FEDERAL LABOR RELATIONS AUTHORITY 

FY 2010 

PERFORMANCE BUDGET SUBMISSION 

TO CONGRESS

TABLE OF CONTENTS

Appropriation Language ............................................................................................................................... 1 

Budget Object Classification of Obligations ................................................................................................ 2 

FY 2010 Performance Budget Snapshot....................................................................................................... 3 

FY 2010 Budget by Program ........................................................................................................................ 3 

Summary of Reimbursable Resources .......................................................................................................... 3 

FLRA Budget Authority and Staffing by Activity ....................................................................................... 4 

An Overview of the FLRA ........................................................................................................................... 5 

Discussion of the FY 2010 Performance Budget.......................................................................................... 6 

Management Initiatives................................................................................................................................. 7 

Historical Program Evaluation...................................................................................................................... 8 

FY 2010 Performance Goals and Their Linkage to the Performance Budget .............................................. 9 

Miscellaneous Exhibits – Appendix A..................................................................................................... 20 

 Staffing Summary (FTE by Grade)................................................................................................ 21 

Workload Statistics ........................................................................................................................ 22 

 Historical Performance Tables....................................................................................................... 26 

 Legal Authorities ........................................................................................................................... 34 

FLRA FY 2010 Performance Plan................................................................................................. 35 

-1 - 

FY 2010 BUDGET REQUEST 

APPROPRIATION LANGUAGE

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, including hire of experts and consultants, hire of passenger motor vehicles, 

and rental of conference rooms in the District of Columbia and elsewhere, [$22,674,000]$24,773,000: 

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 labormanagement 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. 

 
Federal Labor Relations Authority

Budget Object Classification of Obligations: FY 2008-FY2010

(Dollars in Thousands)

FY2008

Actual*

FY2009

 Enacted**

FY2010 

Projected

% total BA

(less Reimb)

Change

FY2009

 to FY2010

(in thousands) (in thousands) (in thousands) (in thousands)

(in 

thousands)

11.0 Personnel compensation 13,244 14,378 15,861 64.03% 1,483 

12.0 Civilian personnel benefits 2,927 3,258 3,831 15.46% 573 

13.0 Benefits to former personnel 0.00% 0 

21.0 Travel and transportation of persons 138 209 209 0.84% 0 

22.0 Transportation of things - 0.00% 0 

23.1 Rental payments to GSA 2,427 2,400 2,534 10.23% 134 

23.3 Communications, utilities and misc. charges 319 276 276 1.11% 0 

24.0 Printing and reproduction 45 30 30 0.12% 0 

25.0 Other services 3,604 1,795 1,704 6.88% (91)

26.0 Supplies and materials 147 193 265 1.07% 72 

31.0 Equipment 131 135 63 0.25% (72)

32.0 Land & Structures - 0.00% 0 

42.0 Tort Claims - 0 

 Subtotal, Direct Budget Authority 22,982 22,674 24,773 2,099

Reimbursables 21 50 50 0

Total Budget Authority 23,003 22,724 24,823 2,099

FTE 119 124 142 18

* The FY 2008 actual amount includes $1,814,185 in unobligated FY 2007 balances carried forward.

**The FY 2009 appropriation is $22.674 million. Although not depicted in the table above, FLRA assumes FY 2009 total obligation 

authority of $23.900 million, pending OMB and congressional approval to use $1.226 million in FY 2008 lapsed balances to fund FY 2009 

infrastructure and case management contracts.

Notes Concerning Detailed Budget Object Classification Lines: 

Object Classes 11.0 and 12.0: The FY 2010 request includes funds necessary to annualize the FY 2009 pay raise and cover the projected 

two percent FY 2010 pay increase. Benefits includes estimates for Transit Subsidy ($150K) and Workers' Compensation ($113K). However,

the amount does not include a projected $41K increase in the Transit Subsidy should the FLRA choose to increase benefits in accordance

with the American Recovery and Reinvestment Act of 2009.

Object Class 23.1: The $134,000 increase in GSA rental payments is based on GSA's most current estimate of FLRA costs for its

existing space, plus $17,500 for a courtroom to accommodate hearings.

Object Class 25.0: The $91,000 reduction in Other Services mainly reflects non-recurral of a one-time FY 2009 contract for phone system/video 

teleconferencing upgrades (-$43,000) and a reduction in the accounting services contract with the Department of Interior (-$22,000).

 The balance of the reduction (-$26,000) is attributable to a reduction in the infrastructure contract for services that are not required in FY 2010.

Object Classes 26.0 and 31.0: The $72,000 adjustment between supplies and equipment nets to zero and it reflects the FLRA's projection of actual

supply and equipment utilization.

 Budget Object Classification of Obligations

-2 - 
FY 2010 PERFORMANCE BUDGET SNAPSHOT

Federal Labor Relations Authority

FY 2010 Budget by Program 

(in thousands of dollars)

% BA

$ FTE $ FTE (less Reimb) $ FTE

12,853 56 13,638 63 55.06% $785 7

689 4 832 6 3.35% $143 2

9,132 64 10,303 73 41.59% $1,171 9

Total FLRA 22,674 124 24,773 142 100% 2,099 18

FY 2009 Enacted FY 2010 Estimate Increase/Decrease

FLRA- OGC

Program

FLRA - AUTHORITY

FLRA - FSIP

The Federal Labor Relations Authority’s (FLRA) FY 2010 budget request of $24,773,000 is $2,099,000 

(9.26%) above the FY 2009 enacted budget. The $24,773,000 request will support 142 full-time 

equivalents (FTEs) to begin to rebuild agency infrastructure and staffing levels, and begin to reduce the 

agency’s case backlog. Personnel costs account for approximately 80 percent of the FLRA’s total budget. 

 Consequently, any shortfall in staffing costs directly affects the FLRA’s ability to fulfill its statutory 

mission through issuance of timely quality decisions to resolve disputes, in accordance with FLRA’s 

performance goals. 

The FY 2010 budget request of $24,773,000 is based on the following assumptions: 

• Case intake will remain at projected FY 2009 levels. 

• Case backlog at the adjudicatory stage, currently approximately 400, will grow by no more than 

70 cases during FY 2009. 

• Case backlog will be addressed, and ultimately reduced, by developing a Corrective Action Plan 

(CAP) aligned with FY2010 strategic and performance goals. 

• FLRA statutory mission and jurisdiction will remain unchanged. 

• Attrition will be lower than in previous years. 

Federal Labor Relations Authority

Summary of Reimbursable Resources

(Dollars in Thousands)

FY 2008 Actual 2009 Revised Estimate 2010 Estimate Increase/Decrease

Amount Amount Amount Amount

 21 50 --- 50 --- --- 

Total Budgetary Resources --- --- 21 --- --- 50 --- --- 50 --- --- --- 

Explanation of Increase/Decrease:

Offsetting collections are for reimbursable travel expenses recouped from other Federal Agencies for whom FLRA employees conduct training. Most commonly, training is provided 

 on: (1) case law and procedures concerning unfair labor practice (ULP) cases and representation cases (REP) filed under the Federal Service Labor-Management Relations Statute 

and (2) mediation, interest-based bargaining, conflict resolution and facilitation.

-3 - 
FEDERAL LABOR RELATIONS AUTHORITY 

BUDGET AUTHORITY & STAFFING BY ACTIVITY 

OFFICE OF THE CHAIRMAN (POPE) 3 398 10 1,108 10 1,369

OFFICE OF THE MEMBER (BECK) 3 559 9 1,100 8 1,093

OFFICE OF THE MEMBER (VACANT) 1 139 4 567 9 1,068

OFFICE OF THE EXECUTIVE 

DIRECTOR 1 346 1 89 1 178

OFFICE OF POLICY & PERFORMANCE 

MGMT 1 6 1 206 1 199

OFFICE OF CASE ADJUDICATION 159----

CASE INTAKE & PUBLICATION 5 515 6 604 6 623

CASE PRODUCTION 11 1,305----

OFFICE OF THE INSPECTOR GEN. 2 320 2 337 2 367

OFFICE OF ADMIN. LAW JUDGES 6 1,070 6 1,066 6 1,103

OFFICE OF THE SOLICITOR 6 777 6 790 6 953

HUMAN RESOURCES 1 488 1 477 2 599

BUDGET & FINANCE DIVISION 3 961 3 1,071 4 1,280

INFO. RESOURCES MGMT. DIV. 3 2,634 3 1,564 4 1,027

ADMINISTRATIVE SVCS. DIV. 4 2,847 4 3,874 4 3,779

TOTAL AUTHORITY 51 12,424 56 12,853 63 13,638

FED. SERV. IMPASSES PANEL 5 736 4 689 6 832

TOTAL FSIP 5 736 4 689 6 832

OFFICE OF GENERAL COUNSEL 3 591 4 689 9 1,205

ATLANTA REGIONAL OFFICE 9 1,233 8 1,123 9 1,130

BOSTON REGIONAL OFFICE 7 1,182 7 974 8 1,136

CHICAGO REGIONAL OFFICE 11 1,621 11 1,569 12 1,718

DALLAS REGIONAL OFFICE 8 1,224 8 1,055 8 1,110

DENVER REGIONAL OFFICE 7 1,370 7 1,059 8 1,198

SAN FRAN. REGIONAL OFFICE 12 1,916 12 1,856 12 1,982

WASH. REGIONAL OFFICE 6 685 7 807 7 824

TOTAL OGC 63 9,822 64 9,132 73 10,303

DIRECT BUDGET AUTHORITY 119 22,982 124 22,674 142 24,773

REIMBURSABLES - 21 - 50 - 50

TOTAL, BUDGET AUTHORITY 119 23,003 124 22,724 142 24,823

-CORRECTED COPYFLRA ACTIVITY

FY 2008

 Actual

$000

FY 2009 Enacted

$000

FY 2010 President’s 

Request

$000

-4 - 
-5 - 

AN OVERVIEW OF THE FLRA

Introduction

The Federal Labor Relations Authority (FLRA) 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).1

 The Statute, which is modeled after the National Labor Relations Act

(NLRA), applicable to the private sector, allows certain non-postal federal employees to organize, bargain 

collectively, and participate through labor organizations of their choice in decisions affecting their working 

lives. The Statute defines and provides mechanisms for enforcement of the rights of Federal employees, labor 

organizations, and agencies so as to reflect the public interest demand for the highest standards of employee 

performance and the efficient accomplishment of the operations of the Government.2 

FLRA Mission, Administration, and Structure

All proceedings before the FLRA originate from filings by Federal employees, Federal agencies, or Federal 

labor organizations. The FLRA mission is to carry out five (5) primary statutory responsibilities as efficiently 

as possible and in a manner that gives full effect to the rights afforded under the Statute. These 

responsibilities: 

1. determining the appropriateness of units for labor organization representation;

2. investigating charges of, as well as prosecuting and resolving complaints of, unfair labor 

practices;

3. adjudicating exceptions to arbitrators’ awards; 

4. adjudicating legal issues relating to the duty to bargain (i.e., negotiability); and 

5. resolving impasses during negotiations. 

