available for work, and be actively seeking 

work. In addition, UI is an important economic stabilizer combatting economic downturns by 

injecting purchasing power into the economy for communities facing plant closures, mass layoffs, and changes in industry sectors. The program also helps keep trained but unemployed 

workers attached to the labor force by requiring them to continue seeking employment while 

they receive benefits. 

Pursuant to the Federal-State UI program, established by Title III of the Social Security Act and 

the Federal Unemployment Tax Act, ETA provides program funding grants to state UI agencies 

to operate the program. In accordance with federal law, states have flexibility to set benefit 
Strategic Goal 3

United States Department of Labor – 34 – FY 2018-2022 Strategic Plan

amounts, duration, and eligibility requirements and determine eligibility and employer liability, 

assess and collect taxes, and make benefit payments. ETA provides broad policy guidance for 

administration of the program, delivers technical assistance to states, monitors states’ program 

performance and integrity, and oversees conformity of states’ laws and compliance of states’ 

practices with federal UI laws.

The UI program faces challenges at the state level. Many state trust funds are insufficiently 

solvent and ill-positioned to absorb the increased benefit costs associated with a recession. This, 

in turn, leads to states’ need for emergency federal assistance during recessions. State UI 

operations are also very dependent on information technology (IT) systems and many states have 

antiquated and inflexible systems. These and other challenges contribute to poor program 

performance and integrity.

Strengthen Unemployment Insurance

ETA has identified critical strategic priorities for the UI program aimed at improving program 

viability, performance and integrity, and accelerating the reemployment of unemployed 

claimants.

Integrity Strategies – ETA has invested in the development of the UI Integrity Center, a statedriven source of innovative program strategies to address UI improper payments and reduce 

fraud. The Center is operated by the National Association of State Workforce Agencies and 

governed by a steering committee composed of representatives of states and ETA. ETA will 

continue to provide additional tools, resources, and technical assistance to help states prevent 

benefit fraud and reduce benefit overpayments and underpayments. ETA will monitor the 

effectiveness of these strategies through the annual improper payment rate for the UI program as 

well as the state-level rates measured by the Benefit Accuracy Measurement program.

Designation of High Priority States -- As part of its efforts to reengineer UI benefit operations 

accountability, ETA has developed a comprehensive approach that integrates overall program 

performance, program integrity, and state operational practices to identify states with major 

challenges in these areas. ETA will work with states designated as “High Priority” due to poor 

performance to provide on-site monitoring and deliver intensive technical assistance aimed at the 

identified areas of deficiencies. 

Reemployment Strategies – ETA commits significant technical assistance resources to promote 

innovative reemployment service delivery strategies, improve integration of the UI program with 

the workforce system, and connect UI claimants to reemployment services. The UI program is 

the entry point for unemployed workers to American Job Centers, where they receive services 

that speed their return to work. As a strategy for improving program performance nationwide, 

ETA will continue to fund and promote Reemployment Services and Eligibility Assessments, 

which evidence and research have shown to be an effective strategy to accelerate 

reemployment.13 ETA, through UI, will also continue to be an active partner in the 

 13 Poe-Yamagata, Eileen, et al., Impact of the Reemployment and Eligibility Assessment (REA) Initiative

(Washington, DC: Impaq International 2011) 

http://wdr.doleta.gov/research/FullText_Documents/ETAOP_2012_08_Impact_of_the_REA_Initiative.pdf.
Strategic Goal 3

United States Department of Labor – 35 – FY 2018-2022 Strategic Plan

implementation and operation of the Workforce Innovation and Opportunity Act, connecting UI 

claimants with the reemployment services offered through the public workforce system. 

ETA’s priorities for the UI program include the following: 

• State administrative funding and national activities supporting the UI system; 

• A permanent and mandatory Reemployment Services and Eligibility Assessment 

program and expansion of the voluntary program in the interim; 

• Support for the UI Integrity Center of Excellence and integrity legislative proposals; 

• Solvency for state UI trust funds;

• Paid parental leave; and 

• Support for state consortia to modernize their UI IT systems.

