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U.S. FEDERAL LABOR RELATIONS AUTHORITY

CONGRESSIONAL BUDGET JUSTIFICATION

UNITED STATES

FEDERAL LABOR RELATIONS AUTHORITY

Congressional Budget Justification

Fiscal Year 2020
Table of Contents

U.S. FEDERAL LABOR RELATIONS AUTHORITY.......................................1

BACKGROUND AND MISSION ...........................................................................................................1

ORGANIZATIONAL STRUCTURE ......................................................................................................2

AGENCY TRENDS AND CHALLENGES ............................................................................................5

BUDGET JUSTIFICATION ................................................................................16

APPROPRIATIONS LANGUAGE.......................................................................................................16

2020 FUNDING REQUEST.................................................................................................................16

CHANGE FROM 2019..........................................................................................................................17

PROGRAM AND FINANCING SCHEDULE.....................................................................................18

OBJECT CLASSIFICATION SCHEDULE ........................................................................................19

EMPLOYMENT SUMMARY SCHEDULE.........................................................................................19

INSPECTOR GENERAL RESOURCES .............................................................................................20

ANNUAL PERFORMANCE PLAN....................................................................23

STRATEGIC AND PERFORMANCE-PLANNING FRAMEWORK ................................................23

FLRA Strategic Goals............................................................................................................................25

Performance Goal 1a-1: Use updated metrics to measure productivity and overall timeliness of matters 

pending before FLRA. .......................................................................................................................................27

Performance Goal 1a-2: Regularly measure productivity and overall case-processing timelines in each FLRA 

component; modify strategies as necessary to address unforeseen or unplanned events. ..................................27

Performance Goal 1a-3: Track and publicly report progress of matters before the FLRA that the Federal 

labor-management community considers clear, relevant, widely known, and meaningful................................27

Performance Goal 1b-1: Conduct high-quality investigations and produce high-quality written work products.

...........................................................................................................................................................................45

Performance Goal 1b-2: Implement effective methods to maintain and improve the quality of FLRA 

investigations and written work products, including FLRA staff training and internal education resources.....46

Performance Goal 1b-3: Ensure external stakeholder confidence in the FLRA’s abilities. ..............................46

Performance Goal 2a-1: Routinely review and update educational resources on the FLRA website. ..............47

Performance Goal 2a-2: Develop a growing library of online training modules on the FLRA website. ..........47

Performance Goal 2a-3: Develop and maintain case digests of new Authority decisions on the FLRA website.

...........................................................................................................................................................................47

Performance Goal 2b-1: Identify and evaluate parties with significant labor-management challenges............48

Performance Goal 2b-2: Refer appropriate parties to suitable resources. .........................................................48

Performance Goal 2b-3: Implement highly effective targeted assistance programs and associated materials..48

Performance Goal 2c-1: Exceed an annual target number of highly rated in-person training programs for a 

target number of participants concerning the full range of statutory matters.....................................................49

Performance Goal 2c-2: Find additional ways to deliver real-time and pre-recorded external trainings that 

have been successfully developed and implemented utilizing appropriate technology and participant-friendly 

best practices......................................................................................................................................................49
Performance Goal 2c-3: Exceed an annual target number of highly rated training programs for a target 

number of participants regarding procedures for filing and processing FLRA cases.........................................49

Performance Goal 3a-1: FLRA employees perceive that the Agency’s performance-management systems, and 

their individual performance plans, directly align with achieving this strategic plan. .......................................53

Performance Goal 3a-2: FLRA employees have a clear understanding of how their individual achievement 

contributes to achievement of Agency priorities and successful implementation of FLRA strategic goals.......53

Performance Goal 3a-3: FLRA employees perceive that their performance recognition and rewards are also 

directly linked to their contribution to the successful achievement of FLRA’s strategic goals. ........................53

Performance Goal 3b-1: Implement a new and improved FLRA electronic case-management system. 

Integrate the case-management system with the FLRA document management and eFiling systems in order to 

fully implement electronic case file capability throughout the Agency. ............................................................55

Performance Goal 3b-2: FLRA employees and parties understand how to make the most effective use of the 

FLRA’s electronic systems. ...............................................................................................................................55

Performance Goal 3b-3: Enhance the positive impact of technological advancements on the customer 

experience. .........................................................................................................................................................55

Performance Goal 3c-1: Internal and external survey respondents perceive that diverse and respected FLRA 

employees demonstrate expertise in federal-sector labor-management relations; minimal gaps exist in 

succession plans; and the Agency develops nontraditional resources for employee education and development.

...........................................................................................................................................................................58

Performance Goal 3c-2: The FLRA workforce expresses a stable and improving level of overall job 

satisfaction, as well as satisfaction with the manner in which internal problem-solving occurs........................58

Performance Goal 3c-3: FLRA managers and employees perceive that the Agency appropriately uses 

telework and technology to promote employee efficiency and a healthy work-life balance..............................58

1

U.S. FEDERAL LABOR RELATIONS 

AUTHORITY

BACKGROUND AND MISSION

Federal Labor Relations Authority (FLRA or the Agency) is an independent administrative 

Federal agency created by Title VII of the Civil Service Reform Act of 1978, also known as the 

Federal Service Labor-Management Relations Statute (the Statute), 5 U.S.C. §§ 7101-

7135. The purpose of the Statute is to prescribe certain rights and obligations of the employees 

of the Federal Government and to establish procedures that are designed to meet the special 

requirements and needs of the Government. Id. § 7101(b). The provisions of the Statute are to 

be interpreted in a manner consistent with the requirement of an effective and efficient 

Government. Id.

Consistent with its statutory mandate, FLRA’s 2018-2022 (all years are expressed as fiscal 

unless stated otherwise) mission statement is: Protecting rights and facilitating stable 

relationships among Federal agencies, labor organizations, and employees while advancing 

an effective and efficient Government through the administration of the Statute.

FLRA applies its Federal-sector expertise to execute its mission primarily by carrying out the 

following statutory responsibilities:

1. Conduct hearings and resolve complaints of unfair labor practices (ULPs) under § 7118 

of the Statute. Id. § 7105(a)(2)(G). FLRA is responsible for investigating, prosecuting, 

and adjudicating claims that an agency or a labor organization has failed to uphold its 

legal obligations under the Statute. 

2. Determine the appropriateness of units for labor-organization representation under the 

Statute, and supervise or conduct elections to determine whether a labor organization 

has been selected as an exclusive representative by a majority of employees in an 

appropriate unit. Id. § 7105(a)(2)(A). FLRA also resolves disputes about which 

employees may be included in bargaining units under the Statute. Id. § 7105(a)(2)(B).

3. Resolve exceptions to grievance-arbitration awards under § 7122 of the Statute. 

Id. § 7105(a)(2)(H). FLRA adjudicates appeals – known as exceptions – to arbitration 

awards that result from grievances filed by employees, labor organizations, or agencies 

under parties’ negotiated grievance procedures. FLRA reviews those awards to assess 

whether they are contrary to any law, rule, or regulation, or are deficient on other 

grounds similar to those applied by federal courts in private-sector labor-management 

disputes. 

4. Resolve issues relating to the duty to bargain in good faith under § 7117(c) of the 

Statute. Id. § 7105(a)(2)(E). FLRA resolves negotiability disputes that arise during 
2

bargaining under two circumstances – when an agency claims that a contract proposal 

is outside the duty to bargain and when an agency head disapproves a negotiated 

agreement claiming that it contains provisions that are contrary to law, rule, or 

regulation. 

5. Provide assistance in resolving negotiation impasses between federal agencies and 

exclusive representatives. Id. § 7119.

In addition, the Congress directed FLRA to prescribe criteria and resolve issues relating to the 

granting of national consultation rights under § 7113 of the Statute; prescribe criteria and 

resolve issues relating to determining compelling need for agency rules or regulations under 

§ 7117(b) of the Statute; prescribe criteria relating to the granting of consultation rights with 

respect to conditions of employment under § 7117(d) of the Statute; and take such other actions 

as are necessary and appropriate to effectively administer the provisions of the Statute.

Moreover, FLRA is to “provide leadership in establishing policies and guidance” related to 

matters under the Statute. Id. § 7105(a)(1). FLRA satisfies this directive primarily through its 

written determinations, but also by offering training and other services. 

ORGANIZATIONAL STRUCTURE

Headquartered in Washington, D.C., FLRA has three statutory components – the Authority, the 

Office of the General Counsel (OGC), and the Federal Service Impasses Panel (the FSIP or the 

Panel) – each with unique adjudicative or prosecutorial roles. The Agency also provides full 

program and staff support to two other organizations – the Foreign Service Labor Relations 

Board and the Foreign Service Impasse Disputes Panel, pursuant to the Foreign Service Act of 

1980, 22 U.S.C. §§ 4101-4118. 
3

Chief Executive and Administrative Officer

The President of the United States designates one Member as Chairman who serves as FLRA’s

chief executive and administrative officer. 5 U.S.C. § 7104(b).

The Authority

The Authority – FLRA’s adjudicatory body – is led by three full-time, presidentially 

nominated and Senate-confirmed Members who are appointed to fixed, staggered five-year 

terms.

The Authority is responsible for adjudicating ULP complaints, ruling on exceptions to 

arbitrators’ awards, resolving disputes over the negotiability of collective-bargaining proposals 

and provisions, and deciding applications for review of Regional Directors’ decisions in 

representation disputes. The Authority Members appoint Administrative Law Judges (ALJs) to 

hear and prepare recommended decisions that may be appealed to the Authority in cases 

involving ULP complaints. 

Other offices and programs under the jurisdiction of the Authority include the Office of the 

Solicitor, the Office of Administrative Law Judges (OALJ), the Office of Case Intake and 

Publication (CIP), the Alternative Dispute Resolution Program, and the Equal Employment 

Opportunity Program. Standing as an independent entity within the Authority is the Office of 

Inspector General.

The Office of the General Counsel

The OGC is led by a presidentially nominated and Senate-confirmed GC who has direct 

authority over, and responsibility for, all employees in the OGC, including those in FLRA’s 

Regional Offices. 

Under the Statute, the GC has sole responsibility – independent of the Authority – over the 

investigation and prosecution of ULP cases. The GC’s determinations in these matters are 

final and unreviewable. The OGC investigates and resolves ULP charges, files and prosecutes 

ULP complaints, and provides training, as appropriate. In addition, through delegation by the 

Authority, the Regional Offices investigate and resolve representation (REP) cases and conduct 

secret-ballot elections. 

The GC has a small staff at FLRA Headquarters, located in Washington, D.C. Headquarters 

management provides administrative oversight; develops policies, guidance, procedures, and 

manuals that provide programmatic direction for the Regional Offices and training and 

education for the parties; and processes appeals from the Regional Offices’ dismissals of ULP 

charges. Each Regional Office is headed by a Regional Director (RD) who provides leadership 

and management expertise for the respective region. Collectively, the RDs work with senior 
4

management throughout FLRA to develop and implement policy and strategic initiatives to 

accomplish FLRA mission. 

Consolidation of the Agency’s regional offices involved closure of the Dallas Regional Office 

on September 21, 2018 and the closure of the Boston Regional Office on November 16, 2018. 

Effective November 16, 2018, FLRA has five Regional Offices: Atlanta, Georgia; Chicago, 

Illinois; Denver, Colorado; San Francisco, California; and Washington, D.C.

Map of FLRA’s Regional Offices (as of November 16, 2018):

The Federal Service Impasses Panel

The FSIP is composed of seven part-time Presidential appointees – a Chairman and at least six 

other Members – who are appointed to fixed, staggered five-year terms. The FSIP provides 

assistance in resolving negotiation impasses between Federal agencies and labor organizations 

representing Federal employees that arise from collective-bargaining under the Statute and the 

Federal Employees Flexible and Compressed Work Schedules Act.
5

AGENCY TRENDS AND CHALLENGES

As discussed in more detail below, FLRA remains a high performing Agency. Under its new 

2018-2022 Strategic Plan, FLRA will continue to achieve strong mission-related results, while 

focusing on more customer-friendly time targets and educational resources, IT modernization, 

and human-capital initiatives. 

An external challenge beyond FLRA control is the absence of a presidentially appointed, 

Senate-confirmed GC. The GC position is subject to the Federal Vacancies Reform Act 

(Vacancies Act), so, upon the resignation of the then-GC on January 20, 2017, the career 

Deputy GC automatically became the Acting GC. He served as Acting GC until November 16, 

2017, the statutory maximum under the Vacancies Act absent a GC nominee. 