The FLRA conducts its case processing activities through three components: the Authority (which 

encompasses the three Member offices including the case-processing functions of the Office of the 

Chairman); the Office of the General Counsel (which includes seven regional offices); and the Federal 

Service Impasses Panel. Presidential appointees head all three components.3

 The three-Member Authority 

appoints Administrative Law Judges (ALJs) to hear and prepare decisions in cases involving alleged unfair 

labor practices, as well as decisions involving applications for attorney fees filed pursuant to the Back Pay Act

or the Equal Access to Justice Act. The FLRA also provides full staff support to two other organizations - - 

the Foreign Service Impasse Disputes Panel and the Foreign Service Labor Relations Board.

4

 

Each FLRA component exercises statutorily independent responsibilities, either prosecutorial or adjudicative. 

1

 Public Law 95-454, 5 U.S.C. § 7101 et seq. 2

 See generally 5 U.S.C. § 7101(a)(2). 

3

 The Authority Members are full-time Presidential appointees, subject to Senate confirmation, and serve five-year terms. 

 The General Counsel, also a full-time Presidential appointee confirmed by the Senate, serves a five-year term at the 

pleasure of the President. The Panel Members are part-time, appointed by the President (without Senate confirmation), 

and also serve at the pleasure of the President.

4 Created by the Foreign Service Act of 1980, the FSIDP is a five-member board, chaired by the FLRA Chairman that 

resolves bargaining impasses between Federal agencies and Foreign Service personnel. Under the same Act, the threemember FSLRB administers the labor-management relations program for covered Foreign Service employees.
The FLRA’s annual congressional appropriation is a single line item. The immediate staffs of Authority 

Members, the General Counsel of the Authority, and the Federal Service Impasses Panel are under the 

general, day-to-day, supervision of their respective Members or component head. The Authority, General 

Counsel, and FSIP maintain their respective headquarters offices at a common site in Washington, DC. The 

Office of the General Counsel also maintains a network of seven regional offices and one satellite office in the 

following locations: Atlanta, GA; Boston, MA; Chicago, IL; Dallas, TX; Denver, CO; San Francisco, 

CA (one two-person satellite office is located in Santa Ana, CA); and Washington, DC. 

Although the FLRA components have distinct roles with respect to various legal proceedings, the Statute 

requires the President to designate one Authority Member to serve also as the FLRA Chairman, i.e., the 

Agency Head. The FLRA Chairman is statutorily responsible for agency-wide administrative functions such 

as purchasing; staffing, performance, and training; budgeting and finance; information technology; leasing of 

office space; and agency-wide performance management. 

The FLRA’s organization is reflected in the following chart: 

FOREIGN 

SERVICE 

LABOR 

RELATIONS 

BOARD 

FOREIGN 

SERVICE 

IMPASSE 

DISPUTES PANEL 

AUTHORIT

Y 

MEMBERS 

(2) 

FEDERAL 

SERVICE 

IMPASSES 

PANEL 

GENERAL 

COUNSEL 

CHAIRMAN’S 

CHIEF COUNSEL 

CHIEF COUNSELS 

(ONE TO EACH 

MEMBER) 

COLLABORATION 

AND 

ALTERNATIVE 

DISPUTE 

RESOLUTION 

REGIONAL 

OFFICES 

(7) 

OFFICE OF THE 

EXECUTIVE 

DIRECTOR 

OFFICE OF THE 

SOLICITOR 

OFFICE OF THE 

ADMINISTRATIV

E 

LAW JUDGES 

OFFICE OF 

POLICY AND 

PERFORMANCE 

MANAGEMENT 

OFFICE OF THE 

INSPECTOR 

GENERAL 

OFFICE OF THE 

DIRECTOR OF 

EEO COMPLAINTS 

HUMAN 

RESOURCES 

DIVISION ADMINISTRATIVE 

SERVICES 

DIVISION 

INFORMATION 

RESOURCES 

MANAGEMENT 

DIVISION 

CHAIRMAN 

BUDGET AND 

FINANCE 

DIVISION 

CASE INTAKE 

AND 

PUBLICATION 

DISCUSSION OF THE FY 2010 PERFORMANCE BUDGET

The FLRA’s FY2010 Performance plan is at Appendix A, page 34. The FY 2010 performance budget for 

the Federal Labor Relations Authority is designed to begin the process of rebuilding the agency’s 

capacity to fulfill its mission to provide leadership in establishing policies governing labor-management 

relations in the Federal sector. This capacity has been seriously diminished by three fiscal years during 

which the agency left unobligated nearly 25 percent of its appropriations (FY 2005, FY 2006, FY 2007) 

and another year (FY2008) where 10 percent of its appropriations were unobligated despite the fact that 

those monies were sorely needed to fill key positions and fund basic operations. 

-6 - 
-7 - 

The foregoing approach to the agency’s management has left the agency with a lack of resources in each 

component that is unprecedented in the agency’s nearly 30-year history – almost a 50 percent reduction in 

FTEs since FY2001. Combined with the fact that vacancies at the Presidential level have legally 

prevented two of the agency’s three components (the Office of the General Counsel and the Authority) 

from performing key statutory functions, the agency is left with severe resource deficiencies and a 

crippling backlog of cases awaiting resolution. As set forth in more detail herein, the appropriation 

request for FY2010 will permit the FLRA to begin to attack its backlog of cases and to begin to improve 

the effectiveness and efficiency of agency operations in all components and at all levels. FLRA is 

developing its case backlog reduction strategy and using a CAP to identify goals, milestones and 

indicators of progress to track its efforts (see Management Initiatives). 

The leadership and staff of the FLRA are hopeful that, with not only the requested appropriation but also 

with renewed vigor throughout the agency resulting from anticipation of regaining a leadership role in 

Federal labor-management relations, the FLRA again will be an active participant in enhancing operations 

and performance throughout the Federal Government and in improving Federal employee morale and 

productivity. 

MANAGEMENT INITIATIVES

Case Backlog Reduction Strategy 

The FLRA is developing a multi-pronged strategy to make the best use of funds to tackle the backlogs of 

cases awaiting decision by the FLRA’s Chairman and Members as well as cases awaiting investigation 

and prosecution in the FLRA’s regional offices. The following reflects current management initiatives to 

address the backlog (Several of these initiatives were in effect years ago when the agency was 

accomplishing its goals.): 

• Increase the number of attorneys staffing these functions in the Offices of the Members and the 

Office of the General Counsel. In addition, the organizational structure of the Offices of the 

Members, including the case-resolution part of the Office of the Chairman, has been restructured 

so that attorneys are now assigned to individual Members. 

• The process for reviewing cases has been modified to reinstitute a “screening team” with the 

function to identify cases susceptible to expedited processing before those cases are formally 

assigned to the Chairman and Members for processing. 

• Aggressively pursue opportunities to provide training to customers and staff. Experience shows 

that these efforts provide dividends not only in terms of labor-management disputes that are 

avoided altogether but also in terms of improved quality of the presentations by filers, which 

assists the components in more timely resolving disputes. 

• Recognize the cost-reduction and productivity benefits of telework by implementing an agency 

telework policy. If the experience of other agencies is indicative, telework should increase 

employee productivity. 

Other Management Initiatives 

• Engage in strategic planning, which has not been attempted at the FLRA in any manner inclusive 

of FLRA components and staff, in over five years. This strategic planning will permit 

Presidential and career leadership to maximize the use of existing resources as well as anticipate 

future needs. 
-8 - 

• Improve employee morale through increased communication, training, and workplace 

flexibilities. In this regard, a recent survey conducted by the Office of Personnel Management 

identified the morale of FLRA employees as the lowest of any agency, large or small, in the 

entire government. 

• Strategically manage human capital. To maintain attention and focus on strategic management of 

human capital, a new goal has been added to the FY 2010 Annual Performance Plan. To that end, 

the FLRA intends to identify, consistent with the strategic plan, where human resources are 

needed and to ensure that the resources are then reallocated as appropriate based on a sustainable 

staffing plan. The FLRA must clearly define individual performance objectives at all levels and 

in all components and work with, among others, employee representatives to design 

organizational and individual performance systems that improve agency effectiveness. 

