U.S. Bureau of Labor Stati

BLS

Strategic

Plan

FY2020–2025
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Introduction

The Bureau of Labor Statistics (BLS) was established in 1884 to “collect information upon 

the subject of labor, its relation to capital, the hours of labor and earnings of laboring men 

and women, and the means of promoting their material, social, intellectual and moral 

prosperity.” The first BLS Commissioner, Carroll Wright, described the work of the agency as 

“conducting judicious investigations and the fearless publication of results.”

That mission continues today.

MISSION STATEMENT: The Bureau of Labor Statistics measures labor market

activity, working conditions, price changes, and productivity in the U.S. economy

to support public and private decision making.

We adhere to a set of VALUES and PRINCIPLES that guide us in fulfilling our

mission, including:

• We execute our mission with independence from partisan interests

• We strive to meet the needs of a diverse set of customers for accurate, objective, 

relevant, timely, and accessible information

• We protect the confidentiality of our data providers

• We employ innovative methods to keep pace with the rapidly-changing economy

• We support our staff and are good stewards of the taxpayers’ money.

VISION STATEMENT: To be the gold-standard source of data and analyses on

U.S. labor markets, working conditions, price changes, and productivity.

Who we are

BLS achieves its mission through the dedicated work of over 2,000 federal employees 

working at headquarters in the national capital region, in six regional offices, and in 

localities across the country. This staff is comprised of economists, statisticians, data 

scientists, information technology specialists, researchers, administrative specialists, and 

many other professionals. To assist us in achieving our mission, we maintain partnerships 

with state and territorial governments, coordinate with other federal statistical agencies, 

and contract with private vendors for data collection, information technology, and

related services.
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As an agency of the U.S. Department of Labor (DOL), BLS provides statistical guidance to the 

department and its agencies and works in partnership with those agencies to support their data 

needs. We support the DOL’s 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.”

Though part of the Executive Branch, we conduct our work with independence to ensure 

that our data and analyses are objective and free of partisan influence. Such independence 

is the hallmark of the decentralized U.S. statistical system, which includes many separate 

agencies typically located within cabinet-level departments. These agencies follow a series 

of laws, regulations, and guidelines to ensure that statistical policy is consistent across the 

government, including:

• Foundations for Evidence-Based Policymaking Act, which incorporates the Confidential 

Information Protection and Statistical Efficiency Act

• Statistical Policy Directives issued by the Office of Management and Budget

• Principles and Practices for a Federal Statistical Agency issued by the Committee on

National Statistics of the National Academies of Science, Engineering, and Medicine.

Further, BLS is a member of the Interagency Council on Statistical Policy, which provides a 

forum for federal statistical agencies to share ideas, coordinate common activities, and 

improve operations.

We live in an age where data are ubiquitous, used for everything from where to position the 

defense on the baseball diamond to what advertisement will appear in social media feeds. BLS 

has been in the data business since our founding, but must also keep pace with this new world 

of data. To that end, BLS supports the Federal Data Strategy, which complements our efforts to 

be the innovative leader in measuring the U.S. economy.

What we do

As stated in our mission statement, BLS measures labor market activities, working conditions, 

price changes, and productivity in the U.S. economy. We do this through the operation of 

about 20 statistical programs. These programs operate in a variety of ways: some provide a 

monthly “first-look” at economic activity, some track activity over time, some take an in-depth 

look at specific aspects of the economy, and some offer detailed information available for 

further research. While each statistical program is unique, nearly all follow these general steps: 
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planning, testing, sample selection, data collection, review, estimation, and dissemination. 

BLS has staff who are experts in each of these areas.

Most BLS data come from surveys, nearly all of which are voluntary. We extend our appreciation 

to the businesses and households who are called upon to provide information. Without their 

voluntary cooperation, we would be unable to provide high-quality data.