In the absence of a GC, the Regional Offices may investigate ULP charges and dismiss those 

found to lack merit, but they cannot issue ULP complaints in meritorious cases - preventing the 

complaint from moving forward to a hearing before an ALJ. This is because the text of the 

Statute makes clear that issuance of a complaint is a power reserved exclusively to the GC’s 

discretion. 5 U.S.C. §§ 7104(f)(2)(B), 7118(a)(1). In addition, only the GC can decide appeals 

from an RD’s dismissal of a ULP charge. Since November 16, 2017, no ULP complaints or 

ULP appeal decisions have issued. As of September 30, 2018, there were 142 ULP-complaint 

recommendations and 158 appeals awaiting review by a new GC. Despite these challenges, 

FLRA provides its customers with timely and quality investigative, adjudicatory, and other 

case-processing services. 

Authority 

Since December 11, 2017, the Authority has again been operating with a full complement of 

Members, and its focus has been on issuing decisions. Specifically, the Authority issued a total 

of 110 decisions from December 2017 through September 2018 (an average of 11 decisions per 

month), as opposed to issuing only 53 decisions during the same time period in the previous 

fiscal year (an average of 5 decisions per month). In addition, it has implemented new caseprocessing procedures to ensure swift resolution by concurrently addressing old and new cases. 

Consistent with the new 2018-2022 Strategic Plan, in 2019, the Authority revised its

performance measures to more accurately represent true case-processing times so that they are 

meaningful to the parties. The Authority previously measured “case age” from the date of 

assignment to the Authority Members – not from the date that the case was filed. This meant

that the time before assignment – when the case was pending in the Case Intake and 

Publication (CIP) Office (the Authority’s docketing clerk’s office) while the parties briefed it 

(4-75 days, depending on case type) – was not being counted. So, although case-processing 

time targets in the Authority are increasing in 2019 for that reason, they more accurately reflect 

“day in, day out” case-processing times, which is important to the parties. In addition, FLRA

as a whole will begin reporting the “average age” of closed cases within all components and 
6

offices, which will provide the parties with the average amount of time that it takes to process 

each case type. Both of these efforts will help the parties make better informed decisions 

regarding their litigation options and provide them with more realistic expectations around 

case-processing durations. 

Office of Administrative Law Judges

Due to the absence of a GC or Acting GC, the OALJ has not received new cases since 

November 2017. It issued decisions in all remaining cases on its docket by the end of 2018. 

Assuming that a GC will be confirmed in the near future, the OALJ is prepared to conduct

hearings on ULP complaints that it receives from the OGC and to adjudicate these cases 

expeditiously. In the interim, the OALJ received approval to perform work for other agencies 

through the OPM ALJ Loaner Program on a reimbursable basis. In addition, and consistent 

with applicable regulations governing ALJs, the OALJ was also approved to contribute to the 

Authority’s elimination of pending Authority cases by utilizing ALJs to independently draft 

decisions for the Authority in matters other than ULP cases. 

Office of General Counsel

Despite not having a GC for ten months in 2018, the OGC continued to investigate cases and 

deliver strong results. It met its strategic performance measures for the timely resolution of 

ULP and representation cases, having resolved, 88 percent (2,682/3,060) of ULP cases within 

120 days of the filing date, and 82 percent (195/239) of representation cases within 120 days of 

filing. Of those ULP cases resolved in 2018, the OGC resolved over 590 of them through 

voluntary settlement during the investigative process. 

In both 2017 and 2018, the OGC continued to experience a downward trend in its ULP intake. 

From 2016 to 2017, ULP intake declined by 15 percent (or 690 cases), and from 2017 to 2018 

it declined by another 22 percent (or 795 cases). 

In order to formally implement the regions’ new jurisdictional boundaries resulting from the 

regional-office consolidation, FLRA issued procedural regulations on September 13, 2018 to 

reflect the Dallas Regional Office closure on September 21, 2018, and on November 1, 2018 to 

reflect the Boston Regional Office closure on November 16, 2018. It also issued guidance, 

press releases, and other communications to ensure the parties are aware of these changes and 

of the appropriate geographic region in which to file cases. 

 

Federal Service Impasses Panel

In 2018, the FSIP exceeded all of its timeliness measures for assisting parties in resolving their 

negotiation impasses. Specifically, it issued its decisions to decline jurisdiction on cases not 

appropriately before the Panel within 140 days of the date that the parties filed their request for 

assistance in 100 percent (9/9) of cases. It assisted the parties in achieving voluntary 

settlement within 160 days of the date that the parties filed their requests for assistance in 83 
7

percent (5/6) of cases. And it issued its final order within 200 days of the date that the parties 

filed their request for assistance in 100 percent (21/21) of cases. 

In 2018, the Panel received a total of 91 filings (an average of less than 8 new filings each 

month). However, that trend is changing. Following the Administration’s May 2018 issuance 

of Executive Orders 13836, 13837, and 13839, and the related OPM guidance to agencies 

regarding collective bargaining issued in August 2018, the FSIP began to receive an increase in 

requests for assistance. Eleven cases were filed in August 2018. The subject of the impasses 

began to trend toward ground rules for successor collective-bargaining agreements and contract 

proposals associated with successor collective-bargaining agreements. Following the August

24, 2018 U.S. District Court for the District of Columbia decision to enjoin parts of the 

Executive Orders, the filings have returned to the more typical average of 8 cases per month.

Mission Accomplishment – Providing Training and Education across the Federal 

Government

FLRA provides guidance first through its decisions; however, it also provides additional 

valuable education and training to the Federal labor-management-relations community related 

to all aspects of its case law and processes. Providing meaningful and clear guidance on 

statutory rights and responsibilities fulfills our statutory mandate to provide timely and 

efficient case processing and advance an effective and efficient Federal government. FLRA

fulfills its educational mandate through a variety of means, such as: in-person training 

sessions; comprehensive, web-based training modules; and case outlines, manuals, and subjectmatter guides that are easily accessible on www.flra.gov. 

In 2018, FLRA, as a whole, provided over 100 training sessions to nearly 5,000 participants. 

The Authority, the OGC, and the FSIP provided in-person case-law updates and training at 

several nationwide, annual conferences. These sessions included presentations of newly 

prepared materials that reflect the current case law and evolving precedent. 

The Authority scaled back its external training efforts in 2018 to ensure that all available staff 

was working to issue decisions. The Authority primarily educates the parties through its issued 

decisions, particularly those on previously unaddressed legal issues. To that end, most of the 

training that it provided in 2018 consisted of “Case Law Updates.” The Authority intends to 

continue offering this type of training in 2019. Additionally, during 2019, the Authority will 

begin publishing case-summary “digests” to provide additional, easy-to-understand guidance 

for its customers. 

The OGC consistently provided statutory training efforts across the country. However, due to 

budget uncertainty, the OGC scaled back its provision of training that required FLRA-funded 

travel. It also continued to provide the parties with up-to-date and topical web-based 

resources, including revisions to the OGC’s Representation Case Law Outline, ULP Case Law 

Outline, and Guidance on Meetings. 
8

Consistent with the new 2018-2022 Strategic Plan, in 2019, FLRA will develop creative 

methods to provide these valuable resources in new, innovative, and more cost-effective ways 

that allow for wider reach and less travel. In 2019, FLRA will develop new training videos 

that anyone can easily access from the Agency website. There are efforts underway to allow 

for live-streaming of training sessions. Moreover, the Authority and the OGC will continue to 

update online educational tools, including guides and manuals. 

Executive Branch Reform 

Executive Order 13781, Comprehensive Plan for Reorganizing the Executive Branch, 

(March 13, 2017) and Office of Management and Budget (OMB) Memorandum M-17-22, 

Comprehensive Plan for Reforming the Federal Government and Reducing the Federal 

Civilian Workforce,(April 12, 2017), provided the Agency with an opportunity to take a close 

look at its structure and operations, and to implement solutions for streamlining and reducing 

costs across FLRA. It developed reform proposals and a long-term workforce plan focused on 

improving the Agency’s efficiency, effectiveness, and accountability. 

The Agency’s physical footprint and its regional-office structure were logical places to look for 

additional cost savings. Based on regional workload, flat budgets, increasing rental costs, and 

the availability of technology to improve operational efficiency, on February 12, 2018, the 

Agency announced that it would consolidate from seven to five regional offices, resulting in 

closure of the Agency’s Dallas and Boston Regional Offices. 

All 16 affected employees were offered reassignment and paid relocation to another region or 

to FLRA Headquarters. The Agency also offered Voluntary Early Retirement Authority 

(VERA). Leadership strongly encouraged all of the affected employees to remain with FLRA, 

and only two employees declined the geographic reassignment. Seven employees relocated 

within the Agency – one to Headquarters, two to the Washington Regional Office, two to the 

Chicago Regional office, and two to the Denver Regional Office. Of the employees who left 

the Agency, one retired from Federal service, two accepted VERA, three transferred to other 

Federal agencies in their current geographic locations, and two left Federal service for other 

non-Federal positions. Only one employee was involuntarily separated from Federal service 

effective November 30, 2018. 

FLRA carefully planned and monitored its 2018 expenditures to ensure that the consolidation 

was executed on schedule and within the Agency’s existing budget. Five of the relocations 

were funded with 2018 funds, and two were funded with 2019 funds. The Dallas Regional 

Office closed on September 21, 2018, followed by the Boston Regional Office on November 

16, 2018. 

Other previously implemented reform efforts included: sustaining the 25 percent across-theboard reduction in the Agency-wide travel costs (implemented in 2017); sustaining the 25 

percent across-the-board reduction in the Agency-wide professional development training costs

(also implemented in 2017); continuing efforts to implement fully electronic case files across 

the Agency; and maintaining other administrative efforts. 
9

With increased technology, especially video teleconferencing (VTC), the Agency has been able 

to maintain the reduction to its travel budget in 2018, and it expects to maintain that reduction 

without any adverse effect on the mission in 2019 and beyond. 

In addition, FLRA has continued – and will continue – its ongoing efforts to implement fully

electronic case files throughout the Agency, which will enable it to complete a number of other 

initiatives that will reduce costs and make FLRA more efficient. Once electronic case files are 

in place, FLRA: (1) will be able to reduce its U.S. Mail costs Agency-wide by implementing 

electronic service of case-related documents by FLRA on the parties; (2) plans to reduce FedEx 

shipping costs associated with transferring hard-copy case files across the Regions and HQ; 

and (3) will eventually mandate (with only very limited exceptions) – that FLRA parties file all 

case documents with the Agency electronically. 

FLRA has also committed to other administrative efforts. For example, after using its own inhouse IT staff to successfully develop and implement a new Agency intranet site (saving a 

$65,000 one-time cost), it continues to save $10,000 annually in maintenance costs. Where 

appropriate, the Agency will continue to tap existing Government-wide shared-services 

solutions, like those that it already uses for payroll, financial services, travel, and procurement. 

Consequently, FLRA is not seeking separate funding for training of its acquisition workforce. 

It will continue to seek out and utilize existing Government-wide procurement solutions and 

contracting flexibilities. These include using a General Services Administration 

(GSA)-approved vendor for its eFiling and Case Management projects, and piggybacking on 

the Library of Congress’s FEDLINK contracting tool to procure Westlaw legal research 

services more cost-effectively. FLRA also continues to engage in more effective property and 

records management. This includes regularly and routinely taking inventory of all of its 

equipment and building a robust records-management program, that will, among other things, 

ensure that the Agency is not spending more than necessary to store unneeded or unused 

equipment or to archive and retain hard-copy case files. 

Workforce Reshaping & Human Capital

FLRA completed a comprehensive review of all Agency position descriptions (PDs) to ensure 

that the PDs and accompanying cover sheets were accurate for every FLRA employee and 

position. This review has been – and will continue to be – critical in conducting “need-to-fill” 

evaluations and the requisite job analyses associated with recruitment efforts. In 2019, the 

Agency will continue to undertake a thorough evaluation and prioritization of every vacancy 

before filling any positions in order to fund the ongoing transition to fully electronic case files. 