ETA – Support states' timely and accurate benefit payments for unemployed workers.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

First Payment Timeliness 

(Unemployment Insurance) 83.3%[r] 84.1% 84.0%[e] 87.0% 87.0% TBD TBD TBD

Detection of Recoverable 

Overpayments 

(Unemployment Insurance)

61.2% 57.5% 47.4%[e] 61.9% 61.9% TBD TBD TBD

Improper Payment Rate 

(Unemployment Insurance) 10.73% 11.65% 12.50%[e] 13.75% TBD TBD TBD TBD
United States Department of Labor – 36 – FY 2018-2022 Strategic Plan

Management Goal

Optimize the Department of Labor’s Enterprise Services’ 

Opportunities

OASAM Strategic Objective M.1

Improve human resources efficiency, effectiveness, and accountability.

The Office of the Assistant Secretary for Administration and Management’s (OASAM) Human 

Resources Center (HRC) provides leadership, guidance, and technical expertise on all human 

capital areas to the Department. The Director of HRC serves as the Department’s Chief Human 

Capital Officer (CHCO). HRC provides policy and guidance in such areas as recruitment, pay, 

benefits, training and development, management of human resource and personnel systems, 

employee engagement, workforce planning and analysis, employee and labor-management 

relations, and diversity and inclusion. HRC oversees accountability reviews and implements 

accountability processes to improve HR efficiency, effectiveness and compliance with laws and 

regulations. 

Improve Human Resources Management

DOL’s most important asset is its workforce – the employees across the nation who carry out the 

Department’s mission. HRC works with the Department’s leaders to strengthen workforce 

capacity through strategies aimed at improving workforce alignment; talent management; and the 

performance culture. Having the right number of properly skilled employees performing their 

work well requires effective strategic human resources planning. The CHCO will provide DOL 

leadership with appropriate advice, guidance, and data to make key workforce decisions and 

then, to implement workforce strategies designed to achieve business outcomes. 

The DOL CHCO will work with DOL leadership to restructure the DOL workforce in a manner 

which focuses on the continuity of essential mission programs and services, succession planning, 

knowledge management, and utilizing appropriate HR authorities and flexibilities. Efforts will 

be taken to improve DOL’s organizational structure, workforce alignment, and workforce 

investment practices. 

Improve Human Resources Service Delivery

High quality, efficient HR policy, guidance, programs, and HR services are relied upon by 

Departmental leaders, managers, and employees to achieve mission requirements. HRC will 

partner with DOL leadership, managers, employees, and DOL stakeholders to improve policies: 

to provide greater clarity, to make them more relevant and useful, and to provide greater 

consistency and transparency throughout the Department on HR matters. 

OASAM will implement a shared services model for the delivery of DOL HR services. A 

realigned HR service delivery model will create greater consistency in the delivery of HR 

products and services across the Department; reduce overall HR costs; gain efficiency in HR 

service delivery through economies of scale; and improve efficiency and effectiveness of HR 

service delivery. The implementation of an effective shared services solution for HR service 
Management Goal

United States Department of Labor – 37 – FY 2018-2022 Strategic Plan

delivery will permit DOL program agencies to focus time and resources on mission-oriented 

outcomes. HRC will work within DOL’s HR community to improve the quality of HR services 

based on manager, employee, and other customer feedback. Also, DOL HR accountability 

reviews will be used to identify and deploy best practices, expose inefficiencies and 

noncompliant actions, take corrective actions, and pursue ongoing service improvement. 

OASAM – Improve human resources efficiency, effectiveness, and accountability.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Average number of days to 

hire a new employee 91.7 108.3 108.5 80.0 80.0 80.0 80.0 80.0

Strategic Human Capital 

Planning: Hiring Manager 

Satisfaction Index Score on 

the (CHCO) Manager Survey

-- 71% 78% 80% 80% 80% 80% 80%

OASAM Strategic Objective M.2

Provide modern technology solutions that empower the DOL mission and 

serve the American public through collaboration and innovation.

The Office of the Assistant Secretary for Administration and Management’s (OASAM) Office 

of the Chief Information Officer (OCIO) provides information technology leadership, 

products and support for DOL. OCIO plays a critical leadership role in driving reforms in

systems development, better managing technology spending, and succeeding in achieving 

real, measurable improvements in mission performance. OCIO provides guidance to the 

Department in support of government-wide directives for capital planning, IT security, 

information management, and enterprise architecture.