From its roots more than a century ago, BLS has focused on getting information to customers 

quickly, in an understandable way, and with sufficient technical detail to help users understand 

the data and their limitations. Today, those goals are achieved by announcing release dates 

in advance, providing information in many formats (including video, interactive graphics, and 

social media posts), and maintaining a robust catalog that details our methodology. To expand 

upon the output that BLS provides, we make much of our data available for further statistical 

analysis to qualified researchers under strict confidentiality agreements.

BLS data influence many aspects of Americans’ lives. For example, the Consumer Price 

Index is used to adjust Social Security payments and federal income tax brackets while the 

Employment Cost Index is one of several BLS sources used to adjust Medicare reimbursements. 

Several national data series, including employment, unemployment, and productivity, are 

used by policymakers to track the state of the economy and to drive changes in economic 

policy. State and local employment and unemployment data are inputs to formulas used to 

distribute job training funds and other resources. Trends on worker pay, health insurance, and 

retirement benefits have influenced legislation while workplace injury data have led to new 

safety regulations.

Some BLS programs have existed for over a century while others are but a few years old. 

We continue to seek improvements for all programs. In some cases, this may take the form 

of new data sources. The rapid expansion of electronic data provides both challenges and 

opportunities for BLS. We are addressing those challenges by researching and beginning to 

use alternative data sources, both to supplement and to replace our traditional collection 

methods. We are also looking at how the world is changing, and how our statistics must change 

to keep pace. This includes new forms of work to be tracked by employment programs, new 

goods and services to be tracked by our price and consumer spending programs, new forms of 

compensation to be measured, and much more.

To help in this work, BLS seeks input from many stakeholders. We sponsor formal advisory 

committees that provide regular input from representatives of labor, business, government, 

research, academic organizations, and other groups. One such committee provides advice on 
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technical issues of common interest to the three U.S. statistical agencies that focus on economic 

data: BLS; the Census Bureau, and the Bureau of Economic Analysis. Beyond these formal groups, 

BLS is constantly seeking informal input from businesses, individuals, and other organizations.

Finally, BLS staff participate in a variety of organizations and activities that allow us to share 

our expertise, build relationships, and learn from colleagues. We provide seminars and 

training opportunities for our staff, colleagues in other agencies, and international visitors. 

We participate in:

• Professional associations, such as the American Statistical Association

• Cross-government groups, such as those responsible for updating industry and occupation 

classification systems

• International groups, such as the United Nations High Level Group for the Modernization of 

Official Statistics.

Management of the Plan

This plan was developed by BLS senior staff in 2018 and 2019. Senior staff sought input 

from a variety of stakeholders and gleaned information from customer comments and 

satisfaction surveys. The plan includes one strategy that recognizes the major production 

activities that are the core work of the agency – we issue about 170 national data releases 

and over 800 regional data releases every year. Beyond that, the plan identifies four 

additional strategies that focus on what we do, how we do it, and the improvements we 

envision in the coming years.

The BLS executive staff is responsible for the oversight of this Strategic Plan. Progress on the 

strategies, goals, and objectives identified in the plan is monitored on a quarterly basis. 

This monitoring includes performance measures, such as the timeliness and accuracy of 

data releases, as well as progress toward completion of specific objectives. Formal project 

management reporting systems and periodic status meetings are used to track our internal and 

external performance commitments.

We are confident that the strategies and goals identified in this plan will put BLS on a path for 

continued success over the coming years. Nonetheless, a challenge in planning over several 

years is the uncertainty over future budgets and future priorities of the administration and 

Congress. We have built this plan on the basis of current information. As priorities change, we will 

make needed adjustments.
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Our Strategies and Goals

STRATEGY 1 (Production):

Produce objective statistics and analyses that are accurate and 

released on time

This Strategy recognizes that the core mission of BLS is to continue to produce the highest 

quality economic statistics and analyses. Strategy 1 is unique. Unlike the other strategies, 

this strategy encompasses ongoing production rather than improvement. Fulfilling this 

strategy requires not only the dedicated work of staff directly involved in each of these 

programs, but also the high-quality work of expert staff who perform important functions 

in the areas of administration, information technology, data collection and other field 

operations, statistical methods, publications, and data dissemination.

