U.S. Department of Labor
Employment and Training
Administration
2001
Annual Performance Plan
for Committee
on Appropriations
1. Introduction
2. Overview of ETA Strategic
Plan
3. FY 2001 Strategic Goals and
Budget
4. FY 2001 Performance Goals
and Indicators
5. Cross-Cutting Issues
6. Agency Strategic Management
Process
Appendix A, List of Acronyms
Appendix B, Summary of ETA FY
2001 Performance Goals
Appendix C, Summary of ETA FY
2001 Performance Goals by Program
1. Introduction
The FY 2001 Annual Performance Plan (APP)
for the Employment and Training Administration (ETA) is based on
goals and strategies developed as part of the agency's strategic
plan for the period FY 1999 - 2004. Fiscal 2001 is the second year
of full implementation of the landmark job training legislation,
the Workforce Investment Act of 1998 (WIA). Levels of performance
under the new legislation remain the subject of negotiations between
each state and the Secretary of Labor, as required by the Act. Only
a handful of states will be implementing the legislation in FY 99;
therefore, as more states implement WIA, both the strategic plan
and this performance plan will be revised to reflect the negotiated
levels of performance.
2. Overview of ETA Strategic
Plan
The draft Strategic Plan for the Employment
and Training Administration (ETA) covers the period 1999-2004, and
has been developed through an intensive and open consultation process
with our partners. ETA's mission is to contribute to the more
efficient and effective functioning of the U.S. labor market by
providing high quality job training, employment, labor market information,
and income maintenance primarily through state and local workforce
development systems.
2.1 The Changing Workforce and Workplace
In 1999, the starting point for this plan,
the Nation's labor market is performing at record levels. The number
of workers employed is at an all-time high, the unemployment rate
is at a 30-year low, and real wages are increasing after years of
stagnation. Since January 1993, the U.S. economy has generated 18
million new jobs. Welfare caseloads are down by 44
percent since August 1996.
BLS projections indicate that occupations
with the fastest employment growth for the 1996-2006 period are
technology-based occupations and health-related fields. During the
same period, demographic data reveal that the labor force is aging
with the highest increases in the age groups of 45 to 54 and 55
to 64. All these key external factors will impact on the agency's
ability to successfully achieve its goals over the planning period.
2.2 The Workforce Investment Act of
1998
The Workforce Investment Act of (WIA), enacted
in August 1998, is the cornerstone of ETA's 1999-2004 strategic
plan. The Act envisions a workforce system that is customer-focused,
business-led, and community-centered. Local One-Stop Career
Centers provide individuals with access to career support and businesses
with assistance in finding skilled workers. The key principles underlying
the legislation are: streamlining services, empowering individuals,
universal access, increased accountability, new roles for local
boards, state and local flexibility, and improved youth programs.
Local Workforce Investment Boards (WIBs),
appointed by Chief Local Elected Officials, oversee operation
of the One-Stop Career Center Systems. The WIB is chaired
by an individual from the business community, and business representatives
must comprise the majority. The WIB also includes local education,
labor organizations, economic development agencies, and all one-stop
partners, e.g., dislocated worker programs, youth programs, adult
education, vocational education, welfare-to-work, unemployment insurance,
etc.
Performance Accountability for results
is a hallmark of the new legislation. States are required to negotiate
expected levels of performance with the Secretary of Labor and submit
annual reports on state and local performance, including customer
satisfaction indicators for both participants and employers. As
of February 2000, the required negotiations have only occurred with
a handful of states implementing WIA in 1999. Remaining states will
come on board by July 1, 2000. Since GPRA outcome goals must link
to negotiated levels of performance, it is premature to set outcome
goals for many of the core indicators until negotiations with more
states have taken place.
Continuous Improvement is featured
prominently in the new Workforce legislation. The Act envisions
a high-performance workforce system that is continuously improving
and delivering high quality services to its customers -- employers,
workers and job seekers. ETA is promoting and supporting the widespread
use of the Malcolm Baldrige Criteria for Performance Excellence
as a tool for improving organizational effectiveness throughout
all levels of the new system, including the agency itself.
2.3 Management Strategies to Improve
Organizational Effectiveness
The Workforce Investment Act required that
ETA assess its capabilities and to reorganize itself to enable the
agency to carry out the duties and responsibilities of the Act in
an effective and efficient manner. Using the Baldrige Criteria as
a tool, ETA conducted a self-assessment, and developed a plan to
reorganize.
To improve its capabilities under the Leadership
Criteria, the agency created a Workforce Investment
Policy Council to exercise leadership on values and performance
expectations and to guide a focus on customers and stakeholders.
The Council leads the empowerment of workers, innovation,
learning and organizational directions. ETA has also established
seven other offices to improve leadership and organizational effectiveness:
Office of the Assistant Secretary -Deputy for Regional Innovation and Transformation;
Office of Youth Services; Office of Adult Services; Office of Apprenticeship
Training, Employers and Labor Services; Office of Workforce Security;
Office of Policy and Research; Office of Technology; and the Office
of Financial and Administrative Management.
ETA also collapsed its field structure of
10 Regional Offices down to six, and more closely integrated Job
Corps and Apprenticeship activities with the mainstream regional
office functions.
The agency has also developed strategies to
improve capabilities under the remaining six Baldrige Criteria:
Strategic Planning, Customer and Market Focus, Information
and Analysis, Human Resource Focus, Process Management, and Business
Results.
2.4 ETA Strategic Goals
The Department of Labor has developed three
strategic goals designed to align agency and system-wide resources
on addressing the needs of job-seekers, workers, families, and employers
in the changing workforce environment at the onset of the 21st century
economy.
- A Prepared Workforce: Enhance opportunities
for America's workforce
- A Secure Workforce: Promote the economic
security of workers and families
- Quality Workplaces: Foster quality workplaces
that are safe, healthy, and fair
Each of these cross-cutting strategic goals
has associated outcome goals. ETA programs are arrayed under these
three strategic goals and the respective outcome goals which track
the Department's outcome goals.