• Explore and use all existing resources and flexibilities and technology to enhance agency 

performance. Among other things, the FLRA Chairman intends to restore to the Office of the 

General Counsel reasonable administrative and budget authority, so as to promote individual 

managers’ ability to cut through “red tape” to accomplish their work. 

• Address technology issues by implementing an enhanced electronic case tracking system and 

strengthen the agency’s IT infrastructure. 

HISTORICAL PROGRAM EVALUATION

FY 2006 - 2008 Performance Highlights 

 

The FLRA’s FY2006 - 2008 Annual Performance Plans consisted of 19 performance goals under the single 

strategic goal of the agency’s FY 2004-2009 Strategic Plan. The FLRA did not meet many of these goals, 

with lapses explainable by the loss of, and continuing vacancies concerning, key personnel, including 

experienced staff involved in dispute resolution in all components and at all levels. 

Strategic Plan Goal To resolve disputes impartially and promptly.

The FLRA addresses this goal through six performance goal categories that incorporate the objectives of each 

individual component involved in agency-wide achievement of the performance goal. These six performance 

goals are as follows: 

1. Provide timely adjudication of cases through E-filing and case tracking. 

2. Provide timely review and disposition of Unfair Labor Practice (ULP) cases. 

3. Provide timely review and disposition of Representation (REP) cases. 

4. Provide timely review and disposition of Arbitration (ARB) cases. 

5. Provide timely review and disposition of Negotiability (NEG) cases. 

6. Provide timely review and disposition of Bargaining Impasse cases. 

Detailed information on the Authority’s performance during FY 2006 – 2008, set forth at Appendix A, page 

25, is summarized below. 
-9 - 

FY 2006 

In FY 2006, the FLRA did not meet many of its performance goals. This included goals with respect to the 

processing of ULP, ARB, NEG cases. The FLRA substantially met its goals for processing REP cases. 

Similarly, the FLRA met its performance goals with respect to bargaining impasse cases. 

FY 2007 

In FY 2007, the FLRA’s performance was mixed with its respect to its performance goals. The FLRA met a 

portion of its goals for processing ULP and bargaining impasses cases. Furthermore, the FLRA partially met 

its stated goals for processing REP cases. The FLRA did not meet its performance goals for processing ARB 

and NEG cases. 

FY 2008

In FY 2008, the FLRA met a portion of its goals for processing ULP cases. The FLRA partially met its goals 

for processing REP and bargaining impasse cases. The FLRA did not meet its goals for processing ARB and 

NEG cases. 

FY 2010 PERFORMANCE GOALS AND THEIR LINKAGE TO 

THE PERFORMANCE BUDGET

Overall Means & Strategies: 

• Establish and administer procedures to narrow and settle disputes. 

• Meet established time limits for conducting investigations, conducting hearings and 

issuing decisions. 

• Establish an agency-wide telework program to obtain the productivity benefits that 

such a program has to offer. 

• Increase and strategically align staff with prioritized program and organizational 

goals, as evidenced by executive and employee performance plans. 

• Provide training opportunities for agency staff and customers. 

• Explore other operational processes, technological processes, and work methods 

that will enable to agency to meet its goals and objectives. 

 

Goal 1—Provide timely adjudication of cases through E-filing and case tracking. 

Objective: Enhance customer ease of filing cases and tracking case status through webbased case-filing systems. 

Means & Strategies: 

• Consider procurement action to build an electronic case-filing system if budget 

supports expenditure. 

• Integrate the case-filing system with existing web-based applications and implement 

on-line filing. 
-10 - 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

FY 2008 & 2010 

Percentage of process completed to take 

procurement action to build electronic 

case-filing system, integrate the system 

with existing web-based applications, and 

implement on-line filing. 

FY 2009 

A. Percentage of customers filing on-line. 

B.Percentage of customers who filed online, tracking the status of a case online.

Authority 

Authority 

0% 

0% 

0% 

10% 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Enhance customer ease of 

filing cases and tracking 

case status through webbased case-filing systems. 

Authority 

0 0 0 0 0 0 

 Subtotal, Goal 1 0 0 0 0 0 0 

The FLRA did not meet this goal in 2008 and is not on target to meet this goal in 2009. With 

regard to building an electronic case filing system, continuing personnel issues, as well as 

budgetary constraints, resulted in this project’s timeline being extended. 

At the end of FY2008, the FLRA entered into a two-year contractual agreement with 

eGlobalTech to develop and implement an internal case tracking system. The agency used FY 

2008 carry forward funds to support the first year of the contract. The development of the 

internal case tracking system will be utilized in supporting e-filing at a later date. 

Goal 2—Provide timely review and disposition of Unfair Labor Practice (ULP) cases. 

Objective: Remedy all ULP cases in a timely manner. 

Means & Strategies: 

• Establish procedures ensuring that violations are promptly and appropriately 

remedied. 

• Meet established time limit within Authority to resolve ULP cases. 
-11 - 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. Percentage of ULP charges resolved 

(issuance of a complaint, withdrawal, 

dismissal, or settlement of the charge) 

within 120 days from the date filed. 

B. FY 2008 & 2010 

Percentage of appeals decided within 60 

days of receipt of the appeal of the 

Regional Director’s dismissal of the 

charge. 

FY2009 

Percentage of goal of issuing 80% of 

sustained appeals within 60 days of 

receipt of appeal of the Regional 

Director’s dismissal of the charge. 

C. Percentage of ULP complaints receiving 

a hearing within 90 days or otherwise 

settling. 

D. FY 2008 & 2010 

Percentage of records closing and 

decisions issuing within 90 days of the 

hearing completion date. 

FY2009 

Percentage of records closing and 

decisions issuing within 60 days of the 

hearing completion date. 

E. Percentage of ULP cases clearing the 

Screening Team and being assigned to 

professional case production staff or 

being otherwise resolved within 5 

working days of the completion of filing 

requirements pursuant to FLRA 

regulations. 

F. FY 2008 

Percentage of ULP cases decided within 

120 days of assignment to professional 

case production staff. 

FY 2009 

Percentage of ULP cases decided within 

90 days of assignment to an Authority 

Member staff. 

FY 2010 

Percentage of ULP cases decided within 

180 days of assignment to an Authority 

Member staff. 

OGC 

OGC 

OGC/OALJ 

OALJ 

Authority/Case 

Intake & 

Publication 

Authority 

48% 

19% 

100% 

100% 

25% 

0% 

70% 

0% 

90% 

50% 

75% 

0% 

75% 

80% 

100% 

100% 

100% 

20% 
-12 - 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 Actual FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

OGC 50.40 7,857.60 51.20 7,305.60 58.40 8,243.20 

OALJ 6.00 1,070.00 6.00 1,066.00 6.00 1,103.00 

Remedy all ULP cases in 

a timely manner.

Authority 6.63 1,615.12 7.28 1670.89 8.55 1,880.25 

 Subtotal, Goal 2 63.03 10,542.72 64.48 10,042.49 72.95 11,226.45 

The FLRA partially met the stated performance goals for FY 2008. Three FLRA components are involved 

with processing ULP cases: 

Office of General Counsel (OGC) 

In 2008, OGC did not meet its goal of resolving all ULP charges within 120 days of the date filed. However, 

the OGC closed 543 more charges in FY 2008 than it closed in FY 2007. This amounts to a 13.3% increase 

in productivity. This productivity increase was achieved even though the OGC was without a General 

Counsel for the last seven months of the fiscal year. 

The OGC is not on target to meet its goals for 2009 primarily because the General Counsel position remains 

vacant. Additionally, a lack of staffing and budgetary resources has resulted in a diminished level of services 

to customers. 

The agency will add additional resources to the OGC in FY 2010. An increase in key staff positions will have 

a direct impact on the agency’s investigation and adjudication of ULP cases. 

Office of Administrative Law Judges (OALJ) 

The OALJ met its goals for FY2008. 

In 2009, the work of the OALJ has been significantly affected by the lack of a General Counsel as complaints 

cannot be issued without a General Counsel. A backlog of more than 275 cases exists as to which a decision 

to issue a complaint has been deferred. 

 It is anticipated that the OALJ will hold hearings in accordance with OALJ performance goals. 

Authority 

The Authority did not meet its FY 2008 performance goals. During FY 2008, the Authority received 11 ULP 

cases, which, in addition to the 34 pending cases produced a caseload of 45 ULP cases. The Authority closed 

15 ULP cases. The Authority’s performance with respect to its goals in this area is primarily attributable to 

loss of staff in, and unfilled vacancies concerning, key executive, supervisory, and nonsupervisory positions. 

In addition, the Authority’s previous Chairman resigned in July 2008. As a consequence, the Authority 

lacked a quorum for the remainder of the last quarter; the Authority also had only two Members for much of 

the year. 

The Authority is not on track to achieve its FY 2009 performance goals. These goals, which were both 

established without input from agency staff and not communicated to staff until mid-way through the fiscal 

year, are largely unattainable. However, the Authority has hired two additional attorneys and will manage 

budget resources to hire more. Additionally, the agency has taken steps to reconfigure its adjudicatory 

structure to result in more effective and efficient decision-making. 
-13 - 

The Authority’s principal performance goal for FY 2010 has been adjusted, setting as a target the issuance of 

ULP cases decisions within 180 days of assignment to an Authority Member staff. This adjustment will allow 

the Authority to realistically reflect the fact that in FY 2010, the Authority will be focusing on reducing its 

backlog of cases. In FY 2010, the agency will add additional case writing attorneys to the Authority. The 

increase in attorneys will have a direct impact on the agency’s ability to issue decisions on exceptions filed in 

ULP cases. Further, the additional resources will permit the Authority to reverse the trend of a growing 

backlog of cases and will result in a reduction in the Authority’s case backlog for the first time in a number of 

years. In fact, FY 2010 will be the first in many years in which the agency begins to diminish its backlog. 

