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| May 14, 2008 DOL Home > About DOL > FY 2007 Budget > Performance Budget Overview |
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FY 2007 Performance Budget Overview The Department of Labor's (DOL) FY 2007 Performance Budget reflects the continuing effort to improve the integration of the Department's performance objectives with resource requirements into a performance-budget submission. The FY 2007 request is $10.9 billion in discretionary budget authority and 16,822 full-time equivalents employees (FTE). The FY 2007 performance budget builds upon the Department's FY 2003-2008 Strategic Plan goals of A Prepared Workforce, A Secure Workforce, Quality Workplaces, and A Competitive Workforce. This performance budget meets the Annual Performance Plan requirement under the Government Performance and Results Act of 1993, and sets out specific annual performance targets and the strategies to attain them. Because of the variety of Departmental agency missions and their extensive and wide-ranging performance goals, this Overview section provides key agency goals that will be reflected in the Department's FY 2007 Annual Performance and Accountability Report. Appendix I provides changes to goals included in the FY 2006 Performance Budget Overview and to Program Year 2005 goals. These goals will be reported in the FY 2006 Performance and Accountability Report. Appendix II indicates changes in Program Year 2006 goals from the FY 2006 Performance Budget Overview that will be reported in the FY 2007 Performance and Accountability Report. The Department's FY 2007 budget format has been updated to provide a streamlined and consolidated presentation of program performance information as it relates to the DOL's strategic goals. Performance goals and targets, prior year results, Program Assessment Rating Tool (PART) evaluations and recommendations, and agency efficiency measures are now provided in an easy-to-find Performance Chapter for each of the Department's agencies. This revised approach allows the reader a single source of performance information and associated resources in a clear and concise manner in accordance with the requirements of the Government Performance and Results Act of 1993. The Department will continue to seek improvements to this performance-budget information. The mission of DOL is to promote the welfare of the Nation's job seekers, wage earners, and retirees by improving working conditions, enforcing the Fair Labor Standards Act, expanding opportunities for training and employment, protecting retirement and health care benefits, helping employers find qualified workers, strengthening free collective bargaining, and tracking changes in employment, prices, and other national economic measurements. The FY 2007 budget submission focuses on the following Departmental priorities:
In addition to these program-specific priorities, the Department has been making steady and significant progress in implementing the President's Management Agenda (PMA) and the Program Assessment Rating Tool (PART). As of June 30, 2005, DOL has become the first, and only, Department to attain Green scores in all five government-wide PMA initiatives: Human Capital, Competitive Sourcing, Financial Performance, E-Government, and Budget and Performance Integration. On September 30, 2005 the Department also achieved a Green score in Eliminating Improper Payments; the Department's Faith-based and Community Initiative, and Real Property initiatives have Yellow status scores with Green in progress. The Department has also been conducting PART reviews of key programs, and implementing their recommendations. Twenty-eight programs have been reviewed to date, and agencies are using PART recommendations to improve performance measures and targets, develop efficiency measures, and focus program evaluations. A more detailed discussion of the PMA and PART can be found at the conclusion of the Performance Budget Overview. Agency budget submissions include program-related discussion of PART reviews and displays of recommendations and implementation status. To accomplish the Secretary's priorities in FY 2007, DOL will use its resources to accomplish four strategic goals and supporting outcome goals. These goals embrace the range of authorized employment and labor programs administered by the Department. As shown in the following table, the FY 2007 DOL request of $10.9 billion in discretionary budget authority represents a $.566 billion decrease, or a 5.2 percent decrease from FY 2006.