- Increase employment, earnings, and
retention
- Increase the number of youth, including
targeted youth, making a successful transition to a career
- Increase the effective usage of information
and analysis on the U.S. economy
- Integrate employer and labor management
representatives in WIA
- A Secure Workforce
- Increase compliance with worker protection
laws
- Improve the effectiveness of programs
to protect worker benefits
- Increase employment and earnings for
dislocated workers
- Quality Workplaces
- Reduce workplace injuries, illnesses,
and fatalities
- Increase compliance with equal opportunity
laws and regulations
- Support greater balance between work
and family
Associated with each of these goals are specific
programs designed to implement ETA priorities including: the President's
Welfare-to-Work (WtW) initiative which enables welfare recipients
and other low-income parents to move from welfare and other low-wage
jobs to stable, unsubsidized employment; expanding the network of
One-Stop Career Centers to provide access to universal employment
information for job seekers and employers; increasing employment
of out-of-school youth in Youth Opportunity Areas; providing employment
and retraining assistance for dislocated workers including those
who lost their jobs due to trade; and providing full-funding and
reform for UI to enhance the economic security of workers and their
families and minimize the tax and reporting burden on employers.
3. ETA Strategic Goals and FY 2001 Budget
This budget summary encompasses all ETA programs
and activities included in the following appropriation accounts:
Training and Employment Services; Community Service Employment for
Older Americans; State Unemployment Insurance and Employment Service
Operations; Federal Unemployment Benefits and Allowances; Welfare-to-Work
Jobs; and Program Administration. ETA's budget should not be viewed
as merely a series of separate appropriations, but as indispensable
components of America's Jobs Network. America's Jobs Network is
the nation's workforce development partnership of federal, state,
local and private entities which oversee and operate the programs
that assist current and future American workers to reach their skills
and earnings potential and America's employers to access skilled
workers.
The ETA FY 2001 budget totals $11 billion,
$879 million above the appropriated level in FY 2000. Discretionary
budget authority totals $10.1 billion, $820 million above FY 2000,
and mandatory programs total $888.6 million, $58.9 million above
FY 2000. Included in the totals for both years are estimates of
H-1B fees that are available for skill shortage grants ($49.9 million
in FY 2000 and $47.7 million in FY 2001).
The budget for the several appropriations
accounts is as follows: Training and Employment Services (TES) request
is $6.2 billion, $650.6 million and 11.8% above FY 2000; the Community
Services Employment for Older Americans (CSEOA) request is $440.2
million, the same as in FY 2000; the State Unemployment Insurance
and Employment Service Operations (SUIESO) request is $3.39 billion,
$154.7 million and 4.8% above FY 2000; the request for Federal Unemployment
Benefits and Allowances (FUBA - for the TAA/NAFTA-TAA programs)
is $453.6 million, $38.4 million and 9.2% above FY 2000, and reflects
$47 million under proposed legislation to reform and consolidate
the trade programs; and the request for the Program Administration
account is $161.1 million, $15.1 million and 10.3% and 40 FTE above
the FY 2000 appropriation. Included in this total is $1.8 million
and 21 FTE that will be financed from H-1B fees. Finally, the request
for ETA reflects $435 million for the Advances to the Unemployment
Trust Fund and Other Funds account, which is requested by ESA for
the Black Lung Disability Trust Fund, but the account is in ETA's
budget as occasionally the account is used to advance funds to the
FUBA account or trust fund accounts. No such advances are projected
for ETA in FY 2001.
Workforce Investment Act of 1998
This request is the second budget authorized
under the Workforce Investment Act (WIA) of 1998, passed by the
105th Congress (P.L. 105-220), which repeals the Job
Training Partnership Act (JTPA) as of July 1, 2000. WIA is based
on and incorporates the following principles: streamlining services;
empowering individuals; universal access; increased accountability;
strong roles for local boards and the private sector; State and
local flexibility; and improved youth programs. The WIA is intended
to consolidate, coordinate, and improve employment, training, literacy,
and vocational rehabilitation programs. All States will have completed
the transition from the Job Training Partnership Act programs to
the Workforce Investment programs by July 1, 2000, representing
the start of program year 2000. There will be several States choosing
to transition from JTPA to WIA programs in FY 1999 (program year
starting July 1, 1999). Although the WIA goal of consolidating and
integrating program services through a one-stop delivery system
will be done at the "street" level by local workforce investment
boards, WIA requires a restructuring of some ETA programs and their
performance goals. Since this restructuring is still underway, we
anticipate that some performance goals in Section 4 will be revised
to better reflect State and local plans as they implement WIA.
Major New Initiatives for the 21st
Century Workforce
The Department's budget for 2001 reflects
new initiatives for the 21st Century Workforce which
are also part of ETA's budget request. ETA's programs and initiatives
address the issues, problems and challenges of meeting the needs
of the 21st Century Workforce. ETA's programs are vital
components of the Secretary's three Strategic Goals of "A Prepared
Workforce", "A Secure Workforce", and "Quality Workplaces". The
FY 2001 budget includes initiatives that address the needs of adults
and youth, as well as dislocated workers and strengthening the one-stop
delivery system that is the cornerstone of the new workforce development
system envisioned by the Workforce Investment Act. The budget also
reflects the second year's investments for the President's Universal
Reemployment initiative that seeks to meet, by 2004, the following
goals: All dislocated workers who need and want services to become
reemployed will get those services; all unemployment insurance claimants
who need and want reemployment services will receive those services;
and all Americans will have access to the information and services
of one-stop career centers. New initiatives for FY 2001 are:
Fathers Work/Families Win
Incumbent Workers
Responsible Reintegration for Young Offenders
Safe Schools/Healthy Students
These initiatives are described under the
appropriate outcome goal below.
Strategic Goal 1: A Prepared
Workforce
The Prepared Workforce cross-cutting goal
seeks to enhance opportunities for America's workforce. Through
this goal, ETA is committed to creating a workforce development
system where those new to the workforce or those wishing to improve
their potential are given the assistance and information needed
to achieve success in today's ever-changing job market. Also included
are programs to assist employers seeking workers and to provide
economic information needed by all Americans to make sound employment
judgements. This cross-cutting goal has four outcome goals that
relate to ETA:
Outcome Goal 1.1: Increase employment,
earnings and retention
Outcome Goal 1.2: Increase the
number of youth, including targeted youth, making a successful transition
to a career path
Outcome Goal 1.3: Increase the
effective usage of information and analysis on the U.S. economy
Outcome Goal 1.4: Increase Employer
and Labor Involvement in WIA
Outcome Goal 1.1: Increase employment,
earnings and retention
ETA oversees and monitors its employment and
training programs in partnership with States and local communities
through America's Jobs Network - an evolving workforce development
system, which also includes the employer community and the private
sector. This system consists of programs that provide training and
employment assistance with an emphasis on those who are low-income
workers or disadvantaged.