Guided by its new strategic plan, in 2019, FLRA will conduct a review of Agency 

performance-management systems (both General Schedule and Senior Executive Service) and 

individual employee performance plans to ensure that they directly align with the new 2018-

2022 Strategic Plan. In support of these efforts to improve performance management, in 2019

the Agency is currently developing a strategy for acquiring and implementing the Office of 

Personnel Management’s (OPM’s) USA Performance automated performance-management 

system. Automating the performance-management process using a tool that is compliant with 
10

all Federal performance-management regulations and OPM recommendations will assist 

Agency managers – and the Agency as a whole – in increasing performance accountability. 

The Agency continues to actively engage employees at all levels in Agency processes and to 

seek their opinions. For example, the Agency’s efforts in 2018 to develop its 2018-2022 

Strategic Plan resulted in an employee-driven, employee-developed, and employee-drafted 

document that remained relatively unchanged upon leadership review. Forty FLRA 

employees, from every level, every component, and every region of the country (more than 

one-third of the Agency’s workforce) actively participated in developing the substantive 

elements of the new Strategic Plan. All Agency employees were invited to participate in an 

initial survey regarding the Agency’s new mission statement and a follow-up survey asking for 

their views on the strategic plan goals and objectives. 90 percent of respondents indicated that 

the work they do on a daily basis helps to achieve the Agency’s mission as articulated in the

new mission statement. Between 86 and 91 percent of respondents indicated that the new 

strategic goals were on target and important. 

The Agency workforce not only assisted in creating the Strategic Plan but also is instrumental

in implementing its new goals. Five different teams of employees (each headed by one 

manager and one non-manager) have been collaborating for several months to gather data and 

propose action items to meet our Agency’s goals. The teams are reviewing and revising 

performance standards to align with the Strategic Plan, particularly the goals of increasing 

timeliness, quality, and productivity; evaluating the professional development needs of the 

employees of the Agency and proposing updated mechanisms and procedures for allocating 

training resources; and evaluating external communication with customers, including published 

reference materials, phone interactions, and electronic filing processes, to provide the best and 

most effective guidance to the parties who appear before the Agency. Additionally the 

Authority staff attorneys have been working to develop case-summary “digests” (which will be 

unveiled soon) to provide additional, easy-to-understand guidance to the Authority’s

customers. 

Employees across the Agency at all levels continue to be actively involved in the efforts to 

develop the new and improved eFiling system, the Document Management System, and 

involved in the overall effort to help the Agency achieve its goal of implementing fully 

electronic case files by the end of calendar year 2019. Employee involvement in these efforts 

include: serving as a component or office representative on a work group to develop the 

structure of electronic case files; actively participating in facilitated, “user-centered design” 

information-gathering sessions where employees are encouraged to share their work processes, 

their needs, and their ideas for improvement; and responding to ad hoc questions about these 

systems as they arise. Additionally, a team of Agency employees have worked to move the 

existing monthly statistical reports from a system requiring manual input to one that is 

computer-generated. Not only does this save preparation time, it also verifies the accuracy of 

the data collected through the case processing system.
11

Federal Employee Viewpoint Survey

FLRA continues to have a highly engaged workforce that is dedicated to the accomplishment 

of its mission. The 2018 FLRA response rate of 75 percent for OPM’s Federal Employee 

Viewpoint Survey (FEVS) was a full 34 points above the Government-wide average of 41

percent. This represents a nine point increase from the 66 percent of eligible employees who 

identified strengths and concerns to Agency leadership and managers in 2017. For reporting 

purposes, the FEVS divided FLRA results into two work units: “Office of the General Counsel 

Headquarters and Regional Offices” (OGC/Regions) and “Authority and Administrative 

Headquarters” (FLRA HQ).

There was increased interest among the OGC/Regions work unit in answering the 2018 survey: 

54 percent of FLRA respondents in 2018 were from OGC/Regions, compared to 49 percent in 

2017.

Agency Strengths:

FLRA has 31 strengths (65percent+ positive responses). The top five strengths are:

• 93 percent -- When needed, I am willing to put in the extra effort to get a job done.

• 92 percent -- My work unit has the job-relevant knowledge and skills necessary to 

accomplish organizational goals.

• 89 percent -- How would you rate the overall quality of work done by your work unit?

• 88 percent -- Employees in my work unit share job knowledge with each other.

• 86 percent -- I am constantly looking for ways to do my job better.

Higher than the Government-wide average:

Agency results exceeded the Government-wide average in 31 of the 78 questions; and 11 of 

those questions were 10+ points higher than that average. 62 percent of FLRA respondents 

agreed that “In my work unit, steps are taken to deal with a poor performer who cannot or will 

not perform” – 30 points above the Government-wide average of 32 percent.

Questions where respondents found FLRA a better place to work than the Government-wide 

average:

• Promotions in my unit are based on merit (55 percent FLRA vs 38 percent

Government-wide; 17 points above)

• Physical conditions (for example, noise level, temperature, lighting, cleanliness in the 

workplace) allow employees to perform their jobs well (82 percent vs 66 percent; 

16 points)

• How satisfied are you with the following Work/Life programs in your agency: 

Telework (77 percent vs 62 percent; 15 points)

• Pay raises depend on how well employees perform their jobs (41 percent vs 27 percent; 

14 points)

• Awards in my work unit depend on how well employees perform their jobs (59 percent

vs 46 percent; 13 points)

• Employees in my work unit share job knowledge with each other (88 percent vs 

76 percent; 12 points)
12

Areas for Improvement:

The 2018 FEVS is a snapshot in time that captures employees’ perceptions of the Agency’s 

work environment. FLRA employees identified areas for improvement involving training, the 

mission of the Agency, communication, innovation, management, and leadership. On key 

questions, there was a substantial difference in negative scores reported by FLRA HQ and the 

OGC/Regions.

Questions with the highest percentage of negative scores (broken down by FLRA HQ, and the 

OGC/Regions):

• 68 percent -- In my organization, senior leaders generate high levels of motivation and 

commitment in the workforce. (46 percent negative HQ, 83 percent OGC/Regions)

• 64 percent -- How satisfied are you with the policies and practices of your senior 

leaders? (49 percent, 76 percent)

• 64 percent -- I have a high level of respect for my organization’s senior leaders. 

(49 percent, 76 percent )

• 55 percent -- I believe the results of this survey will be used to make my agency a better 

place to work. (39 percent, 66 percent)

• 53 percent -- How satisfied are you with the information you receive from management 

on what’s going on in your organization? (43 percent, 61 percent)

The new staff-driven FLRA Strategic Plan 2018-2022 directly addresses these concerns. 

Specifically, Strategic Plan Implementation Teams (with representation from each Region and 

component of FLRA) were created to address these challenges, and build on the strengths, 

reflected in the FEVS.

 

IT Modernization

As noted above, consistent with President’s Management Agenda (PMA) Cross-Agency 

Priority (CAP) Goal 1 to modernize IT to increase productivity and security, and the Agency’s 

strategic plan, FLRA is continuing its ongoing efforts to expand its IT capabilities to enhance 

mission performance by improving the quality and effectiveness of its internal- and externalcustomer-facing services – including increased use of cloud-based solutions, such as email, 

Case Management, and Document Management. By adopting cloud-based solutions that are 

FEDRAMP certified – such as Microsoft Office 365 and Amazon Web Services – the Agency 

has improved its IT security by leveraging those vendors’ extensive resources to protect and 

segregate Government data with the best information security practices. The Agency also 

continues to improve its overall efficiency, as well as the customer-service experience, by 

engaging in new and innovative ways to conduct business, such as through electronic case 

filing (eFiling). In addition, the Agency has strategically emphasized IT modernization by 

implementing realistic and attainable equipment lifecycles. 

In 2018, using agile methodology, FLRA continued to execute its multi-year, four-phase plan 

to achieve OMB’s mandates and the Agency’s long-term goal of implementing end-to-end 

electronic case file capabilities by the end of calendar year 2019. 
13

1. Phase 1 was implementation of upgraded eFiling 3.0. Addressing customer feedback, 

and after refining its approach, the Agency launched this more user-friendly and 

intuitive user interface that is built on a new, cloud-based technical platform that will 

better support the Agency’s long-term needs. 

2. Phase 2 is to provide a similar, more user-friendly and intuitive user interface for the 

Agency’s internal electronic Case Management System (CMS). Phase 2 also includes 

implementation of an Agency-wide Document Management System (DMS) – an 

electronic, cloud-based “filing cabinet” that provides a framework for organizing digital 

and paper documents. The DMS also provides the necessary storage capacity and IT 

platform for the eventual integration of eFiling, CMS, and DMS. The Agency has 

already implemented the DMS, and it expects to implement the new CMS across all 

offices by the end of calendar-year 2019. 

3. Phase 3 is the integration of the automated connection between eFiling, CMS, and 

DMS, which is currently underway, with completion anticipated by the end of 2020. 

4. Phase 4 is the transition to 100 percent electronic case files throughout the Agency, 

with a goal of completion by the end of 2020.

FLRA successfully completed the redesign and launch of eFiling 3.0 in 2018 using agile 

development and state-of-the art, cloud-based technology. Work on the new CMS has begun, 

using the same technology and building on the lessons learned during development, testing, 

and implementation of eFiling 3.0. Phase 2 is underway, and it will run through 2019. This is 

the most time-consuming and expensive phase of the project. The Agency diverted funds from 

this effort in 2018 in order to make as much progress as possible on the regional-office 

consolidation. The Agency has also begun work on Phase 3. Although not originally 

contemplated, redeveloping the CMS makes sound technical sense because it avoids 

reengineering down the road, which ultimately saves the Agency money in the long run. 

Despite that timelines associated with the four-phase plan have shifted over time, the Agency 

remains on target to complete this initiative on time, and its overall costs are well below 

industry standards for similar undertakings. Further, despite the evolving nature of the 

approach, the goal and the results have remained the same: implementation of fully electronic 

case files throughout the Agency to enable FLRA to increase its overall efficiency and 

effectiveness. 

Successful achievement of this goal will enable implementation of additional external and 

internal case-processing improvements that will further maximize the use of technology and 

eliminate many of the labor-intensive, manual case processes that are currently in place. These 

case-processing improvements include: reducing the time and expense that FLRA staff spends 

copying, scanning, mailing, and entering data; eliminating outdated facsimile service; reducing 

U.S. Mail costs by implementing electronic service of case-related documents by FLRA on the 

parties; reducing – or eliminating – Fed Ex costs for transferring paper case files between 

FLRA offices; implementing a pilot program that would mandate FLRA parties to file all 
14

case-related documents electronically, and eventually mandating eFiling for all FLRA case 

filings. The greatest benefit will be the ability to redirect staff hours currently used to perform 

manual administrative tasks to perform other mission-critical functions. 

In addition, FLRA has – and will continue – to embrace its “cloud-first” approach by migrating 

the Agency’s email system to the cloud in 2018. All of the Agency’s major technical 

components – email, DMS, CMS, and eFiling – are now in the cloud, offering better 

redundancy and backups that can be leveraged to improve the Agency’s Continuity of 

Operations Plan (COOP). This is a major achievement and another example of the Agency’s 

sustained commitment to continually modernizing IT. FLRA will continue to make 

improvements through smaller-scale projects such as ongoing efforts to enhance the VTC 

System, which will reduce necessary travel expenditures and provide more opportunities to 

offer remote training to Agency employees and its customers. FLRA is also keeping its IT life 

cycle on schedule, using 2018 funds to purchase new laptops as scheduled. It is imperative to 

maintain IT systems’ lifecycle to ensure FLRA systems are functional and with current 

operating systems and software.

As a small Federal agency, FLRA includes its IT budgetary resources within the overall 

Agency budget, keeping IT spending to a minimum while maintaining flexibility to address 

new projects such as the implementation of fully electronic case files as noted above. The CIO 

oversees and approves all IT related activities and keeps the CFO apprised of all IT spending.

Improving the Customer Experience

Consistent with the PMA, the Agency will emphasize Improving the Customer Experience by 

providing more meaningful information about case-processing timelines and updating 

educational and training materials. 

As noted above, consistent with its Strategic Plan, the Agency is revising its case-processing 

performance measures so that they are more meaningful to the parties. For example, the age of 

all cases will begin to run from the date that the case is filed until the date that a decision is 

issued. In addition, the Agency will begin reporting the “average age” of closed cases within 

all FLRA components and offices, which will provide the parties with the average amount of 

time that it takes to process each case type. Providing this information to the parties will help 

them reach better, more informed decisions regarding their litigation options. It also provides 

them with more realistic expectations around case processing. Further, in productivity and 

timeliness reports, the Agency now provides the data behind the percentages (e.g., 88% -

2,682/3,060) so that customers will have a clearer understanding of Agency productivity 

relative to the Agency’s performance measures. 