The following charts illustrate how the FY 2007 DOL Request supports
each Strategic Goal:
The following table identifies selected initiatives, the amount included in the FY 2007 budget request, and the outcome goals they support:
Included in the request is an account restructuring plan that would provide a single fund source to provide Career Advancement Accounts (CAA) to individuals in need of workforce investment assistance, primarily out-of-school youths, low-income adults, and dislocated workers. The four strategic goals and supporting outcome goals are in turn supported by performance goals and measures. The performance goals form the basis of the annual targets and associated strategies and resource requirements and are presented in greater detail within the agency performance-budgets. The Department will measure the key agency goals identified below for determining performance accomplishment in FY 2007. Strategic Goal 1 — A Prepared Workforce: Enhance opportunities for America’s workforce A strong national economy depends, in part, on preparing new entrants to the workforce, such as out-of-school youth and ex-offenders reentering society, to be qualified job candidates who possess the skills that are demanded by employers. Many industries and sectors of the economy will be adding new jobs in the coming years or transforming their business processes, requiring new and different worker skills. To ensure a prepared American workforce, innovative approaches to workforce development and strong partnerships between the workforce system, business and industry, and education and training programs will be required. How well the Department performs in assuring A Prepared Workforce will be assessed by targeting accomplishments for programs and initiatives supporting these two broad outcomes:
Agencies supporting this strategic goal are the Employment and Training Administration, Veterans' Employment and Training Service, the Bureau of Labor Statistics, the Women's Bureau, the Office of Disability Employment Policy and the Civil Rights Center. For A Prepared Workforce, the Department will concentrate resources toward preparing those segments of the workforce that do not yet have the experience, skills or training needed to compete and succeed in their work life. In FY 2007, the Department proposes to dedicate $2.4 billion of its discretionary budget authority for agency-specific strategies supporting this strategic goal. These strategies include $1.5 billion for training and employment programs in the Employment and Training Administration, $204.1 million for training and employment programs targeted at veterans through the Veterans' Employment and Training Service, and $563.3 million for funding dedicated to improving the effectiveness of information and analysis on the U.S. economy in the Bureau of Labor Statistics. Outcome Goal 1.1 — Increase opportunities for new and re-emerging entrants to the workforce A critical aspect in ensuring a prepared workforce is developing a pipeline of workers with the skills and credentials necessary to fill the jobs of the 21st century. Strengthening the registered apprenticeship program will ensure that skilled workers are continually entering productive careers and accessing job opportunities in growth industries. Programs such as Job Corps, Youthbuild, and the Prisoner Reentry Initiative will prepare new and re-emerging entrants to the workforce with the skills needed to enter career pipelines. Strategies for Outcome Goal 1.1 include:
The performance measures and indicators related to this outcome goal evaluate the results of our employment and training services — they address whether new and re-emerging participants obtain employment, remain employed, receive higher wages, as well as assess educational achievement and attainment of literacy and numeracy skills. Outcome Goal 1.1 — Increase opportunities for new and re-emerging entrants to the workforce
Outcome Goal 1.2 — Improve the effectiveness of information and analysis on the U.S. economy The 21st century requires public officials, business owners, and private citizens to be knowledgeable about trends in the global, national, and local economies. They need access to up-to-date, high-quality information and statistics to formulate public policy, negotiate a purchasing agreement, or decide what field to pursue as a career. In all of these cases, people need sound data to make sound decisions. The Department plays a crucial role in public and private decision-making processes by producing statistics that are relevant, timely, and accurate. Using the ongoing strategies described below, the Department will identify the most promising types of improvements, ranging from updating a statistical methodology to expanding the geographical scope of a data series to designing an entirely new survey. In addition, the Department will identify ways to improve the accessibility and usability of the data through enhanced dissemination methods. Strategies for Outcome Goal 1.2 include:
The Department's statistical programs produce detailed information about the labor force, prices, compensation, and productivity that individuals, corporations, and public policymakers rely upon. The Interagency Council on Statistical Policy's Guidelines for Reporting Performance by Statistical Agencies provides guidance on measuring and reporting on statistical program performance. Relevancy, timeliness, and accuracy are identified as critical aspects of performance, as is achieving customer satisfaction with statistical products and services. Statistical program continuous improvements are shown through setting ambitious targets for relevancy, timeliness and accuracy measures. All of these efforts support and track progress in improving information available to decision-makers. Outcome Goal 1.2 — Improve the effectiveness of information and analysis on the U.S. economy
aThe BLS revised its performance measures in
its 2007 budget submission. Results for 2005 are shown for comparative purposes
only. Strategic Goal 2 — A Secure Workforce: Promote the economic security of workers and families Central to the DOL mission are retirement security; compliance assistance and enforcement toward protecting workers' wages and working conditions; providing unemployment compensation and other benefits when workers are unable to work; and expanding, enhancing, and protecting workers' retirement plans, health care plans, and other benefits. The strategic goal of A Secure Workforce captures these priorities and consists of two outcome goals, which focus on safeguarding employees' wages, working conditions, and union democracy and financial integrity; and assistance in the form of unemployment, disability, and pension and health care insurance benefits.