- Welfare-to-Work: The FY
2001 budget does not include funds for the Welfare-to-Work program,
but a proposal will be made to extend the expenditure life of
already awarded funds to grantees to be expended for an additional
two years. Also, in November of 1999, the Administration received
desired legislative amendments to the WtW program. Title VIII
of H.R. 3424, enacted as part of the Consolidated Appropriations
Act for FY 2000, contains the "Welfare to Work and Child Support
Amendments of 1999" (1999 Amendments). These amendments will significantly
improve the program's ability to more effectively serve both welfare
recipients, custodial parents with incomes below the poverty line,
and non-custodial parents of low-income children, and will streamline
WtW reporting requirements.
- Adult Grants: The FY 2001
request is $950 million, the same as the FY 2000 appropriation.
The Workforce Investment Act provides new opportunities to provide
universal access to all adults, including a greater number of
low-income adults (including welfare recipients placed in jobs
through the WtW program) who need skills training and employment
services to enable them to get new and better jobs. Under the
WIA program, all adults are eligible to receive core services,
with intensive services and training targeted to those most in
need. These funds will enable approximately 380,000 adults to
receive core, intensive and training services helping to close
the skills and wage gaps for these workers.
Fathers Work/Families Win Initiative:
The budget includes $255,000,000 under WIA National Programs authority
to assist low-income working families, including non-custodial fathers,
to get the training and services needed to obtain better jobs and
higher wages. It is estimated that approximately 80,000 people (40,000
in the Fathers Work component and 40,000 in the Families Win Component
will be served).
- Native Americans: The
budget request includes $55 million, a net decrease of $3.6 million
from the FY 2000 appropriation. There is an increase of $1.2 million
to raise the base program to its minimum funding level under WIA
- $55 million. There is a decrease of $4.6 million, representing
one-time increase in FY 2000 to complete a facility in Hawaii
to serve American Samoans. It is estimated that about 22,000 Native
Americans will be served in FY 2001.
- Migrant and Seasonal Farmworkers
(MSFW): The budget for FY 2001 is $74.4 million, an increase
of $250 thousand over FY 2000. It is projected that 39,700 disadvantaged
adults will be provided assistance. Also included in the 2001
request is $5 million in Pilots, Demonstrations and Research funds
to continue the Migrant Child Labor initiative that was included
in the President's FY 1999 and 2000 requests (see Strategic Goal
3). The FY 2001 request also reflects $15 million for migrant
youth activities, as authorized by the Workforce Investment Act.
These funds are requested as part of the $250 million authorized
for Youth Opportunity Grants (see Outcome Goal 1.2 - Youth).
- Community Service Employment for
Older Americans Program (CSEOA): The budget request includes
$440.2 million, the same as FY 2000. These funds provide minimum
wage employment to low-income older workers, with the goal of
maximizing unsubsidized employment. It is projected that 92,000
older adults will be assisted in FY 2001. The budget assumes re-authorization
of the program.
The Employment
Service Grants to States budget activity now consists of two grants
to States programs - the ES Wagner-Peyser Formula grants and the ES
Reemployment Service grants.
- Employment Service Formula Grants
to States (Allotments to States): The request for the
Employment Service is $761 million, the same as FY 2000. The public
labor exchange is the cornerstone for the one-stop delivery system
and its network of One-Stop Career Centers.
- Reemployment Service Grants to
States: The request includes $50 million for these administrative
grants to States to assist unemployment insurance claimants. This
is part of the President's Universal Reemployment initiative,
and it is estimated that about 222,000 UI claimants can be assisted
through these grants.
- ES National Activities:
The request is for $44.2 million, $22.2 million below FY 2000.
The major change is in the Alien Labor Certification program which
reflects a decrease of $20.3 million form FY 2000. Of this amount,
$9.6 million results from streamlining of the permanent program
and $10.7 million represents a transfer of the Occupational Employment
Statistics program to the Bureau of Labor Statistics. Also, the
budget includes a proposal for the collection of employer user
fees for the permanent program, the proceeds of which will be
used to offset program costs in the federal/State administration
of the program, and for increased Skill Shortages grants in the
dislocated worker program. Funding for the Work Opportunity Tax
Credit/WTW Tax Credit program is included in this activity and
is described in outcome goal 1.2.
Pilots, Demonstrations and Research;
Technical Assistance; Incentive Grants; and Evaluation - These
budget activities include funds in the support of the workforce
development system, including conducting pilot and demonstration
projects for innovative approaches to solving/addressing workforce
problems and issues; conducting research on a variety of workforce
issues impacting on both adults and youth. Additionally, the budget
includes funds for providing technical assistance to our workforce
system partners, and providing incentive grants to States which
demonstrate good performance. These activities supports all three
of the Secretary's goals, themes and priorities. The following discusses
PD&R, TAT, and Incentive Grants in terms of base program and
major initiatives for 2001.
- Base Pilots, Demonstrations, Research;
Evaluations; Technical Assistance; Incentive Grants:
The budget request is $62.1 million for these activities, a net
decrease of $31 million. largely reflecting elimination of one-time
funding for Congressional earmarks. It continues funding for the
Migrant Child Labor initiative ($5 million) and the Apprenticeship
Child Care Initiative ($4 million, see Strategic goal 3). There
is an increase of $10 million for Incentive Grants to reward States
with good performance in operating their WIA programs. There is
also an increase of $3 million for evaluations to evaluate program
effectiveness. Also included for Pilots, Demonstrations and Research,
is $47.7 million for skill shortage grants that are financed from
H-1B fees.