The Agency will also continue to serve its customers by providing valuable educational and 

training resources. It will continue to keep its website current with up-to-date information, 

including maintaining its practice of posting Authority decisions within one business day of 

issuance. During 2019, the Authority will also begin to issue case summaries of its decisions 

to help the Federal labor-management community digest them more easily. Agency 

components will establish a schedule for updating all subject-matter guides and manuals on a 
15

routine basis, and FLRA is committed to updating at least three of these comprehensive 

guidance documents in 2019. In addition to providing in-person training sessions for FLRA 

customers, all Agency components are committed to developing new, web-accessible courses 

in 2019 so that the Federal-sector community can have access to relevant training without cost. 

The new Strategic Plan focuses on examining external customer perceptions about the quality 

and impartiality of FLRA investigations and written work products, the quality of the Agency’s 

web-based resources and trainings, and, generally, how well it is performing its mission. In 

order to assess these perceptions, the Agency will implement a series of customer-survey tools 

that it will develop in 2019. This data will inform the Agency of steps needed to better meet 

the goals of the Strategic Plan. 

Finally, as described in detail above, FLRA’s eFiling efforts are focused on improving the 

customer experience and allowing both filers and the Agency to improve efficiency through 

paperless automation. 

Reports on Outstanding Government Accountability Office and Inspector General 

Recommendations

There are no outstanding Government Accountability Office or Inspector General 

Recommendations subject to section 2(b) of the Good Accounting Obligation in Government 

Act, Pub. L. No. 115-414 (2019).
16

BUDGET JUSTIFICATION

APPROPRIATIONS LANGUAGE

FEDERAL LABOR RELATIONS AUTHORITY

SALARIES AND EXPENSES

For necessary expenses to carry out functions of the Federal Labor Relations Authority, 

pursuant to Reorganization Plan Numbered 2 of 1978, and the Civil Service Reform Act of 

1978, including services authorized by 5 U.S.C. 3109, and including hire of experts and 

consultants, hire of passenger motor vehicles, and including official reception and 

representation expenses (not to exceed $1,500) and rental of conference rooms in the District 

of Columbia and elsewhere, $24,890,000: Provided, That public members of the Federal 

Service Impasses Panel may be paid travel expenses and per diem in lieu of subsistence as 

authorized by law (5 U.S.C. 5703) for persons employed intermittently in the Government 

service, and compensation as authorized by 5 U.S.C. 3109: Provided further, That, 

notwithstanding 31 U.S.C. 3302, funds received from fees charged to non-Federal participants 

at labor-management relations conferences shall be credited to and merged with this account, 

to be available without further appropriation for the costs of carrying out these conferences.

2020 FUNDING REQUEST

FLRA requests $24,890,000 in 2020 to fund employee salaries and related operating expenses 

necessary to execute its mission and meet annual performance targets. The Agency’s 2020

request will fund 115 full-time equivalents (FTEs). 

(In thousands of dollars)

Program Activity

2018

Actual

FY 2019 

Estimated

FY 2020 

Request

Change 

from 

FY 2019

Authority 14,692 14,377 13,659 (718)

Office of the General Counsel 10,729 10,749 10,210 (539)

Federal Service Impasses Panel 770 1,074 1,021 (53)

Direct Obligations $26,191 $26,200 $24,890 ($1,310)

FTEs 119 125 115 (10)

The requested 2020 funding level realizes significant long-term cost-saving measures initiated 

in recent years to increase program effectiveness, and reduce fragmentation, overlap, and 

duplication. These efforts included, among others, consolidation of the Agency’s regionaloffice structure in 2018 and 2019 – from seven regional offices to five – in order to improve 

efficiencies and reduce rent and other costs. By reducing its physical footprint the Agency 

achieved greater energy conservation than in prior years. FLRA also continues to look for 
17

ways to reduce rental costs and considers space optimization annually throughout the Agency, 

even before current leases approach expiration. 

FLRA is continuing its ongoing efforts to enhance mission performance, in support of the 

PMA, CAP Goal 1 to modernize information technology to increase productivity and security, 

by improving the quality and effectiveness of its internal and external customer-facing 

services, including through increased use of cloud-based solutions, such as email, Case 

Management, Document Management, and eFiling. By adopting cloud-based solutions that are 

FEDRAMP certified – such as Microsoft Office 365 and Amazon Web Services – the Agency 

has improved its IT security by leveraging those vendors’ extensive resources to protect and 

segregate Government data with the best information security practices. The Agency’s 

continued updates and enhancements to its website allow FLRA to provide timely and accurate 

information to its customers – other Federal agencies, labor organizations, Federal employees,

the education community, and neutrals. These resources include FLRA decisions, legal guides 

and manuals, live and online training programs and materials, and other resources such as 

archival decisions and legislative history. In addition, with the launch of a new and improved 

eFiling system in 2018, the Agency continues to work toward its long-term goal of 

implementing fully electronic case files throughout the Agency. This will reduce the time and 

expense that FLRA staff spends copying, scanning, shipping case files, and entering data, and 

it will also reduce costs and increase convenience for customers who currently file cases by 

mail or other methods. FLRA is also keeping its IT life cycle on schedule, using 2018 funds to 

purchase new laptops as scheduled. It is imperative to maintain IT systems’ lifecycle to ensure 

FLRA systems are functional and with current operating systems and software.

The 115 FTEs, that the requested 2020 funding level will support, reflect a net loss of 10 FTEs 

from FLRA’s estimated 2019 staffing level. The Agency has already achieved this reduction 

in 2018 through attrition and retirements, operating with an average of only 119 FTEs 

throughout most of 2018. By leveraging the cost savings gleaned from leaving positions 

vacant, FLRA was able to accomplish its employee-relocation efforts associated with its 

regional-office consolidation. The Agency has undertaken – and will continue to undertake in 

2019 – a thorough evaluation and prioritization of every vacancy before filling any positions,

consistent with the Administration’s goal of comprehensive Government reform and workforce 

reshaping. This will also help fund the transition to fully electronic case files. 

CHANGE FROM 2019

The requested funding level for 2020 reflects an overall decrease of five percent ($1,310,000) 

over 2019. 

Personnel Compensation and Benefits

Personnel compensation and benefits costs continue to account for the overwhelming majority 

of its overall budget – nearly 80 percent. 
18

PROGRAM AND FINANCING SCHEDULE

(In thousands of dollars)

FY 2018 

Actual

FY 2019 

Estimate

FY 2020 

Request

Budgetary resources:

Unobligated balance (total) 932 1,341 1,341

Appropriation, discretionary (total) 26,200 26,150 24,890

Spending authority from offsetting collections, 

discretionary (total) 12 100 0

Total budgetary resources 27,144 27,591 26,231

Status of budgetary resources:

Direct obligations (total) 26,395 26,150 24,890

Reimbursable obligations (total) 13 100 0

New obligations and upward adjustments 

(total)

26,408 26,250 24,890

Unobligated balance, end of year 736 1,314 1,314

Total budgetary resources 27,144 27,564 26,204

Change in obligated balance:

Obligated balance, start of year 3,728 3,132 3,132

Obligated balance, end of year 3,739 3,132 3,132

Budget authority and outlays, net:

Budget authority, gross 26,212 26,200 24,890

Outlays, gross (total) 26,216 26,000 24,690

Offsets against gross budget authority and 

outlays (total) (28) (31) 0

Additional offsets against budget authority only 

(total) 16 10

 

 0

Budget authority, net (discretionary) 26,200 26,200 24,890

Outlays, net (discretionary) 26,188 26,000 24,690
19

OBJECT CLASSIFICATION SCHEDULE

(In thousands of dollars)

FY 2018 

Actual

FY 2019 

Estimate

FY 2020 

Request

Direct obligations:

Personnel compensation:

Full-time permanent $14,815 $14,557 $13,771

Other than full-time permanent 263 350 350

Other personnel compensation 305 305 305

Total personnel compensation 15,383 15,212 14,426

Civilian personnel benefits 5,008 5,039 4,810

Travel and transportation of persons 86 120 120

Transportation of things 76 12 12

Rental payments to GSA 2,557 2,437 2,392

Communications, utilities, and misc. charges 375 322 322

Printing and reproduction 7 7 7

Other services from non-federal sources 1,298 1,300 1,200

Other goods and services from Federal sources 915 1,000 900

Operation and maintenance of facilities 7 6 6

Operation and maintenance of equipment 318 320 320

Supplies and materials 94 100 100

Equipment 271 275 275

Direct obligations $26,395 $26,150 $24,890

Reimbursable obligations:

Travel and transportation of persons 13 100 

Reimbursable obligations 13 100 

Total new obligations $26,408 $26,250 $24,890

EMPLOYMENT SUMMARY SCHEDULE

FY 2018 

Actual

FY 2019 

Estimate

FY 2020 

Request

Direct civilian full-time equivalent employment 119 125 115
20

INSPECTOR GENERAL RESOURCES

The Office of the Inspector General (OIG) provides independent and objective assessments of 

FLRA’s efficiency, effectiveness, and compliance with laws and regulations. This is 

accomplished through proactive evaluations of agency operational processes. In addition to 

striving to prevent and detect fraud, waste, and abuse of FLRA’s resources and operations, a 

key goal of the Inspector General (IG) is to serve as a catalyst for improving operations and 

maximizing the efficiency and integrity of agency programs.

In fulfilling these responsibilities and objectives, the IG conducts and supervises investigations, 

internal reviews, audits, and evaluations of the programs and operations of the agency. The IG 

communicates the results of investigations and assessments to FLRA management, The 

Congress, other oversight entities, and the public, as appropriate. Generally, the IG 

communicates results in formal reports that contain findings and recommendations aimed at 

correcting any deficiencies identified and promoting efficiency and effectiveness in agency 

programs and operations. The IG also manages a hotline to provide employees and the public 

with a direct means for confidentially communicating information on potential fraud, waste, or 

abuse.

FLRA’s 2020 funding request includes $626,035 for the OIG. The funding level requested by 

the IG, including $8,000 for training and $1,748 to support the Council of the Inspectors 

General on Integrity and Efficiency (CIGIE) has been funded in total. The IG has certified that 

FLRA’s funding request for the OIG satisfies all training requirements for 2020.
21
22
23

ANNUAL PERFORMANCE PLAN

STRATEGIC AND PERFORMANCE-PLANNING FRAMEWORK

FLRA’s 2020 strategic performance-planning framework is based on the Agency’s 2018-2022 

Strategic Plan, and it is supported by the Agency’s Annual Performance Plan, which 

establishes the Agency’s annual performance goals and measures. In developing the 2018-

2022 Strategic Plan, the Agency refined its mission statement, developed a vision statement, 

and identified Agency core values. 
24

FLRA seeks to achieve its strategic goals primarily through the timely, high-quality, and 

impartial review and disposition of cases. The Agency supplements these efforts, and helps the 

parties to avoid or resolve their own disputes, by producing educational materials, offering 

targeted assistance to parties with significant labor-management challenges, and providing 

training activities. Further supporting these efforts is FLRA’s focus on internal improvements 

in IT and efforts to maximize human capital engagement. 

Through comprehensive review of its programmatic requirements under the Statute, 

operations, staffing, work processes, resource allocations, and performance, FLRA has 

established goals and measures that are designed to maximize the delivery of Agency services 

throughout the Federal Government. The Annual Performance Plan reflects the Agency’s 

commitment to establishing meaningful metrics that will assist in assessing performance, 

providing transparency to the parties around case-processing, aligning resources, and 

effectively identifying staffing and training needs. 
25

FLRA Strategic Goals

Strategic Goal #1 Strategic Goal #2 Strategic Goal #3

We will ensure quality, 

timely, impartial, and 

consistent investigative 

and decision-making 

processes with 

determinations that 

are clearly articulated.

We will develop and 

provide tools and 

resources to enable the 

parties to prevent or 

more effectively and 

efficiently resolve their 

labor-relations disputes 

and improve their 

labor-management 

relationships.

We will manage our 

resources effectively and 

efficiently, and recognize 

that our dedicated 

workforce is critical to 

the prevention and 

resolution of laborrelations disputes.

