FEDERAL MINE SAFETY AND HEALTH REVIEW 

COMMISSION

PERFORMANCE AND 

ACCOUNTABILITY REPORT

FISCAL YEAR 2015

NOVEMBER 16, 2015
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Table of Contents

Message from the Chairman ............................................................................... 1

Management Discussion and Analysis .............................................................. 3

Overview .................................................................................................... 3

Key Challenges ........................................................................................... 6

Analysis of Financial Statements ............................................................... 6

Management Assurances ............................................................................10

Performance Section ...........................................................................................11

Administrative Law Judges Function ...........................................................11

Commission Review Function .....................................................................13

Office of Executive Director Function ..........................................................15

Financial Section .................................................................................................16

Letter from Executive Director .....................................................................16

Independent Auditors’ Reports ....................................................................17

Financial Statements and Notes .................................................................23
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Message from the Chairman

November 16, 2015

As Chairman of the Federal Mine Safety and Health Review Commission, I am pleased 

to submit the Performance and Accountability Report for Fiscal Year 2015. This report 

provides performance information in keeping with the requirements of the Government 

Performance and Results Modernization Act of 2010 and includes audited financial 

statements and accompanying documentation as mandated by the Accountability of Tax 

Dollars Act of 2002.

The Commission is an independent adjudicatory agency charged with resolving disputes 

arising from the enforcement of safety and health standards in the nation’s mines. The 

Commission provides administrative trial and appellate review of legal disputes arising 

under the Federal Mine Safety and Health Act of 1977 (Mine Act), as amended.

The Commission carries out its responsibilities through trial-level adjudication by 

administrative law judges and appellate review of judges’ decisions by a five-member 

Commission appointed by the President and confirmed by the Senate. Most cases 

involve civil penalties assessed against mine operators by the Department of Labor and 

address whether or not the alleged safety and health violations occurred and if so, the 

degree of gravity and negligence involved, so that appropriate sanctions may be 

imposed. 

The Commission has set forth the following strategic goals: 

 Strategic Goal 1: Ensure expeditious, fair, and legally sound adjudication of 

cases 

 Strategic Goal 2: Manage the Commission’s human resources, operations, 

facilities, and information technology systems to ensure a continually improving, 

effective and efficient organization

In Fiscal Year 2015, the Commission met or substantially met the performance targets 

for all three trial level goals in the Office of the Administrative Law Judges. Due to a 

concentrated effort by the Office of the Administrative Law Judges, the Commission has 

made great strides in reducing the backlog of trial level cases and decreasing the 

pendency of dispositions. The number of cases on hand has been reduced significantly 

from the high point in FY 2010. In addition, this was the fifth year that the number of 

pending trial level cases was reduced from the previous year. The Commission met two
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of the four performance targets at the Commission Review Function. In recent years, the

Commission’s appellate review function has seen a dramatic increase in the number of 

filings. The trend of parties filing this higher number of petitions for review is likely to 

continue for the foreseeable future.

We are pleased to report the independent auditor’s opinion that the financial statements 

present fairly, in all material aspects, the financial position of the Commission, and that 

no matters involving internal control were noted and that no material internal control 

weaknesses were identified. It is my assessment that the financial and performance data 

in this report is reliable and complete. 

The Commission’s mission is to provide the just, speedy, and legally sound adjudication 

of proceedings authorized under the Mine Act, thereby enhancing compliance with the 

Act and contributing to the improved health and safety of the nation’s miners. We remain 

committed to that mission. 

Mary Lu Jordan

Chairman
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Management Discussion and Analysis

OVERVIEW

MISSION

The Federal Mine Safety and Health Review Commission is an independent adjudicatory 

agency charged with resolving disputes arising from the enforcement of safety and 

health standards in the nation’s mines. Under its enabling statute, the Federal Mine 

Safety and Health Act of 1977 (Mine Act), as amended, the Commission does not 

regulate the mining industry, nor does it enforce the Mine Act; those functions are 

delegated to the Secretary of Labor acting through the Mine Safety and Health 

Administration (MSHA). The Commission’s mission is to provide just, speedy, and legally 

sound adjudication of proceedings authorized under the Mine Act, thereby enhancing 

compliance with the Act and contributing to the improved health and safety of the 

nation’s miners.

The scope of the Commission’s mission was expanded by the passage of the Mine 

Improvement and New Emergency Response Act of 2006, P.L. 109-236 (MINER Act). 