- Program Administration:
This appropriation account finances the salaries and operating
expenses for the entire agency. It consists of six budget activities
- Adult Services, Youth Services, Workforce Security, Apprenticeship,
Training, Employer and Labor Services, Welfare-to-Work, and Executive
Direction. Staff and other resources are budgeted for each of
these activities which support all of the Secretary's Strategic
Goals. For FY 2001, the request is $161.1 million and 1,411 FTE,
$15.1 million and 40 FTE above FY 2000. Included in the FTE level
are 21 FTE to be financed from employer user fees for the permanent
labor certification program The 40 FTE requested are needed to
administer new and on-going initiatives, including the following:
Dislocated Workers and Adult Services (7 FTE); TAA staffing (3
FTE); Youth Activities (7 FTE); Job Corps (4 FTE); UI and ES staffing
(8 FTE); Financial Management (5 FTE) Information Technology (2
FTE); Apprenticeship (2 FTE); Policy and Research (1 FTE); and
administration of the Work Incentive Grants for assisting people
with disabilities (1 FTE). The request for Apprenticeship includes
$1 million (including the 2 FTE) for administering the women apprenticeship
in non-traditional occupations (WANTO) that was previously financed
in the TES account. Of that amount, $800,000 will be transferred
to the Women's Bureau. The request also includes $4.55 million
for Information Technology to upgrade and design ETA systems;
staff development and training ($600 thousand), contract services
for financial management ($450 thousand), and records management
($200 thousand).
Outcome Goal 1.2: Increase the number
of youth, including targeted youth, making a successful transition
to a career path
A variety of interventions address basic and
intensive education, training, career preparation and job needs
of primarily disadvantaged and low-income youth. The goal of these
programs is: employment in jobs that will provide a long-term career
path; prevention of youth from dropping out of school or encouraging
those who already have dropped out to return and complete or advance
their education; or to provide job and work related skills that
will prepare youth for the rapidly changing labor market and help
youth make the transition from school-to-work.
- Youth Activities Grants:
The budget request is $1.02 billion for State formula grants for
youth activities authorized by the Workforce Investment Act. This
is an increase of $21.5 million above FY 2000. WIA links youth
programs more closely to local labor market needs and the community
as a whole, and provides a strong connection between academic
and occupational learning. It is estimated that approximately
612,300 youth will receive employment and training services and
summer employment opportunities in FY 2001, an increase of 12,900
over FY 2000. WIA requires that at least 30% of the funds be spent
on out-of-school youth.
- Youth Opportunity Grants: The
budget includes $375 million for Youth Opportunity Grants, an
increase of $125 million above 2000. These competitive matching
grants would be distributed to Empowerment Zones
and Enterprise Communities and similar high poverty areas to train
youth for jobs. This program is intended to provide early intervention
in the lives of young people who are at risk of becoming long-term
recipients of public assistance. This request includes $20 million
to continue the Rewarding Youth Achievement demonstration program.
This effort will reward academically achieving, economically disadvantaged
youth with extended summer employment opportunities and the opportunity
to earn an end of the summer bonus. Also included is $15 million
that would be used for migrant youth activities to provide employment
and training assistance to youth in families engaged in migrant
and seasonal farmwork. This program would be administered under
the regular Migrant and Seasonal Farmworker program. The increased
funds will enable ETA to award 12-15 new grants to communities,
and a total of about 85,000 youth will be assisted, 27,000 above
FY 2000.
- Job Corps: The request
includes $1.4 billion, $35.3 million above the FY 2000 level.
Job Corps will provide intensive skill training, academic and
social education, and support to an estimated 73,150 participants
at 122 centers. The increase includes $12.9 million for salary
increases for academic and vocational instructors, counselors,
residential advisors, and recreation leaders The request also
includes operating costs for two new centers and an increase for
inflation. It reflects a decrease of $13.5 million for one-time
construction costs.
- Responsible Reintegration for Young
Offenders: This $75,000,000 initiative under WIA National
Programs authority, builds on a FY 2000 Congressional youth offender
initiative. It will link the resources of the workforce development
system to the criminal justice system serving youth and young
adults (up to age 35) and test new approaches for reintegrating
those ex-offenders into the mainstream economy. Approximately
19,000 young offenders will be provided extensive services at
an average cost of $4,000.
Safe Schools/Healthy Students:
The request includes $40,000,000 under WIA National Programs authority
for this initiative that began in 1999 as a collaborative effort
among the Departments of Education, HHS and Justice to promote healthy
childhood development and prevent school violence. For FY 2001,
the Department of Labor is added as a partner in this initiative,
and will contribute $40,000,000 for competitive grants.
School-to-Work Opportunities:
A planned decrease of $55 million is reflected in the budget, as
federal funding commitments for the School-to-Work system are completed
in FY 2000. However, there will be on-going activities as States
and other grantees expend funds from their current grants to continue
building the school-to-work system. ETA will work with its partners
to ensure sustainability of the school-to-work system.
Outcome Goal 1.3: Increase the effective
usage of information and analysis on the U.S. economy
The one-stop delivery system, authorized under
the Workforce Investment Act, is designed to transform a fragmented
array of employment and training programs into an integrated information-job
service delivery system, a basic component of the evolving workforce
development system. One-Stop transformation means that individual
offices offer all the business lines or "core services" to their
customers. Although new WIA programs are important components of
the one-stop delivery system, the ETA budget contains resources
in several programs that are integral and vital to sustaining and
enhancing the one-stop delivery system.
One-Stop Delivery System
- One-Stop Implementation/ALMIS:
The One-Stop Career Centers budget request is for $154 million,
$34 million above the FY 2000 appropriation. It reflects a decrease
of $20 million for State Implementation grants, as the federal
commitment for this component of the One-Stop budget is complete.
For the America's Labor Market Information System (ALMIS) component,
the request is $154 million, $54 million above FY 2000. The information,
systems and services financed this budget are part of the President's
Universal Reemployment initiative that seeks, by 2004, to ensure
that every American has access to one-stop career center information
and services. The request will finance existing systems along
with enhancements, including: core labor market information programs'
Occupational Information Network (O*NET); Universal Access for
Customers (Toll-Free Number; Mobile One-Stop Vans; Neighborhood
Access Zones, Rural Learning Centers, One-Stop operating system);
America's Job and Talent Banks, Talking version of the AJB, Access
America, America's Career InfoNet, America's Learning Exchange;
Agricultural Network.
- Work Incentives Grants: The
budget includes $20 million for continuation of the Work Incentives
Grants program which provides competitive grants to improve access,
accommodation, benefits, services and employment opportunities,
through one-stop centers, to individuals with disabilities. This
program allows those individuals to return to work and provides
services to those who are working. This is part of the President's
Universal Reemployment initiative.