Strategic Objectives

a. Establish and 

attempt to surpass (1) 

case-processing 

productivity goals, and 

(2) timeliness measures 

that are meaningful to 

the parties. 

a. Maintain and 

expand educational 

resources on 

www.flra.gov.

a. Ensure that the 

FLRA’s performancemanagement systems are 

synchronized with and 

support the Agency’s 

strategic goals.

b. Ensure excellence in 

investigations and 

clearly articulated 

written work products 

by establishing and 

surpassing caseprocessing quality 

goals that build upon 

the Agency’s 

longstanding traditions 

of impartiality and 

consistent 

determinations that 

are effectively enforced.

b. Identify and offer 

targeted assistance to 

parties with significant 

labor-management 

challenges.

b. Continue to expand 

the FLRA’s technological 

capabilities to enable 

employees to deliver 

mission results more 

effectively and efficiently.

c. Maintain and expand 

our external training 

programs to enable the 

parties to better 

understand their rights 

and obligations under 

the Statute.

c. Recruit, retain, and 

develop a diverse, 

respected workforce in an 

environment that fosters 

employee input and 

satisfaction and makes 

the best use of FLRA 

resources.
26

Consistent with Government-wide efforts to improve performance and incorporate data-driven 

management decisions, FLRA engages in continuous strategic assessment of performance and 

other data to ensure that it is accomplishing its mission effectively and efficiently. The Agency 

conducts this ongoing review on a monthly basis with its automated monthly SMART report 

(to be introduced in 2019, replacing the existing manual Monthly Analysis of Performance and 

Status (MAPS) report), which contains statistical case and performance data derived from 

FLRA’s Case Management System (CMS) and Agency management. In addition, Agency 

managers utilize a variety of internal CMS reports, which track the number, age, status, or 

resolution type of all pending and closed cases, to manage performance on a daily basis. 

Analysis of these reports drive, among other things: adjustments in workload through case 

transfers at the national, regional, and office levels; reallocation of human resources, including 

use of details and contract support decisions; and decisions to provide targeted assistance (such 

as training) to certain parties or geographical locations. 

Strategic Goal 1: We will ensure quality, timely, impartial, and consistent investigative and 

decision-making processes with determinations that are clearly articulated.

This strategic goal concerns the core statutory activities of FLRA. The Statute charges FLRA

with responsibility for protecting rights and facilitating stable labor-management relationships 

in the federal sector. To achieve that mandate, FLRA must provide the Federal 

labor-management community with quality, timely, impartial, and consistent investigations and 

determinations. Further, FLRA must convey those determinations clearly and enforce them 

effectively. All FLRA components must help to achieve this goal in order to attain overall 

Agency success.

Strategic Objective 1a: Establish and attempt to surpass (1) case-processing productivity 

goals, and (2) timeliness measures that are meaningful to the parties.

Parties often have time-sensitive interests at stake in matters pending before FLRA. Delays in 

the resolution of those matters can impede the ability of the parties to fulfill their missions 

effectively and efficiently. So, to properly serve the Federal labor-management community 

and accomplish FLRA’s own mission, the Agency must satisfy internal case-processing 

productivity goals that enable it to investigate and resolve cases in a timely fashion.

Parties are best served when they have a clear understanding of how long it might take FLRA

to process cases. FLRA therefore will set its standards for timeliness in a way that gives 

parties a reasonable expectation as to the duration of FLRA determination process. This 

requires the use of simple, straightforward metrics for understanding how long it might take to 

resolve a given matter before the Agency. Further, including the data behind reported 

percentages (e.g., 88% - 2,682/3,060) provides a clearer understanding of Agency productivity 

relative to the Agency’s performance measures. 
27

Performance Goal 1a-1: Use updated metrics to measure productivity and overall 

timeliness of matters pending before FLRA. 

Performance Goal 1a-2: Regularly measure productivity and overall case-processing 

timelines in each FLRA component; modify strategies as necessary to address unforeseen 

or unplanned events. 

Performance Goal 1a-3: Track and publicly report progress of matters before the FLRA 

that the Federal labor-management community considers clear, relevant, widely known, 

and meaningful. 

Authority

Arbitration Cases 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Cases pending, start of year 90 50 42 73 73 64

Exceptions filed (Intake) 99 87 103 105 97 97

Total caseload 189 137 145 178 170 161

Cases closed procedurally 15 20 16 11 16 16

Cases closed based on merits 124 75 56 94 90 90

Total cases closed (Output) 139 95 72 105 106 106

Cases pending, end of year 50 42 73 73 64 55
28

Measure 1a-1: The average age of arbitration cases decided by the Authority.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-2: The percentage of arbitration cases decided within 180 days of assignment to 

an Authority Member.

Results

FY 2015 40% – (50/124 cases)

FY 2016 79% – (59/75 cases)

Measure 1a-2: The percentage of arbitration cases decided within 150 days of assignment to 

an Authority Member.

Results Targets

FY 2017 79% – (44/56 cases) FY 2018 75%

FY 2018 38% – (36/94 cases)

Measure 1a-2: The percentage of arbitration cases decided by the Authority within 210 days 

of the filing of exceptions.*

Results Targets

New measure FY 2019. FY 2019 75%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times. 

FY 2020 75%

Measure 1a-3: The percentage of arbitration cases decided within 365 days of assignment to an 

Authority Member.

Results Targets

FY 2017 100% – (56/56 cases) FY 2018 95%

FY 2018 98% – (92/94 cases)

Measure 1a-3: The percentage of arbitration exceptions decided by the Authority within 365 

days of the filing of exceptions.* 

Results Targets

New measure FY 2019. FY 2019 90%

* This new measure calculates case age based 

on the date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 90%
29

Authority

Negotiability Cases 2015 2016 2017 2018 

2019 

Est.

2020 

Est.

Cases pending, start of year 17 23 27 11 23 36

Petitions filed (Intake) 54 55 40 43 45 45

Total caseload 71 78 67 54 68 81

Cases closed procedurally 40 47 52 25 27 27

Cases closed based on merits 8 4 4 6 5 5

Total cases closed (Output) 48 51 56 31 32 32

Cases pending, end of year 23 27 11 23 36 49
30

Measure 1a-4: The average age of negotiability cases decided by the Authority.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-5: The percentage of negotiability cases decided within 180 days of assignment to 

an Authority Member.

Results

FY 2015 50% – (4/8 cases)

FY 2016 75% – (3/4 cases)

Measure 1a-5: The percentage of negotiability cases decided within 150 days of assignment to 

an Authority Member.

Results Targets

FY 2017 75% – (3/4 cases) FY 2018 75%

FY 2018 83% – (5/6 cases)

Measure 1a-5: The percentage of negotiability cases decided by the Authority within 300 days 

of the filing of a petition for review.*

Results Targets

New measure FY 2019. FY 2019 75%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times. 

FY 2020 75%

Measure 1a-6: The percentage of negotiability cases decided within 365 days of assignment to 

an Authority Member.

Results Targets

FY 2017 100% – (4/4 cases) FY 2018 95%

FY 2018 100% – (6/6 cases)

Measure 1a-6: The percentage of negotiability cases decided by the Authority within 365 days 

of the filing of a petition for review.*

Results Targets

New measure FY 2019. FY 2019 75%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times. 

FY 2020 75%
31

OALJ

ULP Cases 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Cases pending, start of year 104 60 52 49 0 35

Complaints received (Intake) 222 179 197 44 245 150

Total caseload 326 239 249 93 245 185

Settlements before hearing 188 136 176 66 160 118

Cases closed by decision 78 51 24 27 50 37

Total cases closed (Output) 266 187 200 93 210 155

Cases pending, end of year 60 52 49 0 35 30
32

Measure 1a-7: The average age of ULP complaints decided by the OALJ.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-8: The percentage of ULP complaints issued by the General Counsel resolved or 

decided in the OALJ within 180 days of the complaint being issued.

Results Targets

FY 2015 77% – (205/266 cases) FY 2018 80%

FY 2016 80% – (150/187 cases) FY 2019 80%

FY 2017 93% – (186/200 cases) FY 2020 80%

FY 2018 88% – (72/93 cases)

Measure 1a-9: The percentage of ULP complaints issued by the General Counsel decided in the 

OALJ within 365 days of the complaint being issued.

Results Targets

FY 2016 89% – (166/187 cases) FY 2018 95%

FY 2017 98% – (196/200 cases) FY 2019 95%

FY 2018 90% – (84/93 cases) FY 2020 95%
33

Authority

ULP Cases 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Cases pending, start of year 13 24 9 8 10 8

Exceptions filed (Intake) 62 45 23 19 43 43

Total caseload 75 69 32 27 53 51

Cases closed procedurally 37 51 22 9 37 37

Cases closed based on merits 14 9 2 8 8 8

Total cases closed (Output) 51 60 24 17 45 45

Cases pending, end of year 24 9 8 10 8 6
34

Measure 1a-10: The average age of ULP cases decided by the Authority.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times. 

FY 2020 Reduce by 5%

Measure 1a-11: The percentage of ULP cases decided within 180 days of assignment to an 

Authority Member.

Results

FY 2015 57% – (8/14 cases)

FY 2016 89% – (8/9 cases)

Measure 1a-11: The percentage of ULP cases decided within 150 days of assignment to an 

Authority Member.

Results Targets

FY 2017 50% – (1/2 cases) FY 2018 75%

FY 2018 50% – (4/8 cases)

Measure 1a-11: The percentage of ULP cases decided by the Authority within 300 days of 

issuance of an OALJ decision.*

Results Targets

New measure FY 2019. FY 2019 75%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times. 

FY 2020 75%

Measure 1a-12: The percentage of ULP cases decided within 365 days of assignment to an 

Authority Member.

Results Targets

FY 2017 100% – (2/2 cases) FY 2018 90%

FY 2018 100% – (8/8 cases)

Measure 1a-12: The percentage of ULP cases decided by the Authority within 365 days of 

issuance of an OALJ decision.*

Results Targets

New measure FY 2019. FY 2019 90%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 90%
35

Authority

Representation Cases 2015 2016 2017 2018 

2019 

Est.

2020 

Est.

Cases pending, start of year 7 2 0 6 5 3

Applications for review (Intake) 16 6 12 6 8 8

Total caseload 23 8 12 12 13 11

Cases closed procedurally 2 0 1 0 0 0

Cases closed based on merits 19 8 5 7 10 10

Total cases closed (Output) 21 8 6 7 10 10

Cases pending, end of year 2 0 6 5 3 1
36

Measure 1a-13: The average age of representation cases decided by the Authority.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the “date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-14: The percentage of representation cases in which the Authority issued a 

decision whether to grant review within 60 days of the filing of an application for review.

Results Targets

FY 2015 100% – (21/21 cases) FY 2018 100%

FY 2016 100% – (8/8 cases) FY 2019 100%

FY 2017 100% – (6/6 cases) FY 2020 100%

FY 2018 100% – (7/7 cases)

Measure 1a-15: The percentage of representation cases decided by the Authority within 210 

days of the filing of an application for review.*

Results Targets

New measure FY 2019. FY 2019 75%

* This new measure calculates case age based 

on the date that a final decision is issued in the 

case, to reflect “day in-day out” case-processing 

times. 

FY 2020 75%

Measure 1a-16: The percentage of representation cases decided by the Authority within 365 

days of the filing of an application for review.

Results Targets

FY 2017 100% – (6/6 cases) FY 2018 95%

FY 2018 100% – (7/7 cases) FY 2019 95%

FY 2020 95%
37

OGC

ULP Cases 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Cases pending, start of year 1,425 1,178 1,133 882 682 709

Charges filed (Intake) 4,418 4,345 3,655 2,860 3,600 3,600

Total caseload 5,843 5,523 4,988 3,742 4,282 4,309

Charges withdrawn/settled 3,662 3,268 3,130 2,343 2,654 2,654

Charges dismissed 800 749 786 674 667 642

Complaints issued 203 173 190 43 252 150

Total cases closed (Output) 4,665 4,190 4,106 3,060 3,573 3,446

Cases pending, end of year 1,178 1,333 882 682 709 863

* During FY 2018, the OGC was unable to issue decisions on appeals in the absence of a 

General Counsel after November 16, 2017. Those cases are currently held in abeyance. 
38

Measure 1a-17: The average age of ULP charges resolved by the OGC. *

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-18: The percentage of ULP charges resolved by the Office of the General 

Counsel by complaint, withdrawal, dismissal, or settlement within 120 days of filing of the 

charge. 