Goal 3—Provide timely review and disposition of Representation (REP) cases. 

Objective: Review all REP cases in a timely manner. 

Means & Strategies: 

• Reconfigure the Authority’s adjudicatory structure to ensure that adjudicatory staff 

is supervised and managed in the most effective manner. 

• Examine the agency’s investigatory and adjudicatory procedures to identify 

opportunities to streamline those procedures and increase efficiency. 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. FY 2008 

Percentage of Decisions & Orders 

issued, or withdrawals of petitions 

approved, within 110 days of filing of 

petition with the OGC, where no 

election or hearing is necessary. 

FY 2009 

Percentage of Decisions & Orders 

issued, or withdrawals of petitions 

approved, within 90 days of filing of 

petition with the OGC, where no 

election or hearing is necessary. 

FY 2010 

Percentage of REP cases resolved by 

withdrawal of petition, conducting of 

election, or issuance of a Decision & 

Order, within 120 days of filing of the 

petition. 

B. FY 2008 & 2009 

Percentage of elections held within 90 

days from the date of filing of petition 

with the OGC, where no hearing is 

necessary. 

C. FY 2008 & 2009 

Percentage of D&Os issued in REP 

cases within 180 days, where a hearing 

is necessary. 

OGC 

OGC 

OGC 

74% 

59% 

24% 

65% 

55% 

25% 

70% 
-14 - 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

D. Percentage of REP cases assigned to 

professional case production staff, or 

otherwise disposed of, within 2 work 

days of completion of filing 

requirements pursuant to FLRA 

regulations. 

E.FY 2008 & 2010

Percentage of REP cases in which a 

decision whether to grant review issued 

by day 60 and a final decision issued by 

day 90, upon assignment to professional 

case production staff. 

FY 2009 

Percentage of REP cases in which a 

decision whether to grant review issued 

within 50 days of assignment to an 

Authority Member staff.

Authority/Case 

Intake & 

Publication 

Authority 

60% 

86% 

80% 

15% 

100% 

90% 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Review all REP cases in a OGC 12.60 1,964.40 12.80 1,826.40 14.60 2,060.80 

timely manner.

Authority 4.59 1,118.16 5.04 1,156.77 5.70 1,253.50 

 Subtotal, Goal 3 17.19 3,082.56 17.84 2,983.17 20.30 3,314.30 

The FLRA partially met the stated performance goals for FY 2008. Two FLRA components are involved 

with processing REP cases: 

Office of General Counsel 

In 2008, the OGC did not meet its three performance goals for processing REP cases. However, the OGC

improved its performance with regard to two of the goals. This improvement is attributable to an OGC-wide 

focus on processing REP cases in a more timely and efficient manner. 

In FY 2009, the OGC REP case processing function continued to be affected by staffing limitations. 

The agency will add additional resources to the OGC in FY 2010. An increase in key staff positions will have 

a direct impact on the agency’s handling of REP cases. The agency has established a new, unitary goal for 

processing REP cases that will more effectively focus on the timely resolution of the OGC’s REP case 

workload. It is anticipated that this new goal will facilitate the OGC’s efforts to meet its responsibilities in 

handling REP cases. 

Authority 

The Authority substantially met its stated performance goals for processing REP cases during FY 2008. 

During FY 2008, the Authority received 14 REP cases, which, in addition to the 4 pending cases, produced a 

caseload of 18 REP cases. The Authority closed 15 REP cases. In this regard, REP cases are given priority in 

case processing because there is a statutory requirement to take action in these cases within 60 days of filing. 

 
-15 - 

In FY 2009, the Authority is still on track to substantially meet its stated goals for processing REP cases. 

In FY 2010, the Authority will continue to prioritize REP cases to meet its statutory issuance 

requirements and will meet its case processing goals. 

Goal 4—Provide timely review and disposition of Arbitration (ARB) cases. 

Objective: Remedy all ARB cases in a timely manner. 

Means & Strategies: 

• Meet established time limits within which exceptions shall be screened to identify 

cases for expedited treatment. 

• Examine the agency’s adjudicatory procedures to identify opportunities to 

streamline those procedures and increase efficiency. 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. Percentage of ARB cases that clear the 

Screening Team and are assigned to 

professional case production staff, or are 

otherwise resolved, within 5 work days 

of completion of filing requirements 

pursuant to FLRA regulations. 

B. FY 2008 

Percentage of ARB cases decided within 

120 days of assignment to professional 

case production staff. 

FY 2009 

Percentage of ARB cases decided within 

90 days of assignment to an Authority 

Member staff. 

FY 2010 

Percentage of ARB cases decided within 

180 days of assignment to an Authority 

Member staff.

Authority 

Authority 

14% 

0% 

75% 

15% 

100% 

20% 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Remedy all ARB cases in 

a timely manner.

Authority 28.05 6,881.65 30.80 7,159.92 33.20 7,301.09 

 Subtotal, Goal 4 28.05 6,881.65 30.80 7,159.92 33.20 7,301.09 

The FLRA did not meet either performance goal for processing ARB cases. During FY 2008, the Authority 

received 126 ARB cases which, in addition to the 214 pending cases, produced a caseload of 340 ARB cases. 
-16 - 

 The Authority closed 44 ARB cases. The Authority’s performance with respect to its goals in this area is 

primarily attributable to loss of staff. 

The Authority is not on track to achieve its 2009 performance goals. As set forth above, these goals are 

largely unattainable. 

The agency’s principal performance goal for FY 2010 has been adjusted, setting as a target the issuance 

of ARB case decisions within 180 days of assignment to an Authority Member staff. As set forth above, 

this adjustment will allow the Authority to realistically reflect the fact that in FY 2010, the Authority will 

be focusing on reducing its backlog of cases. 

Goal 5—Provide timely review and disposition of Negotiability (NEG) cases. 

Objective: Review all NEG cases in a timely manner. 

Means & Strategies: 

• Meet established time limits within which petitions shall be screened. 

• Examine the agency’s adjudicatory procedures to identify opportunities to 

streamline those procedures and increase efficiency. 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. Percentage of NEG cases that clear the 

Screening Team and are assigned to 

professional case production staff, or are 

otherwise disposed of, within 5 work 

days of completion of filing 

requirements pursuant to FLRA 

regulations. 

B. FY 2008 

Percentage of NEG cases decided within 

120 days of assignment to professional 

case production staff (reflecting 

reasonable time for a post-petition 

conference). 

FY 2009 

Percentage of NEG cases decided within 

100 days of assignment to an Authority 

Member staff (reflecting reasonable 

time for a post-petition conference). 

FY 2010 

Percentage of NEG cases decided within 

180 days of assignment to an Authority 

Member staff (reflecting reasonable 

time for a post-petition conference).

Authority 

Authority 

34% 

0% 

75% 

15% 

100% 

20% 
-17 - 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Review all NEG cases in 

a timely manner.

Authority 6.12 1,739.36 7.28 1,799.42 8.55 1,880.25 

 Subtotal, Goal 5 6.12 1,739.36 7.28 1,799.42 8.55 1,880.25 

In FY 2008, the FLRA did not meet either performance goal for processing NEG cases. During FY 2008, the 

Authority received 38 Negotiability (NEG) cases, which, in addition to the 40 cases pending at the beginning 

of the year, produced a caseload of 78 NEG cases. The Authority closed 30 cases. The Authority’s 

performance with respect to its goals in this area is primarily attributable to loss of staff. 

The Authority is not on track to achieve its FY 2009 performance goals. As set forth above, these goals are 

largely unattainable. 

The agency’s principal performance goal for FY 2010 has been adjusted, setting as a target the issuance of 

NEG case decisions within 180 days of assignment to an Authority Member staff. As set forth above, this 

adjustment will allow the Authority to realistically reflect the fact that in FY 2010, the Authority will be 

focusing on reducing its backlog of cases. 

Goal 6—Provide timely review and disposition of Bargaining Impasse (FSIP) cases. 

Objective: Review all FSIP cases in a timely manner. 

Means & Strategies: 

• Examine the FSIP’s procedures for resolving impasses to identify opportunities to 

streamline those procedures and increase efficiency. 

Measure Component/

Office 

FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. Percentage of cases in which the Panel 

asserted jurisdiction or declined to assert 

jurisdiction within 90 days of the 

completion of filing requirements 

pursuant to FSIP regulations.. 

B. Percentage of cases that close within 20 

days of the Panel’s determination to 

decline jurisdiction, or of the party/ies’ 

request/s to withdraw. 

C. Percentage of cases in which the 

substantive case record closed within 

120 days of the Panel’s assertion of 

jurisdiction over the parties’ request for 

assistance. 

D. Percentage of cases that the Panel 

closed within 30 days of the Panel’s 

resolution through a Decision and Order 

or otherwise.

FSIP 

FSIP 

FSIP 

FSIP 

79% 

98% 

93% 

76% 

79% 

98% 

93% 

76% 

79% 

98% 

93% 

76% 
-18 - 

Budgetary Resources 

 Measure Component/ 

Office 

FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Review all FSIP cases in 

a timely manner.

FSIP 5.00 736.00 4 689.00 6.00 832.00 

Subtotal, Goal 6 5.00 736.00 4 689.00 6.00 832.00 

In FY 2008, the FLRA met two of the four performance goals for processing Bargaining Impasse 

Cases. The FSIP is on target to meet its FY 2009 goals. In FY 2010 the FLRA will add additional 

resources to the FSIP so that it will continue to meet its goals. 

Goal 7 - Develop, strategically deploy and manage FLRA’s human resources to meet 

program and organizational performance goals. 