Strategic Goal 2: A Secure
Workforce
The Secure Workforce cross-cutting strategic
goal seeks to promote the economic security of workers and families.
ETA is committed to helping maintain workers' wages and employment
through retraining and employment. The programs in ETA that are
part of this Strategic Goal are: State Unemployment Insurance programs;
the Dislocated Worker program under the Workforce Investment Act;
and the Trade Adjustment Assistance/NAFTA-TAA program under the
Trade Act of 1974, as amended.
Outcome Goal 2.2: Improve the effectiveness
of programs which provide or protect worker benefits
- Unemployment Insurance Program:
The FY 2001 request for State unemployment insurance administration
totals $2,359,283,000, a net increase of $92,908,000 from FY 2000.
The request includes two major changes that are intended to meet
the changing needs of the States' administration of the UI program:
(1) The Department is requesting the combining of the two budget
activities that fund State administration of the UI program -
State Administration and Contingency; and (2) the base workload
level used to determine the States' base allocation will be raised
from an average weekly insured unemployment claims workload of
2 million to a level of 2.3 million. Appropriation bill language
is also proposed that would eliminate the separate appropriation
for contingency funds.
The combining of the contingency and State
Administration budget activities into just one budget activity,
State Administration, is a step forward in providing flexibility
to the States in administering their UI programs. Both activities
have been used in the past to do essentially the same thing, finance
the administrative costs of processing unemployment claims. Under
the new approach, a higher level of the total projected workload
will be financed at the beginning of the year, with a workload reserve
being maintained at the national level to finance individual States
when their workloads exceed base workloads. The budget reflects
a decrease in contingency workload reserve from $106,250,000 in
FY 2000 to $36,000,000 in FY 2001 that will be in the State Administration
budget activity. The higher base workload (2.3 million average weekly
insured unemployment) results in a net budget increase of $75,760,000.
This is due to the higher cost of base operations and the need to
finance fixed costs and maintaining a highly automated UI system
in each state. The request also includes an increase associated
with the workload growth in the number of subject employers ($17,148,000).
The budget continues to maintain integrity increases previously
approved by Congress ($35,000,000).
- UI Reform: The Administration is working
with the States, employers, and workers' representatives to reform
unemployment insurance programs to ensure that they continue to
meet the needs of a dynamic American economy. The Administration
is committed to working with stakeholders and Congress to develop
a comprehensive legislative proposal of system reforms, developed
with the overarching goal of budget neutrality and based on the
following principals: expanding coverage and eligibility for benefits,
streamlining filing, and reducing tax burden where possible, emphasizing
reemployment, combating fraud, waste and abuse, and improving
administrative services.
Outcome Goal 2.3: Increase employment
and earnings for dislocated workers
- Dislocated Worker: This
program, under the authority of WIA, provides formula grants to
States, as well as a national emergency grant account for retraining
and adjustment services to laid-off workers with a labor market
attachment to help them return to work, and for increasing marketable
skills leading to productive employment. The request is $1.77
billion, $181 million above the FY 2000 level. This increase is
included as the second year of the President's Universal Reemployment
initiative, a 5-year commitment to ensuring that every dislocated
worker that needs and wants help will get that assistance. It
is expected that 984,000 participants will receive services and
training under this program. The request contains $105 million
for Skills Shortages grants along with a proposal for employer
user fees on the permanent labor certification program. Upon enactment
of the fees, budget authority of $105 million will be reduced,
and these grants will be financed with the user fees.
- TAA and NAFTA-TAA: The
budget includes $406.6 million under current legislation and another
$47 million under proposed legislation for the Trade Adjustment
Assistance and NAFTA-TAA programs. Legislation will be pursued
once again to consolidate and reform these programs.
Strategic Goal 3: Quality
Workplaces
Outcome Goal 3.3: Support greater
balance between work and family
The Quality Workplaces strategic goal focuses
attention on fostering workplaces that are safe, healthy, and fair.
Although the vast majority of ETA's programs, activities and budget
are concerned with the first two cross-cutting strategic goals (A
Prepared Workforce and A Secure Workforce), there are two initiatives
that deal with Child Care and Child Labor that relate to this third
goal: the Apprenticeship Child Care initiative, and the Migrant
Child Labor initiative. The Apprenticeship Child Care initiative
continues at $5 million in FY 2001. This initiative replicates child
care provider apprenticeship programs in additional States. The
Migrant Child Labor initiative has $5 million in demonstration funds
in FY 2001, the same as in FY 2000. This demonstration project assists
youth of migrant families with employment alternatives to farm labor.
Such alternatives include work experience in non-farm labor employment.
The Child Care initiative will result in more apprentices who will
be trained and credentialed in the child care industry. When child
care providers are trained through apprenticeship programs, working
families will know that their children are being taken care of by
trained professionals. Many child care services will be available
in workplaces. The Child Labor initiative will take migrant youth,
ages 14-18, out of the fields and will provide safe and healthy
workplaces as alternatives to farm labor.
4. FY 2001 Performance Goals
and Indicators
4.1 Overview
This section provides an overview of the ETA
FY 2001 performance goals presented by the Department's cross-cutting
goals. It should be noted that for some of the performance goals,
baseline data is not currently available. ETA is committed to, and
continues to develop measurement systems to respond to legislative
changes and requirements, and for strategic and performance planning
purposes. This includes defining measures and establishing baselines
for the goals identified. Much of this information will be finalized
during PY 2000.
4.2 Strategy for Validation of Performance
Measures and Indicators
ETA will continue the implementation of a
data validation and quality initiative designed to improve the overall
validity, reliability and timeliness of its program data. A major
impetus behind this initiative has been the agency's GPRA strategic
and annual performance plan endeavors. ETA's efforts to articulate
quantitative GPRA outcomes have highlighted the importance of producing
reliable data. These data are not only the foundation of both baselines
and quantifiable performance targets, but the bases for informed
decision making and rational performance management.