STRATEGY 2 (Valued and trusted data):

Advance the measurement of BLS statistics to ensure they remain 

relevant in describing the dynamic U.S. economy

As economic trends and issues change, BLS is committed to updating the information 

we collect and study to remain relevant in describing the dynamic U.S. economy. BLS will 

engage in research to advance economic theory and statistical techniques related to 

measurement. Through these efforts and the innovations of others, BLS will improve the 

accuracy, timeliness, and relevance of existing measures and will expand coverage to 

enhance the usefulness of our data to our customers. By engaging with our stakeholders, 

BLS will gain a better understanding of customer needs to inform our priorities and will foster 

greater public trust through continued transparency and improved clarity of methods. This 

Strategy focuses on improvements.

Goal 2.1 Ensure relevance in an ever-changing economy and respond to 

evolving needs

• Objective 2.1.1 – Engage in research to understand the changing economy

• Objective 2.1.2 – Pursue improvements to make existing data more relevant

• Objective 2.1.3 – Develop new data, expand coverage, and test experimental

data series

Goal 2.2 Improve the accuracy and timeliness of BLS data through advances in 

economic theory and innovations in statistical techniques

• Objective 2.2.1 – Evaluate and contribute to research that enhances economic theory 

and statistical techniques
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• Objective 2.2.2 – Improve data quality and timeliness by applying advances in 

economic theory and statistical techniques

• Objective 2.2.3 – Maximize the amount of releasable data by implementing innovative 

disclosure avoidance techniques that protect respondent confidentiality

Goal 2.3 Foster greater public trust through improved transparency and clarity 

of methods

• Objective 2.3.1 – Ensure transparency by maintaining and improving clear, up-to-date 

documentation on BLS methodology

• Objective 2.3.2 – Remove barriers to ensure equal access to BLS data

• Objective 2.3.3 – Develop and implement standards for providing measures of data 

reliability to users

Goal 2.4 Ensure BLS priorities align with stakeholder needs

• Objective 2.4.1 – Regularly adjust the membership of BLS Advisory Committees and the 

agendas of their meetings to ensure timely and useful feedback can be incorporated 

into program and product development

• Objective 2.4.2 – Collect quantitative and qualitative input to understand 

stakeholder needs

• Objective 2.4.3 – Strengthen working relationships with organizations that are current or 

potential sponsors for the development of products that fall within the BLS mission and its 

strategic goals

STRATEGY 3 (Source data innovation):

Reengineer data sources and collection methods to balance

statistical quality with survey costs, including respondent burden,

and to ensure transparency

The quality of BLS statistics is the direct result of the collected data, traditionally available 

from employers and households. Increasingly, alternative sources of data can both 

complement and substitute for our directly-collected data. Further, BLS will expand data 

collection methods to limit burden on and increase flexibility for data providers. This Strategy 

focuses on our source data.

Goal 3.1 Integrate alternative data into BLS programs

• Objective 3.1.1 – Identify alternative data sources, including administrative data

• Objective 3.1.2 – Evaluate the “fitness for use” of alternative data sources and develop 

methods to incorporate these data into BLS programs
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• Objective 3.1.3 – Incorporate alternative data and methods into BLS programs and 

survey processes

• Objective 3.1.4 – Increase collaboration and information sharing within BLS and with 

other organizations, including international statistical organizations, on alternative data 

sources and their uses

Goal 3.2 Improve data collection processes

• Objective 3.2.1 – Ensure the reliability of existing electronic data collection systems 

and processes

• Objective 3.2.2 – Expand and improve electronic data collection to provide 

respondents with IT solutions to report data efficiently and better manage their 

reporting burden

• Objective 3.2.3 – Enhance IT systems to increase capacity to collect and process 

alternative data

• Objective 3.2.4 – Increase coordination in data collection and sharing across BLS 

programs and with other governmental organizations, including coordination prescribed 

by the Foundations for Evidence-based Policymaking Act of 2018

• Objective 3.2.5 – Expand the use of paradata (data about data) for assessing data collection