Objective: Recruit, develop, and retain a multi-skilled, well-trained, highly performing, 

culturally diverse workforce that meets program needs and is collaboratively involved in 

workforce matters. 

Means & Strategies: 

• Build and maintain collaborative internal labor-management relations. 

• Promote effective organizational and individual performance through performance 

appraisals and awards that are linked to agency goals, increased training and 

upward mobility opportunities. 

• Review, revise, and implement internal agency policy instructions based on 

collaborative efforts of management and employees. 

• Examine and implement employee benefit programs -- e.g., travel gain-sharing and 

student loan repayment programs -- where resources are available. 

• Collaboratively engage in long-term agency strategic planning. 

• Increase agency-wide communication, informing agency management and 

employees of all components of agency issues and decisions where appropriate. 

• Restore reasonable administrative and budget authority to the Office of the General 

Counsel.

Measure Component FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

A. FY 2010 

Percentage of number of required 

internal workgroups established to 

address technology issues, strategic 

planning, and other agency and 

workforce issues. 

B. FY 2010 

Percentage by which reported employee 

job satisfaction is increased to approach 

the agency’s objective. 

Authority, 

Office of the 

Executive 

Director, 

Office of 

Policy and 

Performance 

Management, 

OGC, FSIP 

50% 

50% 
-19 - 

Measure Component FY 2008 

 Result 

FY 2009 

Target 

FY 2010 

Target 

C. FY 2010 

Percentage of internal FLRA policy 

instructions updated and issued. 

D. FY 2010 

Percentage by which agency staffing 

meets funded FTE level. 

50% 

100% 

Budgetary Resources 

 Measure Component FY 2008 

Actual 

FY 2009 Enacted FY 2010 

 Request 

FTE $ (000) FTE $ (000) FTE $ (000) 

Recruit, develop, and 

retain a multi-skilled, 

well-trained, highly 

performing, culturally 

diverse workforce that 

meets program goals and 

is collaboratively 

involved in workforce 

matters. 

Authority, Office 

of the Executive 

Director, Office of 

Policy and 

Performance 

Management, 

OGC, FSIP 

N/A N/A N/A N/A 1.00 219.91 

Subtotal, Goal 7 1.00 219.91 

Total, Goals 1 through 7 119 22,982 124 22,674 142 24,773 

Goal 7, while appearing as a “new” performance goal for FY 2010, actually represents the 

reestablishment of a goal that was eliminated from the FLRA’s performance goals in 2004 by the 

prior Administration. The goal, which attempts to capture and measure the FLRA’s other 

management initiatives described in more detail above, is focused on addressing the FLRA’s 

serious human capital needs. After years of inattention and neglect, the FLRA is committed to 

taking concrete steps to rebuild its workforce by working collaboratively with employees and 

their representatives at all levels to promote effective organizational and individual 

performance. The FLRA recognizes that by investing in human capital -- through, among other 

things, training, promotional opportunities, benefit programs and staffing -- and by increasing 

communication and opportunities for employee involvement in workplace issues, employee 

performance and morale will be maximized.

 
-20 - 

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-21 - 

MISCELLANEOUS EXHIBITS – APPENDIX A
Federal Labor Relations Authority

Staffing Summary

Full-Time Equivalent (FTE) by Grade

(Actual Dollars)

2008 2009 2010 2009 to 2010

EOY Actual Enacted Request Change

Grades and Salary Ranges FTE FTE FTE Total

Total, EX 1 3 4 1

Executive level I

Executive level II ---

Executive level III ---

Executive level IV 1 1 ---

Executive level V 1 2 3 1

Total, SES 8 9 15 6

SL 2 2 1 (1)

Total, AL 4 4 4

AL-1 ---

AL-2 1 1 1 ---

AL-3 3 3 3 ---

GS-15 15 17 19 2

GS-14 33 33 33 ---

GS-13 22 22 20 (2)

GS-12 5 6 5 (1)

GS-11 12 12 23 11

GS-10 2 2 3 1

GS-9 7 7 8 1

GS-8 3 2 3 1

GS-7 4 4 3 (1)

GS-6 1 1 1 ---

GS-5 ---

GS-4 ---

GS-3 ---

GS-2 ---

Other Graded Positions ---

Ungraded Positions ---

Full-Time Equivalent Usage 119 124 142 18

Total Permanent Employment 121 141 156 15

Average Salary - FLRA 94,533 111,844 114,198 $ 2,354

Average ES Level Range Range Range

Average ES Salary $ 151,165 $ 154,502 $ 153,062 $ (1,440)

Average EX Level 5 5 5 -

Average EX Salary $ 139,600 $ 145,925 $ 148,844 $ 2,919

Average SL Level Range Range Range

Average SL Salary $ 147,983 $ 155,059 $ 164,612 $ 9,553

Average AL level Range Range Range

Average AL Salary $ 158,500 $ 162,900 $ 166,158 $ 3,258

Average GS Grade 14 14 -

Average GS Salary 91,571 104,516 102,877 $ (1,639)

*There are several Federal Service Impasses Panel employees who work intermittently and account for only a small percentage of one FTE.

-22 - 
WORKLOAD STATISTICS

FY 2008 Workload Highlights 

 

The FY 2008 workload, as compared to previous year workloads, is presented below, listing type of case and 

each component that handles/may handle the case. 

Unfair Labor Practice Caseload 

Office of the General Counsel (OGC)

Unfair Labor Practice (ULP) cases enter the FLRA through the Office of the General Counsel of the Authority 

(OGC) as a charge. Regional Office OGC staff investigate the charges filed. If there is a potential violation 

of the Statute, the Regional Director will issue a complaint. The OGC will then prosecute the complaint 

before an Administrative Law Judge (ALJ). At the end of FY2008, there were approximately 150 additional 

charges pending in Regional Offices as to which a decision to issue a complaint was deferred until a new 

General Counsel is appointed.

 FY2004 FY2005 FY2006 FY2007 FY2008 

Charges pending, 

 start of year 1,165 914 1,164 1,705 2,300 

Charges Filed 4,551 4,036 4,788 4,677 3,569

Total Charges 5,716 4,950 5,952 6,382 5,869 

Charges Closed: 

Charges Withdrawn/ 

 Settled 3,272 2,758 2,979 2,920 2,648 

Charges Dismissed 1,250 952 1,008 1,038 1,941 

Complaints Issued 297 86 271 134 ___46

Total Charges Closed 4,819 3,796 4,258 4,092 4,635* 

Charges Pending, 

 end of year** 914 1,164 1,705 2,300 1,237 

* This number does not include approximately 150 charges as to which a decision to issue a complaint was deferred until the 

appointment of a new General Counsel. 

** Statistics for FY 2004 through 2007 have been corrected where inaccuracies have been identified. The columns set forth above 

are not additive in all instances due to the existence of certain secondary actions that affect the number of charges settled and 

complaints issued. 

The ULP charges filed during FY 2008, by Regional Office, were as follows: 

Region (FY 2008) ULP CHARGES filed 

Atlanta 468 

Boston 424 

Chicago 666 

Dallas 557 

Denver 398 

San Francisco 494 

Washington 562 

TOTAL 3569 

-23 - 
Office of Administrative Law Judges

Upon issuance of a complaint, the ULP case proceeds to the Office of Administrative Law Judges (OALJ) 

where it may settle prior to or at the hearing, or be closed by decision. The reduction in the OALJ’s workload 

for FY 2008 resulted from a General Counsel vacancy during the last seven months of the fiscal year and does 

not reflect a permanent situation. 

 

 FY2004 FY2005 FY2006 FY2007 FY2008 

Cases Pending, 

start of year 167 118 18 32 25 

Case Intake 298 88 271 134 46

Total Caseload 465 206 289 166 71 

Case Closings: 

 Cases closed before hearing 281 134 216 114 59 

 Cases closed at hearing 1 0 2 0 0 

 Cases closed by decision 65 54 39 27 12 

Total Case Closings 347 188 257 141 71 

Cases Pending, 

End of Year 

 Awaiting Hearing 83 3 25 19 0 

 Awaiting Decision 35 15 7 6 0

Total Cases Pending, 

end of year 118 18 32 25 0 

Authority 

After the OALJ renders a ULP decision, the parties may file exceptions with the Authority for review of that 

decision. 

 FY2004 FY2005 FY2006 FY2007 FY2008 

Cases Pending, 

 start of year 24 19 16 21 34 

Case Intake 49 52 38 26 11

Total ULP Caseload 73 71 54 47 45 

Case Closings 

 Procedural 36 32 25 13 9 

 Merits 18 23 8 0 6

Total ULP Closings 54 55 33 13 15 

ULPs pending, end of year 19 16 21 34 30 

Representation (REP) Caseload 

Office of the General Counsel

Although the Representation (REP) caseload has remained fairly constant in the Office of General Counsel

during the past several fiscal years, FY2008 saw a continuation of the OGC’s significant productivity gains 

achieved on FY2007, with the OGC again closing over 300 REP cases. 

 FY2004 FY2005 FY2006 FY2007 FY2008 

Petitions Pending, start of year 153 119 123 160 156 

Petitions Filed 347 285 276 297 289

Total Petitions 500 404 399 457 445 

Petitions Closed 

 Petitions Withdrawn 130 121 99 136 132 

 Merit Determinations 251 160 140 165 173

Total Petitions Closed 381 281 230 301 305 

Petitions Pending, end of year 119 123 159 156 140* 

* Statistics for FY 2004 through 2007 have been corrected where inaccuracies have been identified. 

-24 - 
-25 - 

Authority 

Within the Authority, unlike other types of cases, there is a statutory time requirement to complete a REP 

case. Such cases are given priority in order to meet the statutory requirement. 