Agencies supporting this strategic goal are the Employment and Training Administration, the Employment Standards Administration, the Employee Benefits Security Administration, and the Pension Benefits Guaranty Corporation. The Department proposes $3.3 billion of discretionary budget authority in FY 2007 to conduct programs and activities that support A Secure Workforce. These programs include $2.7 billion for state unemployment insurance administration and other ETA programs, $348.7 million for ESA workforce protection programs, $143.2 million for EBSA to protect the nation's pension and health insurance system, and health insurance system, and $397.6 million of mandatory funds for PBGC to provide payments to participants (over $3 billion in FY 2005) in terminated defined-benefit pension plans and assist at-risk multiemployer plans. While our commitment to protecting worker wages, hours, and benefits is steadfast, our approach focuses on expanding compliance assistance initiatives to help employers comply with the Department's regulations. Compliance assistance, combined with a strong enforcement program targeted to the most hazardous worksites and industries, will help prevent violations, leverage the Department's resources, and position the DOL to deal with emerging challenges. Protecting vulnerable populations, and protecting and expanding pension and health care coverage will continue to be key issues. Since continuing changes in the dynamic U.S. economy are not expected to remove or lessen workers' risk of experiencing unemployment, the Unemployment Insurance (UI) system must continue to adapt to the changing character of the workforce, job market, and nature of unemployment itself. The continued growth in Internet use and increased networking capabilities have encouraged American businesses to shift from traditional "brick and mortar" organizational structures to business operations with lines of authority stretching across the globe. Traditional methods of tracking, analyzing, and reporting on employer personnel practices often do not align with current business models. In addition, the Nation will continue to rely on foreign workers to fill employers' needs in low-wage, labor-intensive industries such as agriculture, garment, health care, guard and janitorial services, restaurants, hotel/motels and day-haul. Low-wage industries that employ large numbers of vulnerable workers, including young workers, are characterized by consistently high violation rates of minimum wage, overtime and child labor requirements. Protecting the most vulnerable workers will continue to be a key focus. Achieving health care and retirement security is becoming more complex, due to changing workforce characteristics and economic conditions. Both employees and employers are facing rising health care costs, further emphasizing the need for affordable, secure health coverage. In addition, the once-common defined benefit pension plan is giving way to defined contribution plans — pre-tax individual savings accounts such as 401(k)s. For workers, this shift means taking on more responsibility for retirement savings and planning, including making investment decisions and managing investment risks. The profile of workplace injuries has changed along with the changing economy, requiring new disability management and vocational rehabilitation approaches. In some Federal agencies, the number of jobs available to recovering injured workers is declining and the average age of workers is rising. In general, a 21st century Federal workforce will require that its workers upgrade their skills. These factors make assisting return-to-work and reducing disability time loss in workers' compensation cases a greater challenge for the Department. Outcome Goal 2.1 — Increase compliance with worker protection laws The Department is committed to guaranteeing an honest day's pay for an honest day's work for employees — particularly the most economically disadvantaged and vulnerable workers. This includes administration of the Fair Labor Standards Act (FLSA), which establishes minimum wage, overtime pay, recordkeeping, and child labor standards affecting full-time and part-time workers. This also includes administration of the Migrant and Seasonal Agricultural Worker Protection Act (MSPA), which regulates the hiring and employment activities of agricultural employers, farm labor contractors, and associations using migrant and seasonal agricultural workers. Through its administration and enforcement of the Labor-Management Reporting and Disclosure Act (LMRDA), the Department ensures union democracy, financial integrity and transparency. In the FY 2007 request supporting this outcome goal are program increases in the following areas:
Strategies for Outcome Goal 2.1 include:
The performance goals associated with this outcome goal are: American workplaces legally employ and compensate workers and ensure union financial integrity, democracy and transparency.. Outcome Goal 2.1 — Increase compliance with worker protection laws
Outcome Goal 2.2 — Protect worker benefits Protecting workers' benefits is a key component of the Department's goal to promote the economic security of workers and their families. The Department will continue to take steps to strengthen the UI system, which serves as a safety net for unemployed workers and their families. The FY 2007 Budget includes a legislative proposal to reduce UI overpayments and increase overpayment recoveries and delinquent tax collections. Specific increases in the FY 2007 request supporting this outcome goal include:
Depending on the rate of economic recovery and the performance of financial investment, more pension plans may be trusteed under the administration of the Pension Benefit Guaranty Corporation over the next five years. In addition, the transition of more Americans to 401(k) and managed health care plans will place more of the burden for retirement savings and health care choices on employees. Finally, the workers' compensation programs administered by DOL face the same challenge as the Nation. An increasingly aging population and rising health care costs will increase the focus on these programs, resulting in efforts to improve program efficiency. Strategies for Outcome Goal 2.2 include:
Performance goals associated with this outcome goal are Make timely and accurate payments to unemployed workers and facilitate their reemployment; Minimize impact of work-related injuries; Enhance employee pension and health benefits security; and Improve pension payment processing. Outcome Goal 2.2 — Protect worker benefits
Strategic Goal 3 — Quality Workplaces: Foster quality workplaces that are safe, healthy and fair The goal of quality workplaces requires that American work environments are safe, healthy, and fair. Achievement of this goal requires the use of complementary strategies of the compliance assistance, enforcement, and education, outreach, and training. Each of the Quality Workplaces goal elements are further defined with results targets in two broad outcome goals:
Agencies supporting this strategic goal are the Occupational Safety and Health Administration, the Mine Safety and Health Administration, the Employment Standards Administration, and the Veterans' Employment and Training Service. OSHA and MSHA represent the agencies with the largest share of the Department's budget resources dedicated to supporting Quality Workplaces. In FY 2007 the Department requests $0.9 billion in discretionary budget authority to support this strategic goal, including, $483.7 million for OSHA programs and $287.8 million for MSHA programs. Significant progress has been made in protecting workers from occupational safety and health threats. In the past thirty years occupational injury and illness rates have declined 56 percent. However, the Department continues to confront a variety of challenges. The number of workers DOL is responsible for protecting has expanded dramatically, nearly doubling during this period, from 58 million workers at 3.5 million worksites to 111 million workers at 7.25 million establishments. Rapid technological advances and dynamic workplace environments have changed the nature of work, creating new health and safety challenges. For example, emerging safety and health threats include fall hazards from wireless communication and HDTV tower construction and occupational asthma and exposures to new chemicals. The Department's strategies for reducing workplace hazards have not traditionally addressed these segments of the workforce. Changes in workplace demographics create an increasing challenge to work place safety and health — the increase of immigrant and hard-to reach workers, a growing percentage of young workers, those continuing to work at an older age, and the rapidly increasing number of temporary workers. The mining environment, whether underground or surface, is complex and ever-changing. Unseen geologic instabilities, constantly changing terrain, and the prevalence of large and complex haulage and mining equipment are a few of the factors that make maintaining mine safety a continuing challenge. Equality and fair play are central values in our national life. DOL promotes these values through its administration of anti-discrimination and equal employment opportunity regulations for Federal contractors and subcontractors, who employ more than 20 percent of the labor force in America or approximately 26 million workers. Many Federal contractors have demonstrated their commitment to equal opportunity and have adopted inclusive human resource policies and procedures at all levels. Notwithstanding this past success, discrimination still exists in the workplace and Federal contractors may still need assistance to meet their affirmative action obligations. Improving the safety and health of the American workplace must be done in partnership with workers, employers, and other levels of government. Each shares responsibility to seek out and employ the best workplace safety practices as the conditions and demands of an evolving economy warrant. Outcome Goal 3.1 — Reduce workplace injuries, illnesses, and fatalities The Department strives to make American workplaces the safest in the world. Over the last several years, the Department has sought to create a commitment to workplace safety and health by both employers and workers. We are encouraged by the progress that they have made in reducing workplace injuries and illnesses. Nevertheless, significant hazards and unsafe conditions continue to exist in the workplace. The Department will reach and maintain a healthy balance among enforcement, education and training, which includes compliance assistance and technical support, while improving our leadership role in the national safety and health dialogue, expanding outreach, and expanding opportunities for voluntary and cooperative programs. We will work to ensure that employers have access to DOL resources to assist them in preventing workplace injuries and illnesses. DOL plans to identify the most critical safety and health problems and create strategies to address them. The FY 2007 request for OSHA includes an increase of $7.5 million to begin development of a new Occupational Safety and Health Information System (OIS) to replace OSHA's outdated Integrated Management Information System. The OIS will provide a modern information system that supports all agency programs and activities. In addition, OSHA has requested an increase of $2.6 million for compliance assistance efforts targeted at Hispanic and other non-English speaking workers. MSHA is requesting an additional $1.0 million for technology to enhance its mine rescue capability. Strategies for Outcome Goal 3.1 include:
The performance goals related to this outcome goal directly measure reductions in workplace injuries, illnesses and fatalities, across general industries and specifically mining. Exposures to health hazards, such as noise and respirable dust, are also measured in the mining industry. Outcome Goal 3.1 — Reduce workplace injuries, illnesses, and fatalities
Outcome Goal 3.2 — Foster equal opportunity workplaces DOL is committed to fostering workplaces that are free of discrimination and that guarantee equal opportunity and fairness to working Americans. The Department monitors Federal contractors' compliance with applicable laws and executive orders, and ensures that minorities, women, individuals with disabilities, and eligible veterans are afforded equal opportunity to compete for employment and advancement. The Department believes that the best method to achieve equal opportunity workplaces is by focusing resources on finding and resolving systemic discrimination, a pattern or practice of unlawful discrimination involving a significant number of workers. The Department has developed goals that emphasize the use of compliance assistance as a component of its enforcement strategy for informing Federal contractors of their obligations and in helping Federal contractors comply with those requirements. The Department also protects the civilian employment rights and opportunities of members and veterans of our military services. Strategies for Outcome Goal 3.2 include:
The performance goals related to this outcome goal measure decreases in employment discrimination rates among Federal contractors resulting from OFCCP activities, and the extent to which program activities lower the barriers faced by military personnel in the civilian workforce. Achieving these goals will help ensure that all of America's workers have equal opportunities to compete for and achieve rewarding employment free of discrimination. Outcome Goal 3.2 — Foster equal opportunity workplaces
Strategic Goal 4 — A Competitive Workforce: Maintain competitiveness in the 21st Century economy A Competitive Workforce addresses the workforce challenges facing the nation in the 21st century and consists of two outcome goals:
Our first outcome goal — Build a demand driven workforce system to address worker shortages and equip workers to adapt to the competitive challenges of the 21st century — focuses on workforce gaps that are likely to occur, including labor shortages for new and replacement workers, with an emphasis on knowledge workers. The second — Promote job flexibility and minimize regulatory burden — focuses on adopting innovative approaches for establishing an effective regulatory environment and expanding workplace flexibility that are consistent with the changing nature of work in the 21st century. This goal is supported by the full complement of DOL agencies. The world has become dramatically more interconnected and competitive. Advances in the fields of communication, technology and travel have effectively removed national borders as barriers to global commerce. Competition now comes from the company across the ocean as well as the company across the street. To compete successfully, we must have a workforce that creates new products, makes better products, and brings them to the market faster. Our country's economic development and competitive advantage depend on the competitiveness of our workforce. To succeed, our policies must embrace the emerging changes in our economy — in how we actually work, where we work, what skills we need, and how we balance our professional and family lives. The needs of the 21st century economy are very different than those we have encountered in the past. Industries such as manufacturing and retail now need workers who understand computers and robotics and supply chain management. Fields such as health care and construction need more technical and skilled labor than ever before. Newer industries — for example, biotechnology and geospatial technology — have emerged, and others will emerge in the future. The fastest growing jobs of the future will need to be filled by "knowledge workers," who have specialized skills and training. In fact, the demand for knowledge workers is already growing at an astonishing pace. The fastest growing jobs, on average, require a postsecondary credential, that is, a vocational certificate, other credential, an associate or higher degree. These are the jobs that will drive innovation and determine which countries will lead the world economy. While employers and workers bear ultimate responsibility for adapting to these challenges, DOL has a leadership responsibility to support the needs of the changing workforce and position the U.S. for continued economic development and growth. The knowledge-based workplace will require a higher level of technical skills creating opportunities for many to succeed, but carrying the potential for some to fall farther behind. For a competitive workforce the Department will concentrate resources on those workforce segments that have work experience and skills, but who also need skill upgrades, desire to shift industries or occupations, or need help in readjusting to the changing economy. At the same time, an increasingly competitive and global economy will put pressure on our regulatory environment. Historically, we developed our labor policies and programs under conditions of labor surpluses and based our employment laws and regulations on traditional, full-time, long-term work arrangements. Over the next two decades, the relevance of these, and other assumptions will be challenged. The Department requests $4.2 billion in discretionary budget authority
in FY 2007 for programs that strive to maintain competitiveness in the 21st
century economy.