That statute amended the Mine Act and vested the Commission with the responsibility 

for resolving disputes over the contents of mine emergency plans adopted by 

underground coal mine operators and submitted to MSHA for review and approval. The 

MINER Act imposed tight deadlines on the Commission and its judges with respect to 

these proceedings and the Commission has adopted procedural rules to implement 

those deadlines.

FUNCTIONS AND PROCEDURES

The Commission carries out its responsibilities through trial-level adjudication by judges 

and appellate review of judges’ decisions by a five-member Commission appointed by 

the President and confirmed by the Senate. Most cases involve civil penalties assessed 

against mine operators by MSHA, and address whether or not the alleged safety and 

health violations occurred and if so, the degree of gravity and negligence involved. 

Other types of cases involve mine operators’ contests of mine closure orders, miners’ 

complaints of safety or health related discrimination, miners’ applications for 

compensation after a mine is idled by a closure order, and review of disputes between 

MSHA and underground coal mine operators relating to those operators’ mine 

emergency plans.
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Once a case is filed with the Commission, it is referred to the Chief Administrative Law 

Judge (Chief Judge). Thereafter, litigants in the case must submit additional filings 

before the case is assigned to a judge. To expedite the decisional process, the Chief 

Judge may rule on certain motions and, where appropriate, issue orders of settlement, 

dismissal, or default. Otherwise, once a case is assigned to an individual judge, that 

judge is responsible for the case and rules upon motions and settlement proposals. If a 

hearing is necessary, the judge schedules and presides over the hearing, and issues a 

decision based upon the record. A judge’s decision becomes a final, non-precedential 

order of the Commission unless it is accepted for review by the five-member 

Commission.

The Commission provides administrative appellate review. It may, in its discretion, 

review decisions issued by judges when requested by a litigant, or it may, on its own 

initiative, direct cases for review. The Commission’s decisions are precedential, and 

appeals from the Commission’s decisions are heard in the federal courts of appeals.

The Office of the Executive Director supports the above functions by providing budget 

and financial management, and administrative and technical services, including human 

resources and information technology, procurement and contracting, and facilities 

management.

STRATEGIC GOALS

The Commission has two strategic goals:

Strategic Goal 1: Ensure expeditious, fair, and legally sound adjudication of cases

Strategic Goal 2: Manage the Commission’s human resources, operations, facilities, and 

information technology systems to ensure a continually improving, 

effective, and efficient organization
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ORGANIZATIONAL CHART
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KEY CHALLENGES

The Commission has faced great challenges in recent years, as its trial caseload 

increased dramatically. From FY 2000 through FY 2005, the average number of new 

cases filed was 2,307 per year. Starting in FY 2006, the number of new cases filed in a 

given year increased steadily to a peak of 11,100 in FY 2010, and although decreased it 

remains at high levels. The Commission began FY 2015 with an inventory of 6,582 triallevel cases. In contrast, the average trial-level caseload from FY 2000 through FY 2004 

was only 1,379. 

The Commission has actively explored the implementation of an electronic case 

management system to increase the speed and efficiency with which cases are 

processed. A new electronic case management system procurement was fielded in FY 

2014. This system permits electronic filing, fully electronic case files, electronic 

assignment and distribution of cases, automated notifications to parties, case tracking 

and other utilities. In anticipation of this new system, the Commission had initiated pilot 

projects to increase the use of technology in case handling that helped to identify and 

ameliorate potential barriers to e-filing.

The backlog reduction activities undertaken by the Commission have been highly 

productive. In FY 2015, 7,344 cases were disposed of at the trial level. Timeliness also 

improved, and the performance goals established for the Commission’s Administrative 

Law Judges function were either met or substantially met.

In recent years, the Commission’s appellate review function has also seen a dramatic 

increase in the number of filings. The trend of parties filing this higher number of 

petitions for review is likely to continue for the foreseeable future. The scope of this 

increase in appeals is detailed later in this report in the discussion of the performance 

goals and results of the Commission Review function.

ANALYSIS OF FINANCIAL STATEMENTS

The Accountability of Tax Dollars Act of 2002 requires that the Commission’s financial 

statements be audited annually. In accordance with the Accountability of Tax Dollars 

Act of 2002, the Commission began annual audits in FY 2003. The Commission has 

received an “unmodified” opinion for each annual review conducted by an independent 

auditor. 

The Commission has contracted with the Department of the Treasury, Bureau of the 

Fiscal Service, Administrative Resource Center, for accounting services since 1998. 