 FY2004 FY2005 FY2006 FY2007 FY2008 

Cases Pending, start of year 1 1 1 1 4 

Case Intake 7 11 12 13 14

Total REP Caseload 8 12 13 14 18 

Case Closings 

 Procedural 0 1 1 0 1 

 Merits 7 10 11 10 14

Total REP Closings 7 11 12 10 15 

REPs pending, end of year 1 1 1 4 3 

Arbitration (ARB) Caseload 

 

FY2004 FY2005 FY2006 FY2007 FY2008 

Cases Pending, start of year 79 62 58 108 216 

Case Intake 159 138 136 162 126 

Total ARB Caseload 238 200 194 270 342 

Case Closings 

 Procedural 32 18 13 18 12 

 Merits 144 124 73 36 32

Total ARB Closings 176 142 86 54 44 

ARBs pending, end of year 62 58 108 216 298 

Negotiability (NEG) Caseload

 FY2004 FY2005 FY2006 FY2007 FY 2008 

Cases Pending, start of year 26 14 22 24 40 

Case Intake 49 66 68 52 38

Total NEG Caseload 75 80 90 76 78 

Case Closings 

 Procedural 40 38 53 30 22 

 Merits 21 20 13 6 8

Total Closings 61 58 66 36 30 

Cases pending, end of year 14 22 24 40 48 
-26 - 

Bargaining Impasse Caseload

The Federal Service Impasses Panel (FSIP) resolves impasses between Federal agencies and unions 

representing Federal employees arising from negotiations over conditions of employment under the Federal 

Service Labor-Management Relations Statute and the Federal Employees Flexible and Compressed Work 

Schedules Act. If bargaining between the parties, followed by mediation assistance, proves unsuccessful, the 

FSIP recommends procedures and takes action it deems necessary to resolve the impasse. 

 FY2004 FY2005 FY2006 FY 2007 FY 2008 

Cases Pending, 

start of year 61 48 45 34 23 

Impasses Received 154 146 134 115 111 

Total Caseload 215 194 179 149 134 

Impasses Resolved 167 149 145 126 112

Cases pending, 

end of year 48 45 34 23 22 
-27 - 

FLRA HISTORICAL PERFORMANCE TABLES 

____________________________________________________________________________________

Strategic Plan 

Performance Goal 1 Timely adjudication of cases through E-Filing and case tracking. 

 

FY 2008 Performance Goals 

Complete procurement action to build electronic casefiling system and integrate with existing web-based 

applications and implement on-line filing. 

Previous Goal

 

FY 2007 Goal 

Complete procurement action to build electronic casefiling system and integrate with existing web-based 

applications by end-of-fourth quarter and implement online filing. 

FY 2006 Goal 

Complete procurement action to build electronic casefiling system and integrate with existing web-based 

applications by end-of-fourth quarter and implement online filing. 

FY 2008 Actual Performance 

The FLRA did not meet this goal. However, the agency 

entered into a 2-year contract in FY2008 to provide 

services in FY2009 that will create an IT system that will 

eventually support a new case tracking system and 

E-filing. 

Previous Performance 

FY 2007 Actual 

The FLRA did not meet this goal. 

FY 2006 Actual 

The FLRA did not meet this goal.

 

______________________________________________________________________________

Strategic Plan 

Performance Goal 2 Timely review and disposition of Unfair Labor Practice (ULP) cases. 

 

Office of the General Counsel

FY 2008 Performance Goals 

C. All ULP charges will be resolved (issuance of a 

complaint, withdrawal, dismissal, or settlement of the 

charge) within 120 days from the date filed. 

D. Issue decisions on appeals within 60 days of receipt of 

the appeal of the Regional Director’s dismissal of the 

charge. 

E. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

Previous Goals

FY 2007 Performance Goals 

FY 2008 Actual Performance 

Total charges = 4,632 

Goal reached = 2,216 charges (48%) 

Total decisions = 147 

Goal reached = 134 (91%) 

Total cases = 71 

Goal reached = 71 (100%) 

Previous Performance 

FY 2007 Actual Performance 
-28 - 

Performance Goal 2 (Con’t) 

A. All ULP charges will be resolved (issuance of a 

complaint, withdrawal, dismissal, or settlement of the 

charge) within 120 days from the date filed. 

B. Issue decisions on appeals within 60 days of receipt of 

the appeal of the Regional Director’s dismissal of the 

charge. 

C. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

FY 2006 Performance Goals 

A. All ULP charges will be resolved (issuance of a 

complaint, withdrawal, dismissal, or settlement of the 

charge) within 90 days from the date filed. 

B. Issue 80% of decisions on appeals within 60 days of 

receipt of the appeal of the Regional Director’s 

dismissal of the charge. 

C. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

FY 2005 Performance Goal 

Ensure that no more than 5% of the ULP cases pending are 

over 90 days old without the issuance of a complaint, or 

without the dismissal, withdrawal, or settlement of the 

charge.

Office of the Administrative Law Judges

FY 2008 Performance Goals 

A. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

B. All records will close and a decision will issue within 

90 days of the hearing completion date. 

Previous Goals 

FY 2007 Performance Goals 

A. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

B. All records will close and a decision will issue within 

90 days of the hearing completion date. 

FY 2006 Performance Goals 

A. All ULP complaints will receive a hearing within 90 

days or be otherwise settled. 

B. Within 60 days of close of hearing, the Office of 

Administrative Law Judges will issue a decision. 

Total charges = 4,082 

Goal reached = 2,562 charges (63%) 

Total cases =287 

Goal reached = 256 (89%) 

Total cases = 138 

Goal reached = 134 (97%) 

FY 2006 Actual Performance 

Total charges = 4,239 

Goal reached = 1,914 charges (45%) 

Total cases = 581 

Goal reached = 85 (15%) 

Total cases = 246 

Goal reached = 205 (83%) 

FY 2005 Actual Performance 

24% of pending ULP charges were over 90 days old 

without the issuance of a complaint, or without the 

dismissal, withdrawal, or settlement of the charge. 

FY 2008 Actual Performance 

Total cases: 71 

Goal reached: 71 (100%) 

Total cases: 12 

Goal reached: 8 (67%) 

Previous Performance 

FY 2007 Actual Performance 

Total cases = 138 

Goal reached = 134 (97%) 

Total cases = 24 

Goal reached = 8 (33%) 

FY 2006 Actual 

Total cases = 246 

Goal reached = 205 (83%) 

Total cases = 39 

Goal reached = 10 (26%) 
-29 - 

Performance Goal 2 (Con’t) 

FY 2005 Performance Goals 

A. Ensure median age of no more than 70 days from date 

unfair labor practice complaint issued to hearing; no more 

than 10% of cases pending decision will reach hearing in 

more than 110 days. 

Authority 

FY 2008 Performance Goals 

A. Upon completion of filing requirements pursuant 

to FLRA regulations, all ULP cases will clear the 

Screening Team and be assigned to professional case 

production staff within 5 working days or be otherwise 

disposed.

B. Within 120 days of assignment to professional case 

production staff, a decision will issue.

Previous Goals 

FY 2007 Performance Goals 

A. Upon completion of filing requirements pursuant 

to FLRA regulations, all ULP cases will clear the 

Screening Team and be assigned to professional case 

production staff within 5 working days or be otherwise 

disposed.

B. Within 120 days of assignment to an Authority 

Member staff, a final ULP decision will issue.

FY 2006 Performance Goals 

A. Upon completion of filing requirements pursuant 

to FLRA regulations, all ULP cases will be assigned to an 

Authority Member staff within 5 working days or be 

otherwise disposed.

B. Within 90 days of assignment to an Authority Member 

staff, a final ULP decision will issue.

FY 2005 Performance Goal

Ensure median age of 180 days from the date the parties 

have satisfied all filing requirements with the Authority to 

the issuance of a final merits decision; and as of the end of 

the fiscal year, that no active cases pending decision are 

over one year old from the date the parties satisfied all 

filing requirements. 

FY 2005 Actual 

Median age of 93 days of cases pending from date 

complaint issued to hearing; 60% of cases pending 

decision reached hearing in more than 110 days. 

FY 2008 Actual Performance 

Total cases = 8 

Goal reached = 2 (25%) 

Total cases = 6 

Goal reached = 0 

Previous Performance

FY 2007 Actual Performance

Total cases = 17 

Goal reached = 1 (6%) 

Total cases = 0 

Goal reached = 0 

FY 2006 Actual 

Total cases = 8 

Goal reached = 0 

FY 2005 Actual 

Median age of cases was 142 days from the date all filing 

requirements were satisfied. No cases pending decision 

were over 1 year old from the date all filing requirements 

were satisfied. 
-30 - 

 

Strategic Plan 

Performance Goal 3 Provide timely review and disposition of Representation (REP) cases. 

 

Office of General Counsel

FY 2008 Performance Goals 

A. Issue Decision & Order (D&O) or approve withdrawal 

of petition within 110 days of filing of petition with 

the OGC, where no election or hearing is necessary. 

 

B. Conduct election within 90 days from the date of 

filing of petition with the OGC, where no hearing is 

necessary. 

C. Issue D&O in all REP cases in 180 days, where a 

hearing is necessary. 

Previous Goals 

FY 2007 Performance Goals

A. Issue Decision & Order (D&O) or approve withdrawal 

of petition within 110 days of filing of petition with 

the OGC, where no election or hearing is necessary. 

 

B. Conduct election within 90 days from the date of 

filing of petition with the OGC, where no hearing is 

necessary. 

C. Issue D&O in all REP cases in 180 days, where a 

hearing is necessary. 

FY 2006 Performance Goals 

A. Issue certifications in Representation cases within 110 

days of filing of petition with the OGC. 