These forces have significant implications for our economy and the way DOL approaches its mission. Our challenge is to anticipate these changes to ensure that our programs and regulatory processes address contemporary work environment issues in a forward-looking way that contributes to economic growth, changing technology, and the changing workplace. The shift to knowledge work will reinforce the ongoing trend of "non-traditional" work arrangements. Today, few workers can count on spending their entire careers within one company. A recent BLS press release from the National Longitudinal Survey states that "individuals held an average of 10.2 jobs from ages 18-38." Full-time, stable, long-term employment arrangements will continue to decline. Instead, a growing number of workers will be part-timers, temporaries, consultants, or contractors. Competing demands for Americans' time are also increasing. Among the world's industrialized nations, only the workers of Australia and Korea report working more hours than American and Japanese workers. Many workers are struggling to meet their family obligations, which have expanded in many cases to taking care of their elderly parents. Consequently, the need to balance work demands and home life will continue to be a growing concern. DOL has made significant progress advancing labor issues for many years. However, for us to provide essential leadership to meet future challenges, we are shifting to a more forward-looking role that emphasizes:
Outcome Goal 4.1 — Build a demand driven workforce system. The nation's future success will largely depend on our ability to continue to meet the needs of employers for new and skilled workers. To this end, DOL is committed to ensuring that the workforce investment system is responsive to the changing needs of business and is focused on linking job seekers with opportunities in high growth industries. DOL will strengthen partnerships among the workforce investment system, business and industry, education and training providers, and economic development agencies. These partnerships are critical to understanding the skills demanded by the labor market and will enable the Department to make informed investments in job training. Furthermore, DOL will take the necessary steps to ensure that tools and information are available to help match workers with employers. Finally, the workforce investment system will reach out to every available worker, particularly those in special target populations, to ensure there are enough skilled workers and to help maintain the nation's competitiveness. The Department's ability to contribute to maintaining a competitive workforce will be assessed through our efforts to address worker shortages in sectors of the American economy and build a demand-driven workforce system, with particular emphasis on assisting high growth industries. Included in this outcome goal is $150 million for a third year of funding for the Community College Initiative to provide for Community-Based Job Training Grants. To make our programs more comprehensive and supportive of the needs of youth, adults, and business, we have adopted the following new principles and strategies to guide our programs: Strategies for Outcome Goal 4.1 include:
Many of the challenges described in Outcome Goal 4.1 will impact the Nation more significantly in the years beyond the current strategic plan timeframe. The major activities under Goal 4 include Foreign Labor Certification, Trade Adjustment Assistance, Career Advancement Accounts, the Senior Community Employment Service Program, Community-Based Job Training Grants, and National Electronic Tools. Career Advancement Accounts, which will replace separate funding streams for WIA Adult, Youth, Dislocated Worker and Employment Service programs, go beyond consolidation; they represent a major shift in the Department's service delivery method. Grants that supported State Workforce Agency programs will be directed instead to eligible individuals who must use the funds to pay for education and training. The benefits of this demand-driven strategy are enhanced choice and lower administrative costs. In addition to other performance measures, the primary indicators for Goal 4 activities are the common measures of entered employment, employment retention, and earnings gain, as highlighted below.