As a result, ETA will focus on validating
the accuracy of its GPRA outcomes and those agency-wide measures
which support these GPRA goals. ETA is fully aware of GPRA's requirements
and understands the possible fiscal consequences of not achieving
its GPRA goals. Consequently, the agency will pursue a common, system-wide
approach in order to promote and test ETA's GPRA data quality and
accuracy. This coordinated strategy will encourage, to the extent
possible, individual program offices to tailor data validation within
a common framework in order to meet unique program requirements
and, ultimately, will provide more accurate information which ETA
can utilize to enhance its performance management decision making
in support of GPRA. This strategy should also be more resource efficient,
as it will eventually replace the separate validation methodologies
of the different ETA program offices.
ETA's data validation strategy involves two
separate, but complementary approaches. In order to ensure program
data accuracy and reliability, the agency will continue to vigorously
promote data quality throughout the workforce development system.
These cornerstone activities began in 1998/1999 and included: (1)
developing common data definitions and common data formats; (2)
delivering a consistent message concerning these definitions to
the system; (3) identifying effective activities and key processes
within the system, e.g., handbooks; and (4) providing system-wide
staff training, where necessary.
In 2000, ETA will continue these important
efforts, and will significantly widen its focus to include the implementation
of WIA. ETA also promotes the adoption of an approach in which grantees
are responsible for validation activities, and DOL has procured
contractor services to assist and independently verify the effectiveness
of efforts. This is similar to the method now employed for validation
of UI data. These testing activities will include: (1) generating
independent reports; (2) sampling and reviewing records; and, (3)
reviewing procedures and controls to see whether they can be relied
upon to generate reliable and accurate data.
The efforts undertaken through these funded
activities will result in improved confidence of data validity;
expanded, updated, and more cost-efficient performance measurement
system; extensive collaboration with partners and stakeholders;
and increased managerial and technical consultative services to
grantees and training contractors in using such information to improve
program service outcomes for system customers. Improved data quality
-- reliability and validity -- will further enable ETA and its delivery
system partners to make more informed decisions for improving program
outcomes.
This strategy of (1) Promoting Quality and
(2) Testing Accuracy will provide ETA a consistent, step-by-step
method to build upon the efforts of established ETA performance
initiatives and also raise the level of the agency's GPRA performance
management decision making. Ultimately, these strategies will cause
ETA to focus on the new workforce development system and the importance
of building a data validation component in the front-end design
of performance management information systems, to the extent possible.
There are a number of program-specific integrity
activities occurring in addition to the ETA's overall validation
strategy. They include:
Welfare-to-Work
• As a result of the WtW Amendments of 1999,
ETA now has responsibility for both financial and participant data
reporting for formula and competitive grants. ETA will validate
actual performance through desk reviews and on-site program monitoring
reviews. On-site program monitoring reviews will include interviews
with grantee management and staff, interviews with program participants,
review and analysis of participant files and other documentation,
review and analysis of written policies and procedures, and visits
or telephone calls with employers. Samples of reported information
will be regularly selected and traced to source documentation for
validity verification.
Indian and Native Americans
• ETA will validate actual performance through
desk reviews and on-site program reviews. On-site program reviews
will include interviews with grantee management and staff, interviews
with program participants, review and analysis of participant files
and other documentation, and visits or telephone calls with employers.
Samples of reported information will be selected and traced to source
documentation.
Migrants and Seasonal Farm Workers
• ETA will validate actual performance through
desk reviews and on-site program reviews. On-site program reviews
will include interviews with grantee management and staff, interviews
with program participants, review and analysis of participant files
and other documentation, and visits or telephone calls with employers.
Samples of reported information will be selected and traced to source
documentation.
Senior Community Service Employment
Program
• ETA will monitor management information
systems and grantees, and use internal grantee monitoring units
and independent audits to assure verification and validation of
performance goals,
Apprenticeship, Training and Employer
Labor Services
• ETA will enhance the Apprenticeship Information
and Management System (AIMS). Enhancements include converting the
system to a window environment to make it more user friendly and
programming data entry quality checks for more accurate data retrieval.
This activity is scheduled for completion by the end of Winter 2000.
Procedures that promote data accuracy, testing and internal monitoring
will also be reviewed and implemented nationwide.
Job Corps
• ETA will use third-party data verification
for validation of reported placement rates. A random sample of placements
(75% of those reported) will be verified using an independent placement
verifier to ensure data accuracy and integrity. A centralized data
system with numerous management information reports and system edit
checks is used to minimize error in data reporting. Each Job Corps
contractor reporting participant achievements is required to maintain
systems to validate their data. Further, ETA will partner with the
Office of Inspector General (OIG) to conduct a data validation audit
at twenty Job Corps Centers.
Dislocated Workers
• ETA will employ various methods of validating
performance measures and indicators. There are established oversight
and monitoring procedures, as well as reporting systems that will
be enhanced; there are required audits that states must procure;
there are evaluations which will be completed using Research and
Evaluation resources; and there are OIG special audits and reviews
which identify problems. ETA's budget request for FY 2001 includes
resources to address enhanced technical assistance, system enhancement,
development of performance measures, bench marking, post-program
follow-up and other activities.
Unemployment Insurance
• ETA will validate data for workload calculations
and most performance measurements through the UI data validation
program, and will also work independently of regular validation
programs to improve selected reporting and data gathering efforts
on which key GPRA measures are based.
4.3 FY 2001 Performance Goals and
Indicators by Strategic Goal
The following section of this APP provides
specific performance goals of the ETA as related to each Departmental
cross-cutting strategic goal. For each program or funding stream,
information is organized as follows:
• Departmental Strategic Goal
- the overarching DOL strategic goal to be addressed
• Departmental Outcome Goal
- the strategy goal to achieve DOL strategic goal
• Program - the program or
funding stream with which the performance goal relates
• ETA FY 2001 Performance Goal
- the specific target relative to the outcome goal which will be
accomplished in FY 2001
• Indicator - the measure
that will be used to assess progress toward the goal
• Source of Data - the measurement
system(s) that will be used to collect performance indicator data
• Baseline - the year and
level against which progress will be made
• Comment - issues related
to goal accomplishment, measurement systems, and strategies that
provide a context or description of the performance goal
• Means and Strategies -
specific efforts and initiatives that the ETA will continue or employ
to achieve the outcome and performance goals; means and strategies
listed comprehensively for each Departmental outcome goals after
all individual program goals
4.4 ETA Performance Goals
Responsible for an effective, results-oriented
workforce development system that is valued by its customers and
investors, the Employment and Training Administration is directly
involved in creating means and strategies to achieve the Department's
three Strategic Goals. This section provides specific information
on ETA's means and strategies to address those three goals, organized
by individual outcome goals that are specific to the Agency.