B. 90% of all Representation elections will occur within 

60 days of filing of a petition with the OGC. 

FY 2005 Goal 

Ensure that no more than 5% of the Representation cases 

pending are over 90 days old without notice of hearing 

issued.

Authority 

FY 2008 Performance Goal

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all REP cases will be assigned to 

professional case production staff within 2 work days or be 

otherwise disposed. 

FY 2008 Actual Performance 

Total cases = 147 

Goal reached = 109 (74%) 

Total cases = 73 

Goal reached = 43 (59%) 

Total cases = 37 

Goal reached = 9 (24%) 

Previous Performance

FY 2007 Actual 

Total cases = 148 

Goal reached = 104 (70%) 

Total cases = 50 

Goal reached = 28 (56%) 

Total cases = 35 

Goal reached = 5 (14%) 

FY 2006 Actual 

Total cases = 246 

Goal reached = 149 (61%) 

Total cases = 66 

Goal reached = 62 (94%) 

FY 2005 Actual 

9% of petitions pending over 90 days old without notice of 

hearing issued. 

FY 2008 Actual Performance 

Total cases = 15 

Goal reached = 9 (60%)
-31 - 

Performance Goal 3 (Con’t) 

B. Upon assignment of a REP case to professional case 

production staff, a decision whether to grant review will 

issue by day 60 and a final decision will issue by day 90. 

Previous Goals 

FY 2007 Performance Goal 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all REP cases will be assigned to an 

Authority Member staff within 2 work days or be 

otherwise disposed. 

B. Upon assignment of a REP case to professional case to 

an Authority Member staff, a decision whether to grant 

review will issue by day 60 and a final decision will issue 

by day 90. 

FY 2006 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all REP cases will be assigned to an 

Authority Member staff within 2 work days or be 

otherwise disposed. 

B. Within 90 days of assignment of a REP case to an 

Authority Member staff, a decision whether to grant 

review and a final decision will issue. 

FY 2005 Goal 

Ensure median age of 180 days from the date the parties 

have satisfied all filing requirements with the Authority to 

the issuance of a final merits decision; and as of the end of 

the fiscal year, that no active cases pending decision are 

over one year old from the date the parties satisfied all 

filing requirements.

Total cases = 14 

Goal reached = 12 (86%) 

Previous Performance

FY 2007 Actual Performance 

Total cases = 12 

Goal reached = 7 (58%) 

Total cases = 10 

Goal reached = 8 (80%) 

FY 2006 Actual Performance 

Total cases = 12 

Goal reached = 6 (50%) 

Total cases = 11 

Goal reached = 9 (82%) 

FY 2005 Actual 

Median age of cases was 142 days from the date all 

filing requirements were satisfied. No cases pending 

decision were over 1 year old from the date all filing 

requirements were satisfied.

 

Strategic Plan 

Performance Goal 4 Provide timely review and disposition of Arbitration (ARB) cases. 

 

Authority

FY 2008 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all ARB cases will clear the Screening 

Team and be assigned to professional case production staff 

within 5 working days or be otherwise disposed. 

B. Within 120 days of assignment to professional case 

production staff, a final ARB decision will issue.

Previous Goals

FY 2007 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all ARB cases will clear the Screening 

FY 2008 Actual 

Total cases = 117 

Goal reached = 17 (14.5%) 

Total cases = 32 

Goal reached = 0 

Previous Performance

FY 2007 Actual 

Total cases = 130 
-32 - 

Performance Goal 4 (Con’t) 

Team and be assigned to an Authority Member staff within 

5 working days or be otherwise disposed. 

B. Within 120 days of assignment to an Authority 

Member staff, a final ARB decision will issue. 

FY 2006 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all ARB cases will clear the Screening 

Team and be assigned to an Authority Member staff within 

5 working days or be otherwise disposed. 

B. Within 90 days of assignment to an Authority Member 

staff, a final ARB decision will issue. 

FY 2005 Goal

Ensure median age of 180 days from the date the parties 

have satisfied all filing requirements with the Authority to 

the issuance of a final merits decision; and as of the end of 

the fiscal year, that no active cases pending decision are 

over one year old from the date the parties satisfied all 

filing requirements. 

 

Goal reached = 3 (2%) 

Total cases = 36 

Goal reached = 6 (17%) 

FY 2006 Actual 

Total cases = 120 

Goal reached = 4 (3%) 

Total cases = 73 

Goal reached = 9 (12%) 

FY 2005 Actual 

Median age of cases was 142 days from the date all filing 

requirements were satisfied. No cases pending decision 

were over 1 year old from the date all filing requirements 

were satisfied. 

 

Strategic Plan 

Performance Goal 5 Provide timely review and disposition of Negotiability (NEG) cases. 

 

Authority

FY 2008 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all NEG cases will clear the screening 

team and be assigned to professional case production staff 

within 5 working days or be otherwise disposed. 

B. Within 120 days of assignment (reflecting reasonable 

time period for a post-petition conference) to professional 

case production staff, a final NEG decision will issue. 

Previous Goals

FY 2007 Performance Goals 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all NEG cases will clear the screening 

team and be assigned to an Authority Member staff within 

5 working days or be otherwise disposed. 

B. Within 120 days of assignment (reflecting reasonable 

time period for a post-petition conference) to an Authority 

Member staff, a final NEG decision will issue. 

Performance Goal 5 (Con’t) 

FY 2008 Actual Performance 

Total cases = 15 

Goal reached = 5 (34%) 

Total cases = 9 

Goal reached = 0 

Previous Performance

FY 2007 Actual Performance 

Total cases = 12 

Goal reached = 7 (58%) 

Total cases = 6 

Goal reached = 0 
-33 - 

FY 2006 Performance Goal: 

A. Upon completion of filing requirements pursuant to 

FLRA regulations, all NEG cases will clear the screening 

team and be assigned to an Authority Member staff within 

5 working days or be otherwise disposed. 

B. Within 100 days of assignment (reflecting reasonable 

time period for a post-petition conference) to an Authority 

Member staff, a final NEG decision will issue. 

FY 2005 Goal 

Ensure median age of 180 days from the date the parties 

have satisfied all filing requirements with the Authority to 

the issuance of a final merits decision; and as of the end of 

the fiscal year, that no active cases pending decision are 

over one year old from the date the parties satisfied all 

filing requirements.

FY 2006 Actual Performance 

Total cases = 19 

Goal reached = 1 (5%) 

Total cases = 13 

Goal reached = 1 (8%) 

FY 2005 Actual Performance 

Median age of cases was 142 days from the date all filing 

requirements were satisfied. No cases pending decision 

were over 1 year old from the date all filing requirements 

were satisfied. 

Strategic Plan 

Performance Goal 6 Provide timely review and disposition of Bargaining Impasse cases. 

 

Federal Service Impasses Panel

FY 2008 Performance Goals 

• Upon completion of filing requirements pursuant 

to FSIP regulations, and FMCS action, the Panel 

will assert jurisdiction or decline to assert 

jurisdiction within 90 days. 

• Cases in which the Panel declines jurisdiction or 

which a party(ies) requests to withdraw, prior to a 

jurisdictional determination, will close within 20 

days of such determination/request to withdraw. 

• The substantive case record will close within 120 

days once the Panel asserts jurisdiction over the 

parties’ request for assistance 

• Cases which the Panel resolves through a 

Decision and Order, or otherwise, will be closed 

within 30 days of the Panel’s decision. 

Previous Goals 

FY 2007 Performance Goals 

• Cases in which the Panel declines jurisdiction 

will close within 20 days of such decision. 

• Cases that are withdrawn prior to a jurisdictional 

determination by the Panel will close within 60 

days. 

Performance Goal 6 (Con’t) 

FY 2008 Actual Performance 

Total cases: 62 

Goal reached: 49 (79%) 

Total cases: 66 

Goal reached: 65 (98%) 

Total cases: 29 

Goal reached: 27 (93%) 

Total cases: 25 

Goal reached: 19 (76%) 

Previous Performance 

FY 2007 Actual Performance 

Total cases: 29 

Goal reached: 29 (100%) 

 Total cases: 49 

Goal reached: 28 (57%) 

Total cases = 33 
-34 - 

• In cases in which the Panel issues a Decision & 

Order (D&O), the record will close within 150 

days. 

FY 2006 Performance Goals

• Procedural review and jurisdictional screening 

process will be completed on all new cases within 

30 days of filing with the FSIP. Cases in which 

FSIP declines jurisdiction will close within 30 

days of such decision. 

• 90% of FSIP Decisions and Orders will issue 

within a median age of 100 days. 

FY 2005 Goal: Ensure median age of no more than 90 

days for cases where jurisdictional issues are raised and 

where jurisdiction is declined. 

Average days to closing of record = 172 days 

FY 2006 Actual Performance 

Total cases = 134 

Goal reached = 134 (100%) 

Total cases = 32 

Goal reached = 32 (100%) 

FY 2005 Actual 

Median age of 102.5 days for cases where jurisdictional 

issues were raised and jurisdiction was declined. 
-35 - 

LEGAL AUTHORITES 

The legal authorities of the Federal Labor Relations Authority are set forth in the following: 

Reorganization Plan No. 2 of 1978, consolidated the central policy-making functions in Federal labormanagement relations under the Federal Labor Relations Authority, an independent agency. Previously, 

these functions had been divided between the Federal Labor Relations Council and the Assistant 

Secretary of Labor for Labor-Management Relations. 

Civil Service Reform Act of 1978, as amended by the Civil Service Miscellaneous Amendments Act of 

1983, established the Federal labor-management relations program under a statute administered by the 

Federal Labor Relations Authority. 