Outcome Goal 4.2 — Promote job flexibility and minimize regulatory burden Many employers, to compete more effectively in the highly competitive global economy, have restructured their companies, downsized their workforces, and increasingly relied on non-traditional employment practices that include part-time, temporary, and contractor-supplied workers. Experts expect these non-traditional work arrangements to increase substantially in coming decades. At the same time, on average, Americans are working more hours and many have difficulty balancing work demands with their personal lives. We need to promote the greater flexibility desired by workers and employers. This includes examining and possibly adjusting our regulatory environment — employment related laws, regulations and regulatory practices — in light of non-traditional work arrangements and the need to reduce regulatory burden. In particular, some regulations written decades ago may no longer be applicable or effective; they may impose costs on employers without yielding any corresponding benefits to the workforce. Strategies for Outcome Goal 4.2 include:
The performance goal related to this outcome of promoting job flexibility and minimizing regulatory burden while protecting workers centers around taking a comprehensive and strategic approach toward our ability to influence the work environment and implement a new regulatory infrastructure. Many of the indicators represent key steps in analyzing the changes needed and are therefore more output oriented during the current strategic planning cycle. Outcome-oriented performance goals will be developed after new policies and programs have been implemented based on the results of the proposed evaluations. Outcome Goal 4.2 — Promote job flexibility and minimize regulatory burden
Meeting the President's Management Agenda In 2001, the Administration implemented the President's Management Agenda (PMA), designed to help agencies improve management performance. The five government-wide PMA initiatives are:
DOL is also participating in three program initiatives that apply only to selected Federal Departments and Agencies:
In order to measure progress against demonstrated goals, PMA portfolio managers were asked to identify where they would be proud to be in their respective PMA components as of July 1, 2005 and yet again as of July 1, 2006. In turn, Federal agency leadership was tasked with identifying separate Proud to Be goals related to PMA implementation. The Department set ambitious but reachable goals for its PMA implementation, and on June 30, 2005 the Department of Labor became the first, and only, organization to achieve Green status scores on all five government-wide President's Management Agenda components. DOL also increased its standing in the agency-specific initiatives by achieving Yellow status and Green progress score for its implementation of the Faith-based and Community initiative and Real Property, and on September 30, 2005 achieved a Green score in Elimination of Improper Payments.
We recognize our work on PMA implementation is far from over. We must continue to meet new and more challenging commitments on the five government-wide PMA components and improve our standing in the three agency-specific initiatives. Program Assessment Rating Tool (PART) and DOL's 2007 PART Assessments In preparation for the FY 2007 budget, seven Department of Labor programs were evaluated using the Program Assessment Rating Tool (PART). The outcomes of these evaluations underline DOL's efforts to produce results for American employees and employers. Of these programs, one was rated Moderately Effective; four were rated Adequate, and two were rated as Results Not Demonstrated. The 28 DOL programs that have been evaluated from CY 2002 — CY 2005 through the PART process represent roughly 72% of its programs, with the remaining programs scheduled for evaluation in the next budget cycle. The positive impact of PART on DOL management is evident in many ways, especially in program planning and internal evaluation. Together with the President's Management Agenda, the PART has created an incentive for a more transparent government.
*Programs do not undergo a PART review each year; some programs receive a follow-up PART if additional information is considered significant. Agency Efficiency Measures As of September 30, 2005 Efficiency Measures with baselines and targets have been developed for all PARTed programs. These have been included in agency budget submissions, per the requirements of the President's Management Agenda. The Department will continuously improve program effectiveness and efficient use of taxpayer dollars through the use of performance measurement. Appendix I: FY 2006 and PY 2005 Goals, Indicators, and Targets This Appendix shows the Department of Labor FY 2006 and PY 2005 goals. This Appendix includes goals that have been updated or revised from those presented in the FY 2006 Performance Budget Overview as well as the new goals. These updated FY 2006 goals are included here in order to provide a list of the final goals of record. These goals, which include Program Year 2005 (July 1, 2005-June 30, 2006) goals for ETA and VETS, will be reported in the FY 2006 Performance and Accountability Report.
Strategic Goal 1 — A Prepared Workforce: Enhance opportunities for America’s workforce Outcome Goal 1.1 — Increase opportunities for new and re-emerging entrants to the workforce
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2. Outcome Goal 1.2 — Improve the effectiveness of information and analysis on the U.S. economy
aThe BLS revised its performance measures in
its 2007 budget submission. Results for 2004 and estimates for 2005 are shown
for comparative purposes only. Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2. Goal 2 — A Secure Workforce: Promote the economic security of workers and families Outcome Goal 2.1 — Increase compliance with worker protection laws
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2. Outcome Goal 2.2 — Protect worker benefits
Goals with changes in the wording or targets are identified by the endnote 1. New goals are identified by the endnote 2.
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