Shared accountability is one of the guiding
principles of the Workforce Investment Act. Under this principle,
statewide goals for the performance indicators stipulated in the
Act are to be developed through a process of negotiation between
the states and the Department of Labor. The national performance
goals for the WIA performance indicators will represent an amalgamation
of the goals negotiated with the states. At the initial preparation
of this plan in September 1999, only a handful of states are implementing
WIA in 1999, and some goals were not negotiated due to inadequate
baseline information . Full implementation will occur on July 1,
2000. Thus, the performance goals indicated for the WIA indicators
are place holders and will be revised based on approval of the state
plans for the vast majority of states that are not early implementers.
In addition to those goals directly impacted by the implementation
of WIA, other goals, including Job Corps, Welfare-to-Work and Labor
Exchange goals are new, with baselines not yet established.
Also new in the area of performance goals
is customer satisfaction measurement of job seeker and employer
customers of the workforce investment system. ETA is working with
state and local partners to establish common systems and baseline
information for use throughout the workforce system in PY 2001.
For measurement purposes, three standard questions will be used
for both customer segments that address satisfaction with services,
level of expectations met by the services, and the degree to which
services compared with the ideal service offering.
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Adult Programs |
| FY 2001
Performance Goal: |
Of those registered under the
WIA adult program, 76% will be employed in the third quarter
after program exit, with increased average earnings of $3,600. |
| Indicator: |
Employment retention after
six months; average earnings change after six months |
| Data Source: |
State WIA reports, (UI wage
records will be primary source) |
| Baseline: |
There is no prior experience
with this WIA indicator which is based on the use of UI wage
records. An approximation of the goal was derived by analysis
of the JTPA program experience of eight states using WIA indicator
specifications which yielded a range of from 72% to 84% for
employment and from $2602 to $5488 for earnings gain. |
| Comment: |
The goal for this indicator
is preliminary and based upon the limited experiences of 8 States.
The goal may be revised based upon the Department reaching agreement
with all States on WIA adjusted levels of performance for Program
Year 2000. Employment retention includes exiters employed upon
registration and in the first quarter after exit. Earnings gain
is based upon a comparison of earnings in the second and third
quarters after exit with earnings in the second and third quarters
prior to registration. |
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Wagner-Peyser Act Funding Stream |
| FY 2001
Performance Goal: |
By 2001, increase by 1 percentage
point the share of applicants who receive labor exchange services
that enter employment, resulting in more than 3.2 million Employment
Service applicants entering employment. |
| Indicator: |
Percent change in the
Entered Employment Rate of applicants who receive reportable
labor exchange services that enter employment, and the total
number of applicants entering employment |
| Data Source: |
State Reports and UI
Wage Records |
| Baseline: |
Baseline will be FY 2000
data. 30.4% of applicants
who received labor exchange services entered employment in
FY 1999, with 3.2 million entering employment. |
| Comment: |
The denominator of the
Entered Employment Rate will be those applicants who Received
Some Reportable Service as reported on the ETA 9002. In the
current labor market, fewer applicants are requiring labor exchange
services, but the Employment Service is successfully assisting
a larger proportion of those it does serve in finding employment
|
| Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Wagner-Peyser Act Funding Stream |
| FY 2001
Performance Goal: |
76% of job seekers registered
by the Wagner-Peyser Act funding stream will have unsubsidized
jobs six months after initial entry into employment (Six Month
Retention Rate). |
| Indicator: |
Percent of individuals registered
who Received Some Reportable Service, remaining in unsubsidized
jobs six months after entry into employment |
| Data Source: |
Sample of job seekers registered
by the Wagner-Peyser Act funding stream who have entered unsubsidized
employment and who Received Some Reportable Service as reported
on the ETA 9002 |
| Baseline: |
New Goal. FY 2001 will
become the baseline. |
| Comment: |
This goal is related to the
implementation of WIA in PY 2000 and the new WIA performance
accountability system since local ES offices are mandatory partners
in One-Stop Career Centers established by WIA. The goal may
be revised based upon implementation of WIA in PY 2000. An instrument
to obtain the necessary data for this measure must be developed.
|
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Wagner-Peyser Act Funding Stream |
| FY 2001
Performance Goal: |
Increase by 10 percent, the
total number of job openings listed with the public employment
service, including both those listed with State Employment Security
Agencies (SESAs) and those listed directly with America's Job
Bank (AJB) via the Internet |
| Indicator: |
Number of job openings listed
with SESAs plus the number of job openings listed directly with
AJB |
| Data Source: |
State Reports |
| Baseline: |
Baseline will be FY 2000 data.
8.5 million total number of job openings were listed with the
public employment service in 1999 (PY 1998). 7.3 million job
openings were listed with the SESAs, while 1.2 million job openings
were listed directly with AJB. |
| Comment: |
An increasing proportion of
job openings now are being listed on AJB. This
goal is subject to fluctuations in the business cycle. If
the business cycle turns downward, the goal may be adjusted
accordingly. |
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Work Incentive Grants |
| FY 2001
Performance Goal: |
Increase by 5% the number of
people with disabilities served and increase by 2 percentage
points the rate of unsubsidized employment (entered employment
rate) in the local Workforce Investment Area. |
| Indicator: |
Number of people with
disabilities registered under Title I of WIA program; percent
of people with disabilities in unsubsidized employment under
Title I of WIA |
| Data Source: |
A grant program reporting
system to be established. |
| Baseline: |
Baseline to be established
in FY 2000 using WIA data. |
| Comment: |
The WIG program is directed
to systemic change for people with disabilities obtaining services
under the WIA. Therefore, the goals are derived from the extent
to which One-Stop Centers in Workforce Investment areas serve
and place in unsubsidized employment people with disabilities.