Results Targets

FY 2015 72% – (3,373/4,665 

cases)

FY 2018 70%

FY 2016 71% – (2,973/4,190 

cases)

FY 2019 70%

FY 2017 73% – (2,984/4,106 

cases)

FY 2020 70%

FY 2018 88% – (2,682/3,060

cases)

Measure 1a-19: The percentage of ULP charges resolved by the OGC by complaint, 

withdrawal, dismissal, or settlement within 240 days of filing of the charge.

Results Targets

FY 2016 95% – (3,963/4,190 

cases)

FY 2018 95%

FY 2017 95% – (3,883/4,106 

cases)

FY 2019 95%

FY 2018 99% – (3,039/3,060

cases)

FY 2020 95%
39

OGC

ULP Appeals 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Appeals pending, start of year 34 33 26 22 181 24

Appeals filed (Intake) 220 238 192 180 203 203

Total caseload 254 271 218 202 384 227

Appeals closed (Output) 221 245 196 21* 360 203

Appeals pending, end of year 33 26 22 181 24 24

* During FY 2018, the OGC was unable to issue decisions on appeals in the absence of a 

General Counsel after November 16, 2017. Those cases are currently held in abeyance. 
40

Measure 1a-20: The average age of ULP appeals decided by the General Counsel.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age 

based on the date filed,” to reflect “day inday out” case-processing times.

FY 2020 Reduce by 5%

Measure 1a-21: The percentage of decisions on an appeal of a Regional Director’s dismissal 

of a ULP charge issued by the General Counsel within 60 days of the date filed.

Results Targets

FY 2015 98% – (217/221 

cases)

FY 2018 95%

FY 2016 100% – (245/245 

cases)

FY 2019 95%

FY 2017 96% – (188/196 

cases)

FY 2020 95%

FY 2018 100% – (21/21 

cases)

Measure 1a-22: The percentage of decisions on an appeal of a Regional Director’s dismissal 

of a ULP charge issued by the General Counsel within 120 days of the date filed.

Results Targets

FY 2015 100% – (221/221 

cases)

FY 2018 100%

FY 2016 100% – (245/245 

cases)

FY 2019 100%

FY 2017 100% – (196/196 

cases) 

FY 2020 100%

FY 2018 100% – (21/21 

cases)
41

OGC

Representation Cases 2015 2016 2017 2018

2019 

Est.

2020 

Est.

Cases pending, start of year 65 70 112 58 64 78

Petitions filed (Intake) 225 265 208 245 243 243

Total caseload 290 335 320 303 307 321

Petitions withdrawn 95 112 130 110 110 115

Cases closed based on merits 125 111 132 129 119 125

Total cases closed (Output) 220 223 262 239 229 240

Cases pending, end of year 70 112 58 64 78 81
42

Measure 1a-23: The average age of representation cases resolved by the OGC through 

withdrawal, election, or issuance of a Decision and Order.* 

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age based 

on the date filed,” to reflect “day in-day out” 

case-processing times.

FY 2020 Reduce by 5%

Measure 1a-24: The percentage of representation cases resolved by the OGC through 

withdrawal, election, or issuance of a Decision and Order within 120 days of the filing of a 

petition.

Results Targets

FY 2015 72% – (158/220 

cases)

FY 2018 70%

FY 2016 73% – (163/223 

cases)

FY 2019 70%

FY 2017 68% – (179/262 

cases)

FY 2020 70%

FY 2018 82% – (196/239 

cases)

Measure 1a-25: The percentage of cases resolved by the OGC through withdrawal, election, 

or issuance of a Decision and Order within 365 days of the filing of a petition.

Results Targets

FY 2016 98% (219/223 cases) FY 2018 95%

FY 2017 95% (250/262 cases) FY 2019 95%

FY 2018 99% (215/239 cases) FY 2020 95%
43

FSIP

Impasses 2015 2016 2017 2018

2019

Est.

2020

Est.

Cases pending, start of year 28 33 42 17 23 26

Impasses filed (Intake) 139 143 97 92 112 112

Total caseload 167 176 139 109 135 138

Panel Decision 15 24 12 21 -- --

Panel declined jurisdiction 17 9 22 11 -- --

Settled with Panel assistance 25 22 24 7 -- --

Voluntarily withdrawn 77 79 64 47 -- --

Cases closed total (Output) 134 134 122 86 109 109

Cases pending, end of year 33 42 17 23 26 29
44

Measure 1a-26: The average age of bargaining-impasse cases in which the FSIP declines 

jurisdiction.*

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age 

based on the date filed,” to reflect “day inday out” case-processing times.

FY 2020 Reduce by 5%

Measure 1a-27: The percentage of bargaining-impasse cases in which the FSIP declines 

jurisdiction within 140 days of the date filed.

Results Targets

FY 2015 100% – (17/17 

cases)

FY 2018 80%

FY 2016 80% – (7/9 cases) FY 2019 90%

FY 2017 93% – (22/22 cases) FY 2020 90%

FY 2018 100% – (11/11

cases)

Measure 1a-28: The percentage of bargaining-impasse cases that are voluntarily settled, 

after the FSIP asserts jurisdiction, within 160 days of the date filed. 

Results Targets

FY 2015 100% – (25/25 

cases)

FY 2018 70%

FY 2016 100% – (22/22 

cases)

FY 2019 90%

FY 2017 93% – (22/24 cases) FY 2020 90%

FY 2018 86% – (6/7 cases)

Measure 1a-29: The average age of bargaining-impasse cases that the FSIP resolves 

through final action.*

Results Targets

New measure FY 2019. FY 2019 Reduce by 5%

* This new measure calculates case age 

based on the date filed,” to reflect “day inday out” case-processing times.

FY 2020 Reduce by 5%

Measure 1a-30: The percentage of bargaining-impasse cases that the FSIP resolves 

through final action that are closed within 200 days of the date filed.

Results Targets

FY 2015 100% – (15/15 

cases)

FY 2018 70%

FY 2016 100% – (24/24 

cases)

FY 2019 80%

FY 2017 77% – (9/12 cases) FY 2020 80%

FY 2018 100% – (21/21)
45

Strategic Objective 1b: Ensure excellence in investigations and clearly articulated written 

work products by establishing and attempting to surpass case-processing quality goals that 

build upon the Agency’s longstanding traditions of impartiality and consistent 

determinations that are effectively enforced.

Excelling at FLRA’s core functions requires the Agency to perform thorough investigations 

and produce clearly articulated written products. From informal communications, to FLRA 

determinations, to information on the FLRA website, FLRA’s written work is one of the 

primary means by which the Agency communicates with parties and the federal labormanagement community. 

FLRA’s ability to achieve its mission depends on its ability to issue impartial and consistent 

determinations that are clearly articulated. Even the appearance of partiality can cause parties 

to lose trust in FLRA’s determinations, and ultimately, in FLRA as an institution. 

Performance Goal 1b-1: Conduct high-quality investigations and produce high-quality

written work products.

Measure 1b-1: Establish and surpass case-processing quality goals.

Results

New measure FY 2019.

Targets

FY 2019  Develop and pilot use of internal tool(s) throughout the 

Agency to establish case-processing quality goals (e.g., 

quality-assessment checklist). 

 Solicit feedback on and assess the effectiveness of pilot 

internal tool(s) to measure quality. 

 Make necessary adjustments to make new internal tool(s) 

more effective.

 Formally implement use of new internal tool(s) in order to 

surpass established case-processing quality goals.

 Develop and administer internal survey(s) to assess baseline 

case-processing quality. 

FY 2020  Target areas for improvement in case-processing quality 

based on data gathered from internal tool(s) and survey 

results.

 Show a 10% increase in case-processing quality, as measured 

by surveys or other measures developed in 2019. 
46

Performance Goal 1b-2: Implement effective methods to maintain and improve the quality 

of FLRA investigations and written work products, including FLRA staff training and 

internal education resources. 

Measure 1b-2: Train FLRA staff and provide internal educational resources to improve the 

quality of investigations and written work products.

Results

New measure FY 2019.

Targets

FY 2019  Develop internal training programs and other educational 

tools Agency-wide in order to improve the quality of 

investigations and written work products (e.g., componentspecific mentoring programs, Agency-wide or componentspecific brown bag sessions, Agency-wide dissemination of 

decisions and other relevant legal opinions). 

 Develop and administer internal surveys or other measures to 

assess the effectiveness of pilot internal training programs and 

educational tools.

 Make necessary adjustments to make them more effective.

 Formally implement those internal training programs and 

educational tools that are deemed effective in order to 

improve the quality of investigations and written work 

products. 

FY 2020  Target ways to improve the effectiveness of internal 

educational resources based on survey results.

 Show a 10% increase in the effectiveness of internal 

educational resources, as measured by internal survey 

instruments or other measures developed in 2019. 

Performance Goal 1b-3: Ensure external stakeholder confidence in the FLRA’s abilities. 

Measure 1b-3: Customer perceptions about the FLRA’s impartiality. 

Results

New measure FY 2019.

Targets

FY 2019 Develop and administer an external survey(s) to assess the parties’ 

perceptions of FLRA’s impartiality. 

FY 2020 Maintain or improve overall perceptions about FLRA’s impartiality 

year over year. 
47

Strategic Goal 2: We will develop and provide tools and resources to enable the parties 

to prevent or more effectively and efficiently resolve their labor-relations disputes and 

improve their labor-management relationships.

FLRA is specifically empowered and obligated to “provide leadership in establishing policies 

and guidance” related to matters arising under the Statute. 5 U.S.C. § 7105(a)(1). Educating 

parties regarding statutory obligations promotes FLRA’s mission of protecting rights and 

facilitating stable labor-management relationships while advancing an effective and efficient 

Government. FLRA accomplishes this goal first through its written determinations and by 

providing parties with quality educational resources through FLRA’s website; by identifying, 

and offering targeted assistance to, parties with significant labor-management challenges; and 

by offering external training to Federal agencies and labor organizations regarding their rights 

and obligations under the Statute.

Strategic Objective 2a: Maintain and expand educational resources on www.flra.gov. 

Offering high-quality educational resources through the FLRA website is a key component of 

promoting stability in the Federal labor-management community. Parties who are better 

informed about their rights and obligations under the Statute are less likely to pursue frivolous 

matters or defenses, and they are more likely to approach their labor-management relations in a 

manner that is consistent with the Statute.

In April 2016, FLRA launched a totally redesigned website featuring all-new substantive 

content, a convenient training-registration tool, a visually engaging design, simplified global 

navigation, and improved usability and search functions. The Agency will continue to build on 

this achievement by exploring ways to supplement and enhance the educational resources on 

its website, such as expanding parties’ access to statutory and other training, including the 

development of online training modules that replicate the in-person trainings that FLRA

currently provides. It will also include opportunities for parties to access live statutory training 

sessions on the FLRA website by utilizing technology and techniques that encourage 

interaction with remote participants.

Performance Goal 2a-1: Routinely review and update educational resources on the FLRA 

website.

Performance Goal 2a-2: Develop a growing library of online training modules on the FLRA 

website.

Performance Goal 2a-3: Develop and maintain case digests of new Authority decisions on 

the FLRA website.
48

Measure 2a: Expand the relevancy, currency, and reach of educational tools. 

Results

New measure FY 2019.

Targets

FY 2019  Update at least 3 guides or manuals Agency-wide.

 Establish a mechanism to live stream trainings online or offer 

pre-recorded trainings on the www.flra.gov website. 

 Offer at least 5 training sessions online Agency-wide.

 Provide case digests for all Authority decisions. OGC and FSIP 

to evaluate doing the same for their decisions. 

FY 2020  Update at least 3 guides or manuals Agency-wide.

 Offer at least 7 training sessions online Agency-wide.

 Continue to provide case summaries for all Authority decisions. 

Provide OGC and FSIP case digests, if deemed appropriate. 

Strategic Objective 2b: Identify and offer targeted assistance to parties with significant 

labor-management challenges.

In situations where parties experience labor-management challenges, targeted assistance can 

promote stable labor-management relationships by educating the parties regarding their 

statutory rights and obligations. It can also promote effective and efficient Government by 

assisting parties in addressing their disputes without necessarily resorting to formal filings. 