Goal 3.3 Balance quality with the cost of data collection, including

respondent burden

• Objective 3.3.1 – Pursue a research agenda that integrates new technology and 

alternative data sources as part of a continuous process to increase data quality while 

reducing costs and respondent burden

• Objective 3.3.2 – Explore innovative sampling design and estimation alternatives to 

allow targeted data collection that increases data quality while reducing costs and 

respondent burden

• Objective 3.3.3 – Conduct research on ways to encourage voluntary participation and 

reduce respondent burden

STRATEGY 4 (Organizational excellence):

Provide visionary leadership that upholds and improves our standing

as a dynamic, world-class statistical agency

The activities identified throughout this plan can only be accomplished through strong 

leadership and the dedicated work of BLS staff, our greatest asset. We strive to be good 

stewards of all our resources – staff, budget, and information technology – and foster future 

leaders who will continue these efforts. This Strategy focuses on our staff and our other resources.
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Goal 4.1 Pursue dynamic BLS-wide governance and program performance 

management structures to guide decision-making, inform priorities, and

achieve results

• Objective 4.1.1 – Leverage a strategic and operational planning process to establish 

agency-wide performance goals and measures that optimize resource deployment

• Objective 4.1.2 – Assess goal attainment, address new or emerging priorities, and 

mitigate risks through a rigorous quarterly review and analysis process

• Objective 4.1.3 – Enhance documentation of internal BLS practices to replicate and 

continuously improve operations

• Objective 4.1.4 – Identify and execute program improvements through a regular 

program review and planning process

• Objective 4.1.5 – Assure continuous risk management is embedded across all missioncritical activities and operations, including BLS performance management, to identify, 

mitigate, and manage threats and vulnerabilities

Goal 4.2 Recruit, train, and engage a talented and diverse workforce, encourage 

and reward innovation, and implement robust succession planning to meet our 

workforce needs

• Objective 4.2.1 – Draw on the talents, expertise, and creativity of agency staff to inspire 

a collaborative agency-wide culture of continuous learning and achievement

• Objective 4.2.2 – Advocate for professional staff development and growth through 

support for staff cross-training, participation in multi-functional user groups and 

teams, and opportunities to generate and be part of innovative solutions within 

Bureau programs

• Objective 4.2.3 – Provide opportunities for staff to stay abreast of emerging trends and 

changes in BLS topic areas, ensuring that the BLS workforce is ready for the challenges of 

the coming decades

• Objective 4.2.4 – Empower, recognize, and reward staff innovations

• Objective 4.2.5 – Create a talent sourcing strategy to identify and continuously engage 

with a skilled network of workers to fill current and future workforce needs

• Objective 4.2.6 – Maintain a strong staff retention and succession plan by

developing aspiring and new leaders, providing them with opportunities to serve 

and gain experience in leadership roles, and establishing a robust strategy for 

knowledge transfer

Goal 4.3 Optimize the use of financial resources

• Objective 4.3.1 – Preserve transparency and accountability in the execution of 

budgeted resources
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• Objective 4.3.2 – Champion innovation by investing strategically in the future state of 

the organization

Goal 4.4 Advocate for staff by providing leadership in national and regional office 

space changes

• Objective 4.4.1 – Plan, advocate, and execute a compelling change management and 

communication strategy resulting in the smooth transition of BLS staff to a new national 

office headquarters

• Objective 4.4.2 – Deliver strategic, cost saving regional office workspace consolidation 

plans and work toward efficient implementation

Goal 4.5 Participate and provide leadership in government reform activities

• Objective 4.5.1 – Develop solutions in support of ongoing shared service initiatives

• Objective 4.5.2 – Keep abreast of, and prepare to participate in, future government 

reform activities

Goal 4.6 Advance IT modernization through a mission-responsive and costeffective IT Portfolio