The employment goal for FY 2001, the initial year of program
operations, is focused on the entered employment indicator,
but, will change to employment retention in the second year
of the program. |
| Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Customer Satisfaction
|
| Program |
WIA Adult, Dislocated Worker
and Youth |
| FY 2001
Performance Goal: |
66% of participants will be
satisfied with services received from workforce investment activities. |
| Indicator: |
Participant customer satisfaction. |
| Data Source: |
WIA state reports |
| Baseline: |
The goal was based upon limited
grantee experience gathering participant customer satisfaction
information, including pilot projects. |
| Comment: |
The indicator is an index of
participant customer satisfaction based upon three questions
that will be asked of a sample of WIA program exiters. The index
is based upon the American Customer Satisfaction Index.
|
| Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Customer Satisfaction
|
| Program |
WIA Adult, Dislocated Worker
and Youth |
| FY 2001
Performance Goal: |
61% of employers will be satisfied
with services received from workforce investment activities. |
| Indicator: |
Employer customer satisfaction. |
| Data Source: |
WIA state reports. |
| Baseline: |
The goal was based upon limited
grantee experience gathering participant customer satisfaction
information including pilot projects. |
| Comment: |
The indicator is an index of
employer customer satisfaction based upon three questions that
will be asked of a sample of employers using WIA program exiters.
The index is based upon the American Customer Satisfaction Index.
|
Means & Strategies
- Assess current workforce development systems
in relation to the changing workforce development environment
and the need for lifelong learning by:
Checking abilities to provide universal
services to all through combinations of the Internet and One-Stop
Centers
- Identifying new ways to provide services
to all workers, including low-income customers
- Creating plans to educate and maintain
capacity of staff to ensure that they can meet the demands
- Streamline systems by identifying non-legislative
barriers to integrated one-stop service delivery by:
- Engaging partners and selected States to
look at streamlining from Federal and state perspectives to identify
common barriers, reporting on models of streamlined workforce
systems that work
- Promote the information and services in
the America's Jobs Network by:
- Outreaching to low income groups in schools
and neighborhoods through community-based organizations, enlisting
their assistance in assessment and referral of individuals to
the "best available training and employment opportunities"
- Marketing the "Lifetime Learning Tax Credit"
enacted in 1997 to assist adults who need to upgrade their skills
and change careers
DOL will build on the launch of the Workforce
Excellence Network to provide training, tools and assistance to
Workforce Investment Areas and One-Stop partner programs on the
Malcolm Baldrige criteria for performance excellence, quality and
continuous improvement techniques, and customer satisfaction. DOL
will provide recognition to workforce entities that achieve identified
levels of performance excellence.
| Departmental Strategic
Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Welfare-to-Work |
| FY 2001
Performance Goal:
|
Of those Welfare-to-Work (WtW)
participants placed in unsubsidized employment, 66% will remain
in the workforce for six months (2 consecutive quarters following
placement) with 6% average earnings increase by the second consecutive
quarter following placement. |
| Indicator: |
Employment retention after
six months; average earnings change after six months |
| Data Source: |
WtW Quarterly Financial Status
Report (FSR) |
| Baseline: |
WtW FSR unsubsidized employment retention data as of 9/30/99
(10%)
FY 1999 TANF high performance
bonus retention data (80%)
PY 1997 and PY 1998 JTPA
Title IIA welfare follow-up (14 weeks after termination) employment
rate data (64%)
FY 1999 TANF high performance
bonus earnings gain data (23%)
PY 1997 and PY 1998 JTPA
Title IIA welfare average weekly earnings at follow-up (14
weeks after termination) entered employment rate data ($303/week) |
| Comment: |
Baseline WtW data from
the WtW FSR for Retention and Earnings Gains to be available
September 2000 |
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Fathers Work/Families Win Program |
| FY 2001
Performance Goal: |
During the initial year of
funding, at least 100 grants will be awarded and 40,000 non-custodial
fathers and 40,000 working poor parents enrolled in the Fathers
Work/Families Win initiative. |
| Indicator: |
Grants awarded and Persons
Enrolled. |
| Data Source: |
Grantee reporting. |
| Baseline: |
There is no baseline since
this is a new initiative for which funding is being requested
in the FY 2001 budget. |
| Comment: |
The initial year of program
operation will be PY 2001. This output goal is for the first
year of operation, when the initiative will be implemented.
Outcome goals will be proposed in subsequent years with consideration
being given to employment retention and earnings gains. |
Means & Strategies
- •Provide technical assistance to competitive
and formula grantees to facilitate the implementation of the WtW
Amendments of 1999, which simplified the WtW eligibility requirements
and increased the number of welfare recipients, low-income custodial
parents, and noncustodial parents eligible for services under
WtW
- •Expand and improve the integration of
WtW and welfare reform efforts with the nation's Workforce Investment
system, established by the Workforce Investment Act (WIA) of 1998,
and effective in all States on July 1, 2000
- •Provide financial support for continued
services, improved effectiveness of service delivery, focus on
grantee performance, and improved capacity to meet performance
goals by:
- •Conducting fiscal and programmatic monitoring
of all grantees on a periodic basis, and providing targeted assistance
to aid grantees in improving performance and achieving performance
goals
- •Increasing the utilization of resources
available to help welfare recipients get unsubsidized jobs by
continuing to work with other agencies to remove regulatory barriers
and increase collaborative efforts among complementary Federal,
state and local programs
- •Rewarding high-performing State formula
grantees by awarding performance bonuses
- •Producing targeted technical assistance
products and activities to expand the knowledge base to meet the
specific needs of programs in urban and rural areas, those serving
non-custodial parents, as well as individuals with disabilities
and other barriers to employment
- •Increase job opportunities for welfare
recipients by:
- •Disseminating information about and enlisting
the support of employers to hire WtW participants into unsubsidized
jobs through cooperative ventures with the Welfare-to-Work Partnership
and other private sector organizations
- •DOL will visit and provide operational
and technical assistance to Fathers Work/Families Win grantees
to ensure that programs become fully operational in the shortest
time period and to avoid potentially harmful issues in program
start-up.
| Departmental
Strategic Goal |
A Prepared Workforce: Enhance
Opportunities for America's Workforce |
| DOL Outcome Goal |
Increase Employment, Earnings,
and Retention |
| Program |
Indian and Native Americans |
| FY 2001
Performance Goal: |
54% of the Native Americans
who exit the Indian and Native American (INA) Program will get
unsubsidized jobs (Entered Employment Rate) |
| Indicator: |
Percent of Native Americans
in unsubsidized employment upon exit from the INA Program |
| Data Source: |
Grantee Records |
| Baseline: |