The Administrative Resource Center prepared the Commission’s FY 2015 financial 
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statements, which include comparative data for FY 2014. The principal financial 

statements include the Balance Sheet, Statement of Net Cost, Statement of Changes in 

Net Position, and Statement of Budgetary Resources. 

Analysis of the Balance Sheet 

The Commission’s assets in fiscal year 2015 were $7,026,970 as of September 30, 

2015. The Fund Balance with Treasury of $6,302,016 represents the Commission’s 

largest asset as of September 30, 2015. This is an increase of approximately 7 

percent from fiscal year 2014 and represents approximately 86 percent of the agency’s 

total assets. Property, Equipment, and Software accounts for approximately 10 

percent of the Commission's total assets as of September 30, 2015. The net fixed asset 

value of $708,592 equals the cost less accumulated depreciation and represents the 

current book value of those assets. 

The Commission’s liabilities in fiscal year 2015 totaled $2,868,071 as of September 30, 

2014. This is a decrease of $991,670 from the fiscal year 2014 balance of $3,859,741. 

Accounts payable balance at September 30, 2015, was $1,076,283, a decrease of 

$881,654 from September 30, 2014. Accrued payroll liabilities, payroll taxes payable, 

and unemployment insurance increased $24,487 in 2015. Unfunded annual leave 

increased $194 in 2015 from 2014. Unfunded annual leave represents approximately 

19 percent of total agency liabilities. 

Net position is the difference between total assets and total liabilities. The total net 

position for fiscal year 2015 increased by $1,170,534 from fiscal year 2014. 

Analysis of Statement of Net Cost

The Statement of Net Cost shows the net cost of operations for the agency, and it is 

broken out between the Commission’s two major functions, Administrative Law Judges 

and Review Commission. The total net cost of operations in 2015 was $15,875,769 

which is a decrease of $1,899,996 or less than 11 percent, over the 2014 net cost of 

operations of $17,775,765. 

Analysis of the Statement of Changes in Net Position 

The Statement of Changes in Net Position reports the change in the agency’s net 

position during the reporting period. The net position consists of two components, the 

unexpended appropriations and the cumulative results of operations. The Net Position 

increased $1,170,534 in 2015 from 2014, a change of approximately 39 percent. 

Analysis of the Statement of Budgetary Resources

The Statement of Budgetary Resources presents how the budgetary resources were 

made available and the status of the budgetary resources at the end of the reporting 

period. The total budgetary resources must always equal the total status of budgetary 
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resources. For fiscal year 2015, the Commission had total budgetary resources of 

$20,372,001, which is $536,240 more than in 2014.

 
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Dollars in Thousands Increase / (Decrease)

FY 2015 FY 2014 $ %

Total Financing Sources $ 15,794 $ 17,407 $ (1,613) -9%

Less: Net Cost of Operations $ 15,876 $ 17,776 $ (1,900) -10.69%

Net Change $ (82) $ (369) $ 287 78%

Assets:

Fund Balance With Treasury $ 6,302 $ 5,912 $ 390 7%

Accounts Receivable $ 16 $ 3 $ 13 433%

Property, Equipment, and Software $ 709 $ 933 $ (224) -24%

Total Assets $ 7,027 $ 6,848 $ 179 3%

Liabilities

Accounts Payable - Intergovernmental $ 569 $ 882 $ (313) -35%

Other $ 1,792 $ 1,902 $ (110) -6%

Accounts Payable $ 507 $ 1,076 $ (569) -53%

Total Liabilities $ 2,868 $ 3,860 $ (992) -26%

Net Position (Assets minus Liabilities) $ 4,159 $ 2,988 $ 1,171 39%

1

 Source: Statement of Net Cost and Statement of Changes in Net Position

2

 Source: Balance Sheet

FEDERAL MINE SAFETY AND HEALTH REVIEW COMMISSION

Table of Key Measures

COSTS1

NET POSITION2
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MANAGEMENT ASSURANCES

Systems, Controls, and Legal Compliance

The Commission is responsible for establishing and maintaining effective internal control 

over financial reporting, which includes safeguarding assets and complying with 

applicable laws and regulations. As a micro independent agency, the Commission must 

rely heavily on the systems and controls provided by servicing agencies to meet the 

OMB’s guidelines and the requirements of law with respect to financial management, 

accounting systems, and financial reporting. These services are supplemented by 

internal control procedures within the Commission sufficient to assure that the 

performance and financial data included in this audit report are complete and reliable.