• Objective 4.6.1 – Devote resources to equip BLS with a modern, reliable IT 

infrastructure

• Objective 4.6.2 – Modernize BLS applications to support next generation data collection, 

analytics, and public dissemination

• Objective 4.6.3 – Improve systems development processes to reduce development time 

and improve efficiency

Goal 4.7 Be a leader in the national and international statistical community

• Objective 4.7.1 – Maintain and improve leadership in economic, statistical and 

professional communities

• Objective 4.7.2 – Strengthen the research environment at BLS

• Objective 4.7.3 – Enhance collaboration with BLS partner organizations (such as Census, 

Bureau of Economic Analysis, states, data providers), consistent with the Foundations for 

Evidence-Based Policymaking Act

• Objective 4.7.4 – Strengthen activities related to providing data and technical 

assistance to the international statistical community in BLS topic areas, statistics,

and survey methodology

• Objective 4.7.5 – Actively engage with international statistical organizations to learn 

about new research, methods, and technologies outside the United States and 

incorporate best practices
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STRATEGY 5 (Seamless customer experience):

Provide information in ways that are easy for a broad customer base

to access, understand, and use

BLS information must be readily available for a broad range of data users to inform

their decisions. As methods of sharing information expand in the digital age,

BLS must continue to expand the ways that we provide data. This Strategy focuses

on our customers.

Goal 5.1 Continue to improve customer experience on the BLS website

• Objective 5.1.1 – Ensure website content stays current

• Objective 5.1.2 – Continually monitor best practices in website design to improve 

functionality, navigation, search, and available tools

• Objective 5.1.3 – Improve accessibility of the website by ensuring all

materials are Section 508 compliant and content follows plain English

“writing for the web” principles

• Objective 5.1.4 – Develop a more effective feedback system for BLS.gov that

provides actionable recommendations to BLS programs and offices on customer 

satisfaction and website performance

Goal 5.2 Create a new public database that expands available data and 

improves access

• Objective 5.2.1 – Solicit and evaluate available vendors and information technology 

solutions that might assist in developing a new BLS data repository

• Objective 5.2.2 – Develop and finalize requirements for a data repository with 

appropriate tools for data users to query, assemble, and format desired information 

across BLS programs

• Objective 5.2.3 – Develop an action plan toward release of initial version

Goal 5.3 Evaluate and use new methods and platforms to deliver BLS content to 

our customers

• Objective 5.3.1 – Broaden transmittal of BLS content through current platforms, including 

videos, blogs, and social media

• Objective 5.3.2 – Keep up with technology by identifying and evaluating new and 

emerging dissemination platforms, implementing them as feasible

• Objective 5.3.3 – Review and update formats of news releases, other data reports, 

Application Programming Interfaces (APIs), and other outputs to better meet online 

user needs
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Goal 5.4 Broaden communication and outreach efforts to promote the BLS brand to 

data users and survey respondents

• Objective 5.4.1 – Develop and implement a targeted outreach plan to (1) educate potential 

customers on the availability and use of BLS data products, and (2) promote the value of 

survey participation to current and potential respondents

• Objective 5.4.2 – Continue to conduct Data Users Conferences and other outreach events 

sponsored by offices and programs across BLS

• Objective 5.4.3 – Develop and expand partnerships with key stakeholders to build supporters 

and advocates for BLS, including State Labor Market Information offices, state and local 

economic development entities, and schools of journalism

• Objective 5.4.4 – Provide explanatory material to help the public understand and use BLS 

measures and concepts effectively

Goal 5.5 Continue to support and expand secure microdata access by outside 

researchers, utilizing the latest technology and being consistent with current and future 

data sharing legislation

• Objective 5.5.1 – Continue to support secure microdata access onsite at BLS while 

exploring alternatives

• Objective 5.5.2 – Continue to support secure microdata access to selected data sets at the 

Federal Statistical Research Data Centers

• Objective 5.5.3 – Transition to secure microdata access offsite via a virtual platform

• Objective 5.5.4 – Streamline the review process for approving access to microdata by 

outside researchers