Targeted assistance can take many forms, including offering training to parties on particular 

topics that have given rise to frequent ULP charges, negotiability disputes, or arbitration 

exceptions. Other types of assistance might be most appropriate for parties experiencing 

broader labor-management challenges. For parties involved in complex representational 

matters, targeted assistance can include conducting conferences with the parties to assist them 

in identifying and, if feasible, resolving relevant issues.

Performance Goal 2b-1: Identify and evaluate parties with significant labor-management 

challenges.

Performance Goal 2b-2: Refer appropriate parties to suitable resources.

Performance Goal 2b-3: Implement highly effective targeted assistance programs and 

associated materials.

Measure 2b: Develop and implement a highly effective, totally voluntary targeted-assistance 

program and related procedures. 

Results

New measure FY 2019.

Targets

FY 2019  Develop the criteria for identifying parties with significant labormanagement challenges.

 Develop procedures for offering targeted assistance to identified 
49

parties or referring such parties to appropriate resources.

 Pilot a targeted-assistance program. 

 Identify metrics for evaluating the program’s success. 

 Formally implement a targeted-assistance program with 

appropriately ambitious measures to assess its effectiveness. 

FY 2020  Evaluate the effectiveness of the targeted-assistance program 

using the metrics established in 2019.

 Make necessary refinements and improvements based on 

customer feedback. 

 Increase the program’s overall success as measured by the 

metrics established in 2019. 

Strategic Objective 2c: Maintain and expand our external training programs to enable the 

parties to better understand their rights and obligations under the Statute. 

Agency components have traditionally provided training on statutory principles governing 

ULPs, representational issues, negotiability disputes, and arbitration exceptions. Providing 

such external training to federal agencies and labor organizations regarding their rights and 

obligations under the Statute directly promotes FLRA’s mission of protecting rights and 

facilitating stable labor-management relationships while advancing an effective and efficient 

government. For this reason, it is essential that FLRA maintain and, where possible, expand 

these external training programs.

Performance Goal 2c-1: Exceed an annual target number of highly rated in-person training 

programs for a target number of participants concerning the full range of statutory matters.

Performance Goal 2c-2: Find additional ways to deliver real-time and pre-recorded external 

trainings that have been successfully developed and implemented utilizing appropriate 

technology and participant-friendly best practices. 

Performance Goal 2c-3: Exceed an annual target number of highly rated training programs 

for a target number of participants regarding procedures for filing and processing FLRA 

cases.

Measure 2c-1: The number of training, outreach, and facilitation activities delivered. 

Results Targets

FY 2015 306 FY 2018 275

FY 2016 280

FY 2017 273

FY 2018 124

Measure 2c-1: The number of in-person statutory training programs delivered. 

Results Targets

New measure FY 2019. FY 2019 20

FY 2020 20
50

Measure 2c-2: The number of participants involved in training, outreach, and facilitation

activities. 

Results Targets

FY 2015 8,294 FY 2018 7,000

FY 2016 8,440

FY 2017 8,122

FY 2018 4,289

Measure 2c-2: The number of participants who receive in-person statutory training. 

Results Targets

New measure FY 2019. FY 2019 2,500

FY 2020 2,500

Measure 2c-3: The percentage of participants who highly rate the statutory training that they 

received. 

Results Targets

New measure FY 2019. FY 2019 Develop evaluations. 

FY 2020 80% of participants rate the 

training as effective or highly 

effective

Measure 2c-4: The number of training programs delivered regarding procedures for filing 

and processing FLRA cases. 

Results Targets

New measure FY 2019. FY 2019 20

FY 2020 25

Measure 2c-5: The number of participants who receive training regarding procedures for 

filing and processing FLRA cases. 

Results Targets

New measure FY 2019. FY 2019 2,000

FY 2020 2,000

Measure 2c-6: The percentage of participants who highly rate the training that they received 

regarding procedures for filing and processing FLRA cases. 

Results Targets

New measure FY 2019. FY 2019 Develop evaluations. 

FY 2020 80% of participants rate the 

training as effective or highly 

effective 
51

Measure 2c-7: The number of real-time and pre-recorded online training programs 

developed and implemented. 

Results Targets

New measure FY 2019. FY 2019 5

FY 2020 7

Measure 2c-8: The percentage of participants who highly rate the real-time and pre-recorded 

online training that they received. 

Results Targets

New measure FY 2019. FY 2019 Develop evaluations. 

FY 2020 80% of participants rate the 

training as effective or highly 

effective 
52

Strategic Goal 3: We will manage our resources effectively and efficiently, and recognize 

that our dedicated workforce is critical to the resolution of labor-relations disputes.

FLRA honors the trust that the public has placed in it to use Agency resources wisely on behalf 

of the American taxpayer. Recognizing that trust, FLRA has always focused its resources on 

carrying out its mission. It will continue to do so. 

The core of FLRA’s mission is to protect rights and facilitate stable labor-management 

relationships. FLRA will continue to achieve that goal by employing committed, experienced 

professionals.

FLRA developed a cross-component working group to meet the goals articulated in Executive 

Order No. 13781 (March 13, 2017), Comprehensive Plan for Reorganizing the Executive 

Branch, and Office of Management and Budget (OMB) Memorandum M-17-22 (April 12, 

2017), Comprehensive Plan for Reforming the Federal Government and Reducing the Federal 

Civilian Workforce. Guided by internal and external input, this working group offered FLRA 

leadership a set of recommendations to improve the efficiency, effectiveness, and 

accountability of Agency operations. FLRA expects to maximize its resources by reducing 

travel, training, and mail costs through the increased use of teleconferencing, utilization of inhouse and interagency training, and implementation of fully electronic case files.

FLRA will continue to explore ways to manage its workforce effectively and efficiently. A 

key component of that commitment is to continue developing IT systems, with the goal of 

enabling FLRA employees to spend more time on mission-critical, substantive work. FLRA

will also reexamine its performance-management systems to ensure that they align with the 

goals in the Strategic Plan, that individual employee standards reflect organizational goals, and 

that the Agency appropriately recognizes employee achievements in support of these 

goals. Finally, FLRA will continue to encourage employee growth, development, and 

innovation. 

Strategic Objective 3a: Ensure that the FLRA’s performance-management systems are 

synchronized with and support the Agency’s strategic goals.

At the foundation of the Agency’s 2018-2022 Strategic Plan is FLRA’s renewed commitment 

to developing the most effective ways to evaluate Agency performance, as well as the 

contributions of the Agency’s components and individual employees. To do this, employee 

performance-management targets will be adapted to support Agency goals. This will help 

ensure that the evaluation of FLRA employees will include consideration of how well they 

assist the Agency to achieve its strategic and performance goals. 
53

Performance Goal 3a-1: FLRA employees perceive that the Agency’s performancemanagement systems, and their individual performance plans, directly align with achieving 

this strategic plan. 

Performance Goal 3a-2: FLRA employees have a clear understanding of how their 

individual achievement contributes to achievement of Agency priorities and successful 

implementation of FLRA strategic goals. 

Performance Goal 3a-3: FLRA employees perceive that their performance recognition and 

rewards are also directly linked to their contribution to the successful achievement of 

FLRA’s strategic goals.

Measure 3a-1: Align performance-management systems and individual performance plans 

with current Strategic Plan. 

Results

New measure FY 2019.

Targets

FY 2019  Evaluate Agency performance management systems (GS and 

SES) and individual employee performance plans for alignment 

with the Strategic Plan and make recommendations to Agency 

leadership by the second quarter of 2019.

 Consistent with that recommendation, revise and draft 

appropriate Agency performance management systems and 

individual employee performance plans and elements.

 Develop communications strategies, educational tools, and other 

materials to successfully implement the new systems on 

October 1, 2019. 

 Develop and administer an internal survey(s) to assess whether 

employees perceive that performance management systems (GS 

and SES) and individual employee performance plans align with 

the Strategic Plan. 

FY 2020  Implement all revised performance-related systems, individual 

employee plans, or other required policies on October 1, 2019.

 Implement appropriate communications strategies and 

educational tools to successfully achieve the transition. 
54

Measure 3a-2: Employees understand how their individual performance contributes to overall 

Agency strategic goals. 

Results

New measure FY 2019.

Targets

FY 2019 Develop and administer an internal survey(s), or use existing survey 

instruments, to assess whether FLRA employees understand how their 

individual achievements contribute to Agency priorities and successful 

implementation of FLRA strategic goals. 

FY 2020 Maintain or improve positive responses to relevant question(s) in 

existing survey instruments or internal survey(s) year over year. 

Measure 3a-3: Employees believe that there is alignment between the recognition and rewards 

that they receive and their individual contributions towards achieving the FLRA’s strategic 

goals.

Results

New measure FY 2019.

Targets

FY 2019 Develop and administer an internal survey(s), or use existing survey 

instruments, to assess whether employees believe that recognition and 

rewards relate to their contribution toward achievement of FLRA 

strategic goals. 

FY 2020 Maintain or improve positive responses to relevant question(s) in 

existing survey instruments the internal survey(s) year over year. 

Strategic Objective 3b: Continue to expand the FLRA’s technological capabilities to 

enable employees to deliver mission results more effectively and efficiently.

FLRA’s IT systems have provided, and will continue to provide, a key means by which FLRA

will more effectively and efficiently deliver quality services and increase internal efficiencies. 

For example, the Agency has connected all FLRA offices in ways that improve internal 

communication, and FLRA staff works more efficiently by using a cloud-based Document 

Management System (DMS) that allows for simplified document management and internal 

collaboration. 

The Agency also recently launched a new and improved version of its eFiling system that 

provides a more intuitive, user-friendly customer experience. This improved eFiling 

experience allows the parties to submit ULP, representation, arbitration, and negotiability 

filings in an electronic format and easily access FLRA services, which enables FLRA 

employees to take timely and quality actions. The Agency is currently using the same software 

and agile methodology to develop a more user-friendly electronic Case Management System

(CMS). FLRA will integrate these three systems — document management, eFiling, and case 

management — to fully implement electronic case file capability throughout the Agency. 
55

Thereafter, as resources permit, FLRA will continue to enhance and leverage these 

technological capabilities. For example, the logical next step after fully implementing 

electronic case files is to encourage the widest uses of eFiling and to serve FLRA-generated 

case documents on the parties electronically—saving time, human-capital resources, and 

postage costs. 

Performance Goal 3b-1: Implement a new and improved FLRA electronic casemanagement system. Integrate the case-management system with the FLRA document 

management and eFiling systems in order to fully implement electronic case file capability 

throughout the Agency.

Performance Goal 3b-2: FLRA employees and parties understand how to make the most 

effective use of the FLRA’s electronic systems.

Performance Goal 3b-3: Enhance the positive impact of technological advancements on the 

customer experience.

Measure 3b-1: Expand the use of eFiling.

Results

FY 2015 17% of cases eFiled Agency-wide.

FY 2016 22% of cases eFiled Agency-wide.

FY 2017 35% of cases eFiled Agency-wide. 

FY 2018 35% of cases eFiled Agency-wide, including an all-time high of 55% of 

Authority cases. 

Targets

FY 2019  50% of cases eFiled Agency-wide.

 10% increase in eFiling in each component – the OGC, the Authority, 

and the FSIP.

 Amend FLRA’s regulations to eliminate the use of facsimile service 

for case filings throughout the Agency.

FY 2020  75% of cases eFiled Agency-wide.

 Pilot mandatory eFiling in at least one Regional Office.

Measure 3b-2: Implement end-to-end electronic case files. 

Results

FY 2015

Made eFiling available for OALJ cases, resulting in eFiling being available 

for all offices that accept case filings. Completed full integration of the CMS 

and eFiling systems for all components, building the infrastructure for 

electronic case files in all components. 
56

FY 2016

With the merger of the eFiling and CMS applications complete, and the 

bridge between the two systems in place to support end-to-end electronic 

case-processing capability, enhanced the available features for the integration 

of the eFiling and CMS applications. eFiled cases are routinely automatically 

entered into the CMS. Neared completion of an improved eFiling user 

interface (eFiling 2.0) to make the application more user-friendly and 

intuitive. Began efforts to implement a Document Management System, 

which is a critical step in accomplishing FLRA’s multi-year electronic-casefile plan.