OASAM will implement a shared service model for DOL IT services, products and support 

that leverages economies of scale, adheres to federal standards and requirements, ensures 

greater CIO oversight, and provides an enhanced customer experience. An IT shared services 

solution will allow DOL agencies and programs to operate more effectively and efficiently, 

and focus their resources on advancing DOL’s mission. 

OCIO’s priorities to implement this vision include IT development and modernization, and 

security enhancements:

Create the Enterprise Platform 

OCIO will create a common environment for the enterprise platform, including standards, 

processes, and governance. By leveraging a common platform, DOL will eliminate 

redundancies and move towards, automation, increased accessibility, and enhanced security. 

OCIO will develop a cloud-based enterprise case management platform that will result in 

improved processing time of adjudication of claims and other services. OCIO will also develop 
Management Goal

United States Department of Labor – 38 – FY 2018-2022 Strategic Plan

a data analytics platform that will enhance DOL’s use of data and advanced data analytics for 

making business decisions and sharing information about the American workforce. To help 

DOL to carry out its mission and serve the public more effectively and efficiently, OCIO will 

reduce its reliance on paper-based resources by pursuing a phased approach to make specific 

work flows electronic. 

Modernize Legacy Applications

To protect the confidentiality, integrity, and availability of DOL to operate and execute its 

mission, OCIO will facilitate the modernization of legacy applications designated as high 

value assets (HVA) per DHS criteria by working with DOL program agencies and 

implementing technical standards. OCIO will also work to provide DOL program agencies 

with a suite of application platform solutions, and interconnectivity and compatibility between 

DOL applications. This will reduce the size of DOL’s application portfolio and increase 

system efficiencies so DOL can enhance its operations and better protect America’s

workforce from fraud, waste, and abuse.

Secure and Enhance the IT Infrastructure 

To secure DOL’s sensitive information and improve data integrity, OCIO will focus on 

modernizing and standardizing DOL’s infrastructure. Following government-wide guidance, 

OCIO will increase DOL’s overall IT security posture and shift IT investments to more efficient 

and secure computing platforms and technologies. OCIO will create a centralized enterprise 

platform to improve service delivery by procuring commodity cloud services and establishing an 

enterprise cloud environment allowing DOL component agencies to consume cloud services in a 

centralized manner. Further, OCIO will implement enterprise-wide IT asset management 

solution to centrally manage all IT assets. In the course of security and enhancing the IT 

infrastructure, OCIO reduced the DOL’s IT footprint through the consolidation of traditional 

data centers, promoting the use of Green IT, and reduced the cost of data center hardware.

To enhance safeguards to protect mission critical and sensitive information and reduce risk of 

unlawful breaches and unauthorized access, OCIO will defend the shared IT environment by 

rapidly completing technology assessments and using innovative technologies. OCIO will 

coordinate with the Department of Homeland Security (DHS) and OMB on implementing a 

Continuous Diagnostics and Mitigation (CDM) program. OCIO will also continue migrating 

DOL applications to incorporate personal identification verification (PIV) usage, implement a 

single sign-on solution for logical access, and enable standard single sign-on capabilities 

across DOL.

OASAM – Provide modern technology solutions that empower the DOL mission and serve the American public through 

collaboration and innovation.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Enterprise Services: Percent 

of network and application 

services uptime

99.90% 99.68% 99.86% 99.00% 99.00% 99.00% 99.00% 99.00%
Management Goal

United States Department of Labor – 39 – FY 2018-2022 Strategic Plan

OASAM Strategic Objective M.3

Maximize DOL’s federal buying power through effective procurement 

management.

The Office of the Assistant Secretary for Administration and Management’s (OASAM) Business 

Operations Center (BOC), Office of the Chief Procurement Officer (OCPO) provides leadership, 

guidance, and oversight of all procurement policy and services. OCPO establishes procurement 

and grant policy for DOL and oversees the Department’s purchase card program, suspension and 

debarment program, and Federal Strategic Sourcing Initiative (FSSI). OCPO also works to 

ensure a fair share of DOL’s procurement opportunities are available to small businesses. 