All financial data reported was obtained from the FY 2015 accounting reports prepared 

by the Bureau of Fiscal Service, the Commission’s accounting servicing provider, and 

the performance data on case intake and dispositions has been verified by Commission 

managers. There are no material inadequacies or non-conformance in either the 

completeness or reliability of the data reported. 

Limitations of the Financial Statements

The principal financial statements have been prepared to report the financial position 

and results of operations of the Federal Mine Safety and Health Review Commission, 

pursuant to the requirements of 31 U.S.C. § 3515(b).

The statements have been prepared from the books and records of the Commission in 

accordance with Generally Accepted Accounting Principles (GAAP) for Federal entities 

and the formats prescribed by OMB. The statements are in addition to the financial 

reports used to monitor and control budgetary resources, which are prepared from the 

same books and records.

The statements should be read with the realization that they are for a component of the 

U.S. Government, a sovereign entity. 
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Performance Section

PERFORMANCE GOALS AND RESULTS

The Commission has set forth the following strategic goals: 

Strategic Goal 1: Ensure expeditious, fair, and legally sound adjudication of 

cases

Strategic Goal 2: Manage the Commission’s human resources, operations, 

facilities, and information technology systems to ensure a continually improving, 

effective, and efficient organization

The first strategic goal is accomplished through the Administrative Law Judges function

at the trial level, and the Commission Review function at the appellate level. The second 

strategic goal is accomplished through the Office of the Executive Director function.

ADMINISTRATIVE LAW JUDGES FUNCTION

The Commission employs administrative law judges to hear and decide contested cases 

at the trial level. The judges travel to hearing sites located at or near the mine involved 

in order to afford mine operators, miners, and their representatives a full opportunity to 

participate in the hearing process. Commission judges are also responsible for 

evaluating and approving or denying settlement agreements proposed by the parties 

under the Mine Act.

The Commission received 5,214 new case filings in FY 2015. The number of new cases 

was a 15 percent decrease from FY 2014. 

There were 6,582 cases pending at the start of FY 2015. In FY 2015 there were 7,344

dispositions.

The FY 2015 end-of-year inventory was 4,452 undecided cases. This was the fifth

consecutive year that the number of pending cases was reduced by the end of the year.

The Commission met or substantially met all three performance targets for the 

Administrative Law Judges function, as shown in the Performance Measurement Matrix. 
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OFFICE OF ADMINISTRATIVE LAW JUDGES

CASE WORKLOAD

OFFICE OF ADMINISTRATIVE LAW JUDGES

PERFORMANCE MEASUREMENT MATRIX

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 Target Actual Status

Average time from receipt to 

disposition of all cases 546 days 541 days 463 days 459 days 401 days 425 days Substantially met

Average time from receipt to 

disposition of penalty cases 524 days 525 days 433 days 429 days 401 days 387 days Met

Percent of all cases on hand over 

365 days in age 45% 38% 43% 28% 30% 25% Met

Performance Metrics - Office of the Administrative Law Judges Function

FY 2015
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COMMISSION REVIEW FUNCTION

The Commission decides two principal types of cases: (1) substantive cases, which are 

cases in which a judge has issued a final or interlocutory decision on the merits and the 

Commission has granted a petition for review filed by either party, or at least two 

Commissioners have decided to grant review on their own initiative; and (2) default 

cases, which are cases where an operator has failed to timely contest a proposed 

penalty or to timely respond to a judge’s order and the operator has filed a motion to 

reopen the final order.

In recent years, the Commission’s appellate review function has seen a significant 

increase in the number of filings of both substantive and default cases. The trend of this 

higher number of petitions being filed for substantive review is likely to continue for the 

foreseeable future. In FY 2008, 8 petitions for review of judges’ decisions were filed, and 

4 petitions were granted. In FY 2015, 35 petitions were filed, and 11 were granted.

The increase in petitions filed by parties and granted by the Commission has had a 

significant impact on the Office of General Counsel, which is responsible for conducting 

the initial research in substantive cases and preparing draft opinions for the 

Commissioners. 

The targets for substantive cases were met with regard to two of the four goals. Not met 

were the percentage of appellate cases on hand over 18 months in age, and the

percentage of default cases on hand over six months in age. During FY 2014, 

substantive cases were not processed using the general approach of deciding the oldest 

cases first. Because two Commissioners’ appointments expired in August 2014, cases 

were processed in large part based upon whether they involved high priority or difficult 

issues where the participation of all five Commissioners was desirable. This resulted in a 

large number of older cases on hand at the start of FY 2015. Although cases were 

generally processed by deciding the older cases first during FY 2015, the carryover from 

FY 2014 resulted in a significant number of older cases on hand at the end of FY 2015. 