FY 2017

Deployed an Agency-wide, cloud-based DMS, which replaced the existing 

network shares with an integrated document and email communications 

system that will facilitate document sharing and electronic case-processing 

initiatives. Adopted a new, more cost-effective approach to achieving end-toend electronic case files. Using agile methodology and open-source code, and 

responding to user feedback, completed initial development of a brand new, 

user-friendly eFiling application (eFiling 3.0) with a Ruby on Rails user 

interface and a Postgres backend database that is housed in Amazon Web 

Services – a cloud-based solution. The new application will be launched in 

2018 once final testing and additional enhancements are completed. Began 

modernizing the infrastructure of the Agency’s electronic CMS and eFiling 

by transitioning to a new cloud-based, backend product – Postgres database 

housed in Amazon Web Services – that will allow for a more user friendly 

and complete integration of the CMS, the eFiling system, and the DMS. 

FY 2018

Developed and launched eFiling 3.0, which both internal and external users 

report is significantly more user-friendly and intuitive. Began development of 

a new and improved CMS that, over time, will provide significant ($100,000 

annually) cost savings and allow for more efficient integration of the CMS 

and eFiling systems with the DMS, enabling end-to-end electronic case 

processing throughout the Agency. Identified the basic structure of electronic 

case files for each component/office in the DMS. Completed transition of all 

major IT functions – CMS, DMS, eMail – to the cloud, which improves both 

IT security, consistent with the PMA, and Agency continuity of operations 

plans. 

Targets

FY 2019 Develop and fully implement the new and improved CMS in at least one 

FLRA component. 

FY 2020  Develop and implement the new and improved CMS in all remaining 

components/offices. 

 Implement end-to-end electronic case files throughout the Agency.
57

Measure 3b-3: Internal and external customer perceptions of the eFiling System.

Results

New measure FY 2019. 

Targets

FY 2019  Develop a communications strategy for sharing with internal and 

external customers the benefits and advantages of eFiling (e.g., notice 

to go out with all Authority decisions). 

 Develop and administer internal and external survey tools to assess 

customer perceptions of the eFiling System. 

 Develop online, pop-up eFiling surveys that appear while users are 

logged into the eFiling System.

FY 2020  Maintain or improve positive responses to internal and external survey 

instruments.

 Adopt suggested enhancements to the eFiling System, as appropriate. 

Measure 3b-4: Assess how internal and external customers perceive the effectiveness of the 

Agency’s IT modernization efforts. 

Results

New measure FY 2019.

Targets

FY 2019  Develop and administer internal and external survey(s) to assess: 

(1) whether FLRA employees and customers know how to 

maximize available technology; and (2) how FLRA employees 

and customers perceive the effectiveness of the Agency’s IT 

modernization efforts. 

 Develop and implement appropriate communications to promote 

and enhance these efforts. 

FY 2020  Craft an effective, targeted communications strategy based on the 

results of the customer-satisfaction surveys. 

 Develop and provide any necessary internal or external training 

programs so that employees and customers have the tools to 

maximize technological improvements.

 Achieve improved survey results year over year. 

Strategic Objective 3c: Recruit, retain, and develop a diverse, respected workforce in an 

environment that fosters employee input and satisfaction and makes the best use of FLRA 

resources. 

FLRA’s charge to uphold and administer the Statute relies on its employees. Accordingly, 

FLRA’s success relies on the expertise and engagement of its workforce. A key component of 

attracting and retaining an effective workforce is creating a positive work environment in 

which employees see themselves as stakeholders and innovators. FLRA will continue to assess 

the skills and professional education/training needs of its workforce, and it will seek new, costeffective ways to cultivate employee development and commitment. FLRA will provide 

opportunities for experienced employees to share their institutional knowledge by providing 

internal training and through other means. FLRA’s continued focus on human-capital 
58

development will help ensure continued mission accomplishment and leadership of the federalsector labor-management relations program.

Performance Goal 3c-1: Internal and external survey respondents perceive that diverse and 

respected FLRA employees demonstrate expertise in federal-sector labor-management 

relations; minimal gaps exist in succession plans; and the Agency develops nontraditional 

resources for employee education and development.

Performance Goal 3c-2: The FLRA workforce expresses a stable and improving level of 

overall job satisfaction, as well as satisfaction with the manner in which internal problemsolving occurs. 

Performance Goal 3c-3: FLRA managers and employees perceive that the Agency 

appropriately uses telework and technology to promote employee efficiency and a healthy 

work-life balance. 

Measure 3c-1: Demonstrate strong recruitment and retention practices.

New measure FY 2016.

Results

FY 2016

 Implemented a process for sharing job announcements with relevant 

affinity groups. Used data to help identify and eliminate barriers to 

recruiting and hiring the diverse talent that it needs. 

 Revised all manager performance plans to include Governmentmandated diversity-and-inclusion-focused metrics. 

 Received the #1 small-agency ranking on the “New IQ” Index, which 

provides insights into employee perceptions of the inclusiveness of the 

agency by looking at twenty questions that measure the five “Habits of 

Inclusion.”

 Ranked #2 out of 28 small agencies in its support for diversity in the 

2015 Best Places to Work in the Federal Government rankings. 

FY 2017

 Aligned the Agency-wide Performance Year (previously July 1 –

June 30) with the Fiscal Year, directly linking individual performance 

to the Agency’s overall strategic and performance goals. 

 Conducted an Agency-wide review of all Agency electronic Official 

Personnel Folders (eOPFs) to ensure accuracy of retirement system 

coverage, service computation dates, and missing or undocumented 

prior service. 

 Conducted an Agency-wide review of every position description (PD) 

to ensure that all PDs and cover sheets reflect actual duties. 
59

FY 2018

 Completed implementation of all necessary changes/corrections 

identified during the Agency-wide eOPF and PD reviews. 

 Implemented standard operating procedures for maintaining accurate 

eOPFs for all FLRA staff in order to support the provision of excellent 

customer service.

 Continued to conduct “need-to-fill” evaluations before filling any 

vacant positions, consistent with Executive Order 13781 and M-17-22.

 Continued to use data to identify and eliminate barriers to recruiting 

and hiring the diverse talent that FLRA needs.

 Completed all required security-background investigations for new 

hires and investigations/re-investigations for existing employees – 45 

adjudications since January 2017. Clarified the circumstances under 

which a new background check should be conducted. Ensured that all 

employees were HSPD-12 compliant. 

 Began a comprehensive review and revision, as appropriate, of all 

internal Agency policies in order to ensure that they are up to date, 

necessary, and consistent with law and regulation. 

Discontinued measure FY 2019.

Measure 3c-1: Recruit, retain, and develop a diverse, respected workforce. 

Results

New measure FY 2019.

Targets

FY 2019  Review Agency performance-management systems and individual 

performance plans to ensure that they align directly with the 2018-

2022 Strategic Plan, and implement any required changes by 

October 1, 2019. 

 Conduct a comprehensive, Agency-wide position classification review 

to confirm that all Agency positions reflect the actual duties of the 

position. 

 Assess time-to-hire results for Agency positions by reviewing 

recruitment and staffing processes and procedures.

 Issue a revised Reasonable Accommodation Policy – including 

Personal Assistive Device policy – that is fully compliant with recent 

EEOC regulatory amendments and guidance. 

 Ensure compliance with Government-wide goals for Schedule A 

hiring. 

FY 2020  Evaluate results of position-classification review and determine action 

items.

 Improve time-to-hire metrics based on results of FY 2019 assessment.

 Meet or exceed Government-wide standards for diversity and 

Schedule A hiring. 
60

Measure 3c-2: Maintain and grow Agency expertise through employee development.

New measure FY 2016.

Results

FY 2016

 Implemented cross-component developmental opportunities for 

employees, including workgroups to encourage innovation, the 

development and delivery of training, and more than ten detail 

opportunities at all levels and offices within the agency. 

 Provided leadership-training opportunities to all new managers and 

supervisors, including executive-level training, as appropriate. 

 Continued overall success as measured by the FEVS, including #1 

small-agency ranking in Employee Engagement and New IQ indices. 

Increased 2016 positive ratings in 19 items from 2015. Results show 

66 identified strengths (items with 65 percent or higher positive 

ratings) and no identified challenges (items with 35 percent or higher 

negative ratings). Scored above the Government-wide average in 69 

out of 71 questions. Maintained sustained growth of positive 

responses to the question “supervisors in my work unit support 

employee development” – increasing by nearly 9.5 percent over 2015. 

FY 2017

 Managers assessed employees’ developmental needs and provided at 

least one targeted developmental opportunity to each, many of those 

in-house (e.g., details, workgroups, and special projects.

 In the 2017 FEVS, had 55 identified strengths (items with 65 percent 

or higher positive ratings) and no identified challenges (items with 

35 percent or higher negative ratings). Continued to rank in the top 

ten among small agencies (those with 100-999 employees) in two 

important indices – Employee Engagement and New IQ – with #6 and 

#5 rankings, respectively. 

 78 percent of FLRA employees responded positively to the OPM 

FEVS question “supervisors in my work unit support employee 

development” (Q. 47), which is 5 percent above the small-agency 

score of 73 percent, and 10 percent above the Government-wide score 

of 68 percent. 

FY 2018

 Offered cross-component details to provide employees with training 

and developmental experiences that will enhance their skills and 

increase their understanding of the Agency’s mission and operations. 

 Managers assessed annually employees on their developmental needs 

and provided appropriate training and developmental opportunities. 

 Maintained sustained growth of positive responses to the OPM FEVS 

question “supervisors in my work unit support employee 

development” (Q. 47). 
61

Targets

FY 2019

 Develop and implement use of nontraditional resources for employee 

education and development (e.g., component-specific mentoring 

programs, Agency-wide or component-specific brown bag sessions, 

Agency-wide dissemination of decisions and other relevant legal

opinions). 

 Develop and administer survey(s) to solicit feedback on and assess the 

effectiveness of nontraditional resources for employee education and 

development. 

 Maintain sustained growth of satisfaction.

FY 2020

 Enhance and continue to use those nontraditional resources for 

employee education and development that were found to be most 

successful. 

 Show a 10% increase in satisfaction with nontraditional methods, as 

measured by surveys or other measures developed in 2019. 

Measure 3c-3: Internal and external perceptions about the workforce. 

Results

New measure FY 2019.

Targets

FY 2019

 Develop and administer an internal survey(s), or use existing survey 

instruments, to assess whether employees believe that FLRA 

employees: are diverse, are respected, and demonstrate expertise in 

Federal sector labor-management relations 

 Develop and administer an external survey(s) to assess whether 

external respondents perceive that FLRA employees: are diverse, are 

respected, and demonstrate expertise in Federal sector labormanagement relations. 

FY 2020 Maintain or improve positive responses to relevant question(s) in existing 

survey instruments or internal survey(s) year over year. 

Measure 3c-4: Internal perceptions about succession plans. 

Results

New measure FY 2019.

Targets

FY 2019

Develop and administer an internal survey(s), or use existing survey 

instruments, to assess whether employees believe that minimal gaps exist in 

succession planning.

FY 2020 Maintain or improve positive responses to relevant question(s) in existing 

survey instruments or internal survey(s) year over year. 
62

Measure 3c-5: Overall employee job satisfaction. 

Results

New measure FY 2019.

Targets

FY 2019

Develop and administer an internal survey(s), or use existing survey 

instruments to assess whether employees believe that FLRA employees: are 

diverse, are respected, and demonstrate expertise in Federal sector labormanagement relations.

FY 2020 Maintain or improve positive responses to relevant question(s) in existing 

survey instruments or internal survey(s) year over year. 

Measure 3c-6: Internal satisfaction with the manner in which internal problem-solving 

occurs. 

Results

New measure FY 2019.

Targets

FY 2019

Develop and administer an internal survey(s), or use existing survey 

instruments, to assess employee satisfaction with internal problem-solving 

practices. 

FY 2020 Maintain or improve positive responses to relevant question(s) in existing 

survey instruments or internal survey(s) year over year. 

Measure 3c-7: Internal perceptions about use of technology to promote employee efficiency 

and work-life balance. 

Results

New measure FY 2019.

Targets

FY 2019

Develop and administer an internal survey(s), or use existing survey 

instruments, to assess internal perceptions about the use of technology to 

promote efficiency and work-life balance.

FY 2020 Maintain or improve positive responses to relevant question(s) in existing 

survey instruments or internal survey(s) year over year. 

U.S. FEDERAL LABOR RELATIONS AUTHORITY

1400 K Street, N.W.

Washington, DC 20424

www.flra.gov