Section 903 of the Civil Service Reform Act of 1978, provides permanent authorization for the Federal 

Labor Relations Authority to be appropriated “... such sums as may be necessary to carry out the 

provisions of this Act.” 

Panama Canal Act of 1979, expanded the jurisdiction of the Federal Labor Relations Authority to 

employees, including foreign nationals, of the Panama Canal Commission and U.S. agencies in the 

Panama Canal area. The jurisdiction to resolve labor-management disputes involving the Panama Canal 

Commission and other U.S. Government agencies located in what was the Canal Zone of the Republic of 

Panama, and the exclusive representatives of their employees under the Statute, ended as of July 1, 1998, 

pursuant to recent Congressional amendments to 22 U.S.C. § 3701 et seq. 

Foreign Service Act of 1980, established a labor-management relations program for the members of the 

Foreign Service and established the Foreign Service Labor Relations Board and the Foreign Service 

Impasse Disputes Panel, which are supported by the Federal Labor Relations Authority. 

Federal Employees Flexible and Compressed Work Schedules Act of 1982, as converted into permanent 

authority by the Act to Convert the Temporary Authority to Allow Federal Employees to Work on a 

Flexible or Compressed Schedule under Title 5, U.S. Code, into Permanent Authority, granted the Federal 

Service Impasses Panel jurisdiction over negotiation impasses regarding alternative work schedules. 

Section 291 of the Federal Crop Insurance Program and Department of Agriculture Reorganization Act of 

1994, Pub. L. No. 103-354, assigns the Authority specific responsibilities concerning the certification of new 

or modified bargaining units resulting from reorganizations within the Department of Agriculture. 

Presidential and Executive Office Accountability Act, Pub. L. No. 104-331, applies various civil rights, 

labor and employment laws, including Chapter 71 of U.S. Code, to employees of the Executive Office of 

the President. Section 431 of the Act requires the Federal Labor Relations Authority to promulgate 

regulations to include the newly covered employees. 
FEDERAL LABOR RELATIONS AUTHORITY 

PERFORMANCE PLAN 

FY 2010 

Mission The FLRA mission is to carry out five (5) primarily statutory responsibilities as efficiently as possible and in a manner that rights afforded under the Federal Service Labor-Management Relations Statute. These responsibilities are:  1. Investigating, prosecuting, and resolving complaints of unfair labor practice cases;  2. Determining the appropriateness of units for labor organization representation;  3. Adjudicating exceptions to arbitrators’ awards;  4. Adjudicating legal issues relating to the duty to bargain (i.e., negotiability); and  5. Resolving impasses during negotiations (bargaining impasse). Strategic Plan (FY 2010): In order to accomplish its mission, the FLRA has established the following seven (7) goals:  1. Provide timely adjudication of cases through E-filing and case tracking  2. Provide timely review and disposition of Unfair Labor Practice (ULP) cases.  3. Provide timely review and disposition of Representation (REP) cases.  4. Provide timely review and disposition of Arbitration (ARB) cases.  5. Provide timely review and disposition of Negotiability (NEG) cases.  6. Provide timely review and disposition of bargaining impasse (FSIP) cases.  7. 

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-36 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 1 - Provide timely adjudication of cases through E-filing and case tracking 

Objective: Enhance customer ease of filing cases and tracking case status through web-based case-filing systems. Outcome Measure Target Componen

Complete process to take procurement action to build electronic case-filing system with existing web-based applications, and implement on-line filing. 

Percentage of process completed. 10% Authority 

-37 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 2 - Provide timely review and disposition of Unfair Labor Practice (ULP) cas

Objective: Remedy all ULP cases in a timely manner.Outcome Measure Target Componen

A. Resolve all ULP charges (issuance of a complaint, withdrawal, dismissal, or settlement of the charge) within 120 days from the date filed. B. Issue decisions on appeals within 60 days of receipt of the appeal of the Regional Director’s dismissal of the charge. C. All ULP complaints will receive a hearing within 90 days or be otherwise settled. D. All records will close and a decision will issue within 90 days of the hearing completion date. E. Upon completion of all filing requirements pursuant to FLRA regulations, all ULP cases will clear the Screening Team and be assigned to professional case 

A. Percentage of ULP charges resolved within 120 days from the date filed. B. Percentage of decisions on appeals issued within 60 days. C. Percentage of ULP complaints receiving a hearing within 90 days or otherwise settling. D. Percentage of records closing and decisions issuing within 90 days of the hearing completion date. E. Percentage of ULP cases cleared and assigned within 5 working days. 

A. 75% B. 80% C. 100% D. 100% E. 100% 

A. OGC B. OGC C. OGC/OD. OALJ E. Author

-38 - 
Outcome Measure Target Componen

production staff within 5 working days. F. All ULP cases will be decided within 180 days of assignment to an Authority Member staff. 

F. Percentage of ULP cases decided within 180 days of assignment to an Authority Member staff. 

F. 20% F. Authori

-39 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 3 - Provide timely review and disposition of Representation (REP) cases 

Objective: Review all REP cases in a timely manner.Outcome Measure Target Componen

A. Representation cases will be resolved by withdrawal of petition, conducting of election, or issuance of Decision and Order within 120 days of filing of the petition. B. Upon completion of all filing requirements pursuant to FLRA regulations, all REP cases will be assigned to professional case production, or otherwise disposed of, within 2 work days. C. Upon assignment to an Authority Member staff, all REP cases in which a decision whether to grant review will issue by day 60 and a final decision will issue by day 90. 

A. Percentage of representation cases resolved within 120 days from the filing of the petition. B. Percentage of REP cases assigned or disposed of in 2 work days. C. Percentage of REP cases in which a decision whether to grant review issued by day 60 and a final decision issued by day 90, upon assignment to an Authority Member staff. 

A. 70% B. 100% C. 90% 

A. OGC B. AuthorC. Author

-40 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 4 - Provide timely review and disposition of Arbitration (ARB) cases 

Objective: Remedy all ARB cases in a timely manner.Outcome Measure Target Componen

A. Upon completion of all filing requirements pursuant to FLRA regulations, all ARB cases will clear the Screening Team and be assigned to professional case production staff, or otherwise resolved, within 5 work days. B. All ARB cases will be decided within 180 days of assignment to an Authority Member staff. 

A. Percentage of ARB cases cleared and assigned, or otherwise resolved, within 5 work days. B. Percentage of ARB cases decided within 180 days of assignment to an Authority Member staff. 

A. 100% B. 20% 

A. AuthorB. Author

-41 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 5 - Provide timely review and disposition of Negotiability (NEG) cases 

Objective: Review all NEG cases in a timely manner.Outcome Measure Target Componen

A. Upon completion of all filing requirements pursuant to FLRA regulations, all ARB cases will clear the Screening Team and be assigned to professional case production staff, or otherwise disposed of, within 5 work days. B. All NEG cases will be decided within 180 days of assignment to an Authority Member staff (reflecting reasonable time for a post-petition conference). 

A. Percentage of NEG cases cleared and assigned, or otherwise disposed of, within 5 work days. B. Percentage of NEG cases decided within 180 days of assignment to an Authority Member staff (reflecting reasonable time for a post-petition conference). 

A. 100% B. 20% 

A. AuthorB. Author

-42 - 
FY 2010 PERFORMANCE PLAN 

Performance Goal 6 - Provide timely review and disposition of Bargaining Impasses (FSIP) cas

Objective: Review all FSIP cases in a timely manner.

Outcome Measure Target Componen

A. Upon completion of filing requirements pursuant to FSIP regulations, and FMCS action, the Panel will assert jurisdiction or decline to assert jurisdiction within 90 days. B. Cases which the Panel declines to assert jurisdiction or which a party/ies’ request/s to withdraw, prior to a jurisdictional determination, will close within 20 days of such determination/request to withdraw. C. The substantive case record will close within 120 days once the Panel asserts jurisdiction over the parties' request for assistance. D. Cases which the Panel resolves through a Decision & Order, or otherwise, will be closed within 30 days of the Panel's decision. 

A. Percentage of cases in which the Panel asserted jurisdiction or declined to assert jurisdiction within 90 days of the completion of filing requirements. B. Percentage of cases that closed within 20 days of the Panel’s determination to decline jurisdiction, or of the party/ies’ request/s to withdraw. C. Percentage of cases in which the substantive case record closed within 120 days of the Panel’s assertion of jurisdiction over the parties’ request for assistance. D. Percentage of cases that the Panel closed within 30 days of the Panel’s resolution through a Decision and Order or otherwise. 

A. 79% B. 98% C. 93% D. 76% 

A. FSIP B. FSIP C. FSIP D. FSIP 

-43 - 
-44 - 

FY 2010 PERFORMANCE PLAN 

Performance Goal 7 - Develop, manage and utilize FLRA’s human resources to meet program needs Objective: Recruit, develop and retain a multi-skilled, well-trained, highly performing, culturally diverse workforce that m

and is collaboratively involved in workforce matters.Outcome Measure Target Componen

A. Establish collaborative internal workgroups to address agency human capital issues. B. Improve employee morale. C. Issue updated internal FLRA policy instructions. D. Increase staffing levels. 

A. Percentage of number of required internal workgroups established to address technology issues, strategic planning, and other agency and workforce issues. B. Percentage by which reported employee job satisfaction is increased to approach the agency’s objective. C. Percentage of internal FLRA policy instructions updated and issued. D. Percentage by which agency staffing meets funded FTE levels. 

A. 50% B. 50% C. 50% D. 100% 

A. AuthorDirector, OPerformanFSIP B. AuthorDirector, OPerformanFSIP C. AuthorDirector, OPerformanFSIP D. AuthorDirector, OPerformanFSIP