Resources were diverted from default cases to substantive case decisions in FY 2014, 

resulting in an increased number of default cases over six months in age in FY 2015.

Although not all targets were met, the Commission disposed of a large number of 

substantive cases in FY 2015, with 54 dispositions. 
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COMMISSION REVIEW FUNCTION

CASE WORKLOAD - SUBSTANTIVE CASES

COMMISSION REVIEW FUNCTION

PERFORMANCE MEASUREMENT MATRIX

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 Target Actual Status

Average time to issuance of decision 

for appellate cases

17.8 

months

18.9 

months

24.2 

months

27.3 

months

31 

months

26 

months Met

Average time from briefing 

completion to issuance of decision 

for appellate cases

12.4 

months

14.7 

months

21.1 

months

24.2 

months

27 

months

24 

months Met

Percent of appellate cases on hand 

over 18 months in age 10% 26% 43% 49% 40% 49% Not met

Percent of default cases on hand 

over 6 months in age 24% 40% 13% 54% 12% 59% Not met

Performance Metrics - Commission Review Function

FY 2015
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OFFICE OF THE EXECUTIVE DIRECTOR FUNCTION

The Office of the Executive Director (OED) provides administrative services to support 

the Commission in fulfilling its mission and strategic goals. The primary functions are 

financial management, human resources, procurement and contracting, information 

technology (IT), facilities management, and general administrative service support. 

The financial management services function includes the areas of budget and 

accounting, such as budget formulation, budget execution, funds control, financial 

reporting, and vendor payments.

Human resources services cover the areas of recruitment and placement, classification 

and pay administration, performance management and incentive awards, employee 

benefits and retirement, personnel security, coordination of employee training programs, 

and wellness and employee assistance programs. 

Procurement and contracting services cover maintaining a simplified acquisition program 

for supplies and services, contract implementation and oversight, and coordination of 

services and supplies.

Information technology entails help-desk functions, network administration, policy 

formulation, and telecommunication.

Facilities management services cover property and space management, organization 

management, and physical security.

Other general administrative services provided by OED include the administration of 

employee travel authorizations and reimbursements and the Metro subsidy program. 
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FINANCIAL SECTION

LETTER FROM THE EXECUTIVE DIRECTOR

As the Executive Director of the Federal Mine Safety and Health Review Commission, I 

am responsible for the overall financial management of the Agency. I am pleased to join 

the Chairman in presenting the Performance and Accountability Report for Fiscal Year 

2015. This report provides information on the Commission’s performance, financial 

integrity, systems, and internal controls. We are responsible for the fair presentation of 

the financial statements in conformity with the U.S. Government Standard General 

Ledger and ensuring the financial statements are fairly presented in conformity with the 

U.S. Generally Accepted Accounting Principles. 

The Accountability of Tax Dollars Act of 2002 requires that the Commission’s financial 

statements are audited annually. In accordance with the Accountability of Tax Dollars 

Act of 2002, the Commission began annual audits in FY 2003. The Commission has 

received an unmodified opinion for each annual review conducted by an independent 

auditor. I am pleased to report that, for fiscal year 2015, the Commission once again 

received an unmodified audit opinion on its financial statements. This marks the 

thirteenth straight year that we have received such an opinion with no identified material 

weaknesses in financial reporting. The Commission remains committed to continuous 

vigilance and improvement in financial management and internal controls, even with the 

receipt of an unmodified audit opinion. 

During FY 2015, we continued to monitor and evaluate the implementation and 

effectiveness of the financial management practices developed over the past few years. 

All intra-governmental transactions and activities have been appropriately identified, 

recorded, and disclosed in the financial statements. We have acknowledged our 

responsibility for the design and implementation of programs and controls to prevent and 

detect fraud. We have complied with all aspects of contractual agreements that would 

have a material effect on the financial statements in the event of noncompliance. The

auditors’ report on Compliance with Laws and Regulations for this year does not contain 

any compliance issues, or any related recommendations for actions. 

While we are pleased with our FY 2015 accomplishments, we will continue striving to 

improve all aspects of our financial management while efficiently working to support the 

Commission’s mission.

Lisa M. Boyd 

Executive Director

November 16, 2015
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