Leverage Federal Buying Power

OCPO will leverage the government’s buying power, making it possible to obtain significant 

reductions in the price of goods and receive better services at lower costs. OCPO will leverage 

government-wide buying vehicles produced by OMB’s FSSI and Category Management 

Initiatives. OCPO will also provide and promote DOL-wide procurement vehicles and Best-inClass contract solutions, reducing redundancy in procurement vehicles for the same services and 

gaining cost savings with DOL buying power.

Centralize DOL Procurement Activities

OASAM will implement a shared services model for the delivery of DOL procurement 

services. By centralizing procurement functions, DOL will achieve economies of scale; gain 

managerial oversight and efficiencies to more rapidly implement government-wide 

procurement directives; enforce procurement legislation, regulation, and policies; and 

strategically plan customer demands. An effective shared services solution for departmental 

procurement services will allow DOL program agencies to focus their resources on program 

delivery and mission outcomes. Developing a more highly skilled and responsive staff will 

improve customer service and reduce stalled procurement actions, protests to awards, and 

unauthorized commitments.

OASAM – Maximize DOL's federal buying power through effective procurement management

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of DOL enterprisewide procurement vehicles -- -- -- Base TBD TBD TBD TBD

Percentage increase in 

spending through Best-inClass (BIC) solutions-- -- -- 35.00% TBD TBD TBD TBD
Management Goal

United States Department of Labor – 40 – FY 2018-2022 Strategic Plan

OCFO Strategic Objective M.4

Safeguard fiscal integrity, and promote the effective and efficient use of 

resources.

The Office of the Chief Financial Officer (OCFO) provides financial management leadership, 

direction, and guidance to the Office of the Secretary of Labor and all DOL program agencies on 

matters arising from financial statutes, as appropriate. OCFO oversees DOL-wide accounting, 

financial management, the budget process, and financial system, and leads the Department’s 

annual audit of the Consolidated Financial Statements. OCFO leads efforts to examine, identify, 

and implement administrative cost reduction initiatives; improve efficiencies; and to ensure 

financial integrity across DOL.

Demonstrate Financial Stewardship

Accurate and timely financial information demonstrates DOL’s accountability to stakeholders 

and facilitates data-driven operational, budget, and policy decisions. OCFO oversees the 

Department’s responsibility for internal controls by assisting program management in 

establishing and ensuring strong controls over all financial resources in DOL. OCFO leads the 

Department’s annual financial audit, efforts to eliminate findings resulting from the audit, and 

eliminating or reducing improper payments. 

Enhance DOL Financial Performance, Operations, and Systems

OCFO supports DOL’s programs by providing reliable, relevant, and timely financial 

information and analysis. OCFO will develop and maintain integrated accounting and program 

management systems through modernized financial systems. OCFO provides DOL’s managers 

and decision makers with the financial management tools to drive high-performance and 

accountability, and to responsibly manage financial resources. OCFO will also centralize all 

routine, transactional accounting and financial management operations across the Department to 

achieve greater economies of scale and improved risk mitigation.

OCFO – Safeguard fiscal integrity, and promote the effective and efficient use of resources.

Performance Measure 2015

Result

2016

Result

2017

Result

2018 

Target

2019 

Target

2020 

Target

2021

Target

2022

Target

Number of material 

weaknesses eliminated. -- -- 0 2 1 TBD TBD TBD

Percent of discretionary 

appropriations canceled after 

the five years period of 

obligation authority has 

expired.

-- -- 1.10% 2.00% 1.95% 1.90% 1.85% 1.85%
United States Department of Labor – 41 – FY 2018-2022 Strategic Plan

Evidence-based Policy and Decision-making at DOL

The U.S. Department of Labor (DOL) is committed to using evidence in budget planning and 

resource allocation. There is clear bi-partisan interest in evidence-based policy and decisionmaking throughout the federal government, exemplified by the new Congressionally-established 

Evidence-based Policy Commission. The Department is committed to building a portfolio of 

evidence to learn what works, for whom and under what circumstances, and how to improve 

results. This portfolio includes evidence developed through program evaluation, program 

performance management, data analytics, and statistical reports. The Department determines 

priorities for evaluation and analysis based on Departmental and Administration policy, 

Congressional requirements, the Department’s strategic plan, and component operating plans. 

Through a learning agenda, the Department identifies critical research and evaluation questions 

about the efficiency and effectiveness of DOL programs. 

Evaluation and research. The Chief Evaluation Officer (CEO), who is housed within the 

Office of the Assistant Secretary for Policy, directs and coordinates the Department’s evaluation 

program that is responsive to the Administration’s overarching goals and the Department’s 

strategic vision. CEO typically has 40-50 studies underway at any time, including: 1) formal 

program evaluations using the most rigorous designs appropriate, following academic standards; 

2) capacity-building initiatives to improve administrative data collection, accessibility, and use 

for management; 3) exploratory and preliminary quantitative and qualitative analysis to build 

evidence; 4) pilots and demonstrations; and 5) statistical analysis of economic conditions and 

trends of factors associated with performance metrics and relevant to performance management.

Performance management and measurement. The Department regularly and systematically 

assesses Departmental and component agency progress in the implementation of the DOL 

strategic plan priorities. The goals laid out in DOL’s strategic plan have cascaded down to 

annual operating plans for each DOL agency. The performance management process is led by 

the Performance Management Center in the Office of the Assistant Secretary for Administration 

and Management. Through quarterly reviews with the Deputy Secretary, executives assess 

program performance, both quarterly and year-to-date, against targets established in each 

component agency’s annual operating plan.

Data analytics. The Data Analytics office, part of the CEO, carries out statistical projects to 

build DOL’s capacity in using existing administrative data to meet component agency needs. 

The expertise of this unit supports component agency analysts, providing additional time, 

resources, and technical skills. The team of highly-skilled statisticians provide – in collaboration 

with the component agencies – technical and analytic services related to administrative data, 

public use files, performance metrics that supplement component agencies’ internal management 

information, data and metadata normalization, data visualization, and special analyses.

Statistical data products. 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. BLS has several high priority efforts underway to better use administrative data 

for statistical purposes, as indicated in OMB memorandum M-14-06 “Guidance for Providing 

and Using Administrative Data for Statistical Purposes."
United States Department of Labor – 42 – FY 2018-2022 Strategic Plan

Acronyms

BLS Bureau of Labor Statistics

CEO Chief Evaluation Office

DM Disability Management 

DOL U.S. Department of Labor 

DBA Defense Base Act

DBRA Davis-Bacon and Related Acts

DVOP Disabled Veterans’ Outreach Program

EBSA Employee Benefits Security Administration

EEOICPA Energy Employees’ Occupational Illness Compensation Program Act

ERISA Employee Retirement Income Security Act 

ETA Employment and Training Administration 

FECA Federal Employees’ Compensation Act 

FLSA Fair Labor Standards Act

FMLA Family and Medical Leave Act

FY Fiscal Year

ILAB Bureau of International Labor Affairs 

ILO International Labor Organization 

LMRDA Labor-Management Reporting and Disclosure Act

MSHA Mine Safety and Health Administration

OASAM Office of the Assistant Secretary for Administration and Management

OASP Office of the Assistant Secretary for Policy

OCFO Office of the Chief Financial Officer

OCIA Office of Congressional and Intergovernmental Affairs

ODEP Office of Disability Employment Policy

OFCCP Office of Federal Contract Compliance Programs

OFLC Office of Foreign Labor Certification

OIG Office of Inspector General

OLMS Office of Labor-Management Standards

OMB Office of Management and Budget

OPA Office of Public Affairs

OSHA Occupational Safety and Health Administration 

OWCP Office of Workers’ Compensation Programs 

PMC Performance Management Center

PY Program Year

REA Reemployment and Eligibility Assessment

SOL Office of the Solicitor

TAA Trade Adjustment Assistance

TAP Transition Assistance Program

UDM Universal Displaced Workers Program

UI Unemployment Insurance

U.S. United States

VETS Veterans’ Employment and Training Service

WB Women’s Bureau

WHD Wage and Hour Division

WIOA Workforce Innovation and Opportunity Act