Education and Labor: Information on the Departments' Field Offices
(Letter Report, 09/16/96, GAO/HEHS-96-178).
Pursuant to a congressional request, GAO provided information about the
field offices supporting the Departments of Education and Labor,
focusing on the field offices': (1) locations; (2) functions, staffing,
space and operating costs; and (3) proposed structural changes.
GAO found that: (1) in fiscal year 1995, the Department of Education had
72 field offices and the Department of Labor had 1,074 field offices;
(2) Labor and Education spent a total of $867 million dollars in support
of their field office operations; (3) about 94 percent of Education's
field staff and 42 percent of Labor's field staff were located in ten
regional cities; (4) Labor had a high concentration of staff in its
field offices, reflecting the agency's general responsibilities; (5) the
majority of the amount spent in supporting field offices operations was
for staff salaries and benefits; and (6) Labor and Education are
planning to make changes in their field office structures to improve
efficiency and contain administrative costs.
--------------------------- Indexing Terms -----------------------------
REPORTNUM: HEHS-96-178
TITLE: Education and Labor: Information on the Departments' Field
Offices
DATE: 09/16/96
SUBJECT: Human resources utilization
Compensation
Employment or training programs
Federal agency reorganization
Employee benefit plans
GS grade classification
Federal downsizing
Centralization
Administrative costs
Cost control
IDENTIFIER: National Education Goals
Dept. of Education National Assessment of Educational
Progress
Boston (MA)
Philadelphia (PA)
Atlanta (GA)
Chicago (IL)
Dallas (TX)
Kansas City (KS)
Denver (CO)
San Francisco (CA)
Seattle (WA)
New York (NY)
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Cover
================================================================ COVER
Report to Congressional Committees
September 1996
EDUCATION AND LABOR - INFORMATION
ON THE DEPARTMENTS' FIELD OFFICES
GAO/HEHS-96-178
Education and Labor Field Offices
(104844)
Abbreviations
=============================================================== ABBREV
ALJ - Office of Administrative Law Judges
BAT - Bureau of Apprenticeship Training
BLS - Bureau of Labor Statistics
DCR - Directorate for Civil Rights
DM - Departmental Management
ERISA - Employee Retirement Income Security Act
ESA - Employment Standards Administration
ETA - Employment and Training Administration
FTE - full-time equivalent
GSA - General Services Administration
GM - General Management
GS - General Schedule
LMRDA - Labor-Management Reporting and Disclosure Act
MSHA - Mine Safety and Health Administration
NAEP - National Assessment of Educational Progress
NEARS - National Electronic Accounting Report System
OASAM - Office of the Assistant Secretary for Administration and
Management
OAW - Office of the American Workplace
OCIA - Office of Congressional and Intergovernmental Affairs
OCR - Office for Civil Rights
OFCCP - Office of Federal Contract Compliance Programs
OIG - Office of Inspector General
OIIA - Office of Intergovernmental and Interagency Affairs
OLMS - Office of Labor-Management Standards
OM - Office of Management
OPA - Office of Public Affairs
OPE - Office of Postsecondary Education
OSERS - Office of Special Education and Rehabilitation Services
OSHA - Occupational Safety and Health Administration
OWCP - Office of Worker's Compensation Programs
PBS/IS - Public Building Service Information Systems
PWBA - Pension and Welfare Benefits Administration
RSA - Rehabilitative Services Administration
SOL - Office of the Solicitor
VETS - Veterans' Employment and Training Administration
WB - Women's Bureau
WCF - Working Capital Fund
WHD - Wage and Hour Division
Letter
=============================================================== LETTER
B-271409
September 16, 1996
The Honorable Nancy L. Kassebaum
Chairman
The Honorable Edward M. Kennedy
Ranking Minority Member
Committee on Labor and
Human Resources
United States Senate
The Honorable William F. Goodling
Chairman
The Honorable William L. Clay
Ranking Minority Member
Committee on Economic and
Educational Opportunities
House of Representatives
The federal government's $66 billion investment in a multitude of
education, employment training, and worker protection programs is
largely administered by the Departments of Education and Labor
through staff at headquarters and a complement of field offices. In
June 1995, we outlined the field office structures of the Departments
of Education and Labor as part of information requested for a
congressional proposal to merge these two Departments with the Equal
Employment Opportunities Commission.\1 This information raised
concerns from several congressional members about the purpose of the
Departments' more than 1,100 field offices and the costs to maintain
and manage them; however, little information was available.
This report responds to those concerns by providing information about
the field offices supporting the Departments of Education and Labor,
including
-- the locations of Education and Labor field offices;
-- field office functions, staffing, space, and operating costs;
and
-- recent changes in field office structure that the Departments of
Education and Labor made, or are planning, to improve
efficiency.
We conducted this work under our basic legislative responsibility to
provide information that will assist the Congress in its oversight
activities. We are addressing this report to you because your
congressional committees oversee the operations of these two
Departments.
In carrying out our work, we obtained location, space, and rental
cost data on Education and Labor field offices\2 from the General
Services Administration (GSA).\3 We obtained information from
Education and Labor officials on field office functions; staffing;
and salary, benefit, and other costs, such as travel, equipment, and
supplies. We also obtained information from the Departments about
their planned and ongoing field office restructuring activities. We
did not independently verify the data we received from GSA or the
Departments. We conducted our work between January 1996 and July
1996 in accordance with generally accepted government auditing
standards. See appendix I for a more detailed discussion of our
scope and methodology.
--------------------
\1 Federal Reorganization: Congressional Proposal to Merge
Education, Labor, and EEOC (GAO/HEHS-95-140, June 7, 1995).
\2 We define a field office as any type of office other than a
headquarters office established by one of the major components of
either Education or Labor. Therefore, in this report, regional,
area, district, state, and other types of offices will be referred to
as field offices.
\3 Some Labor Department field offices are located in state
facilities, and no rents were charged. GSA does not have rental
contract information, such as space and use, for these locations.
Because we were unable to obtain information for these locations, the
total amount of Labor's field office space is somewhat
underestimated.
RESULTS IN BRIEF
------------------------------------------------------------ Letter :1
In fiscal year 1995, the Departments of Education and Labor had a
field structure composed of 1,146 field offices--such as regional
offices, area offices, and district offices. The Education and Labor
field offices are located in a total of 438 cities and towns
throughout the 50 states, the District of Columbia, Puerto Rico, and
Guam. Reflecting its centralized structure and the nature of its
responsibilities, the Department of Education used about a third of
its 5,131 authorized staff resources in its 72 field offices. In
contrast, Labor, with its varied responsibilities requiring an
on-site presence--such as inspecting mines and other work places and
enforcing minimum wage and overtime laws, in addition to overseeing
job training programs--had more than 60 percent of its 17,632
authorized staff positions allocated to its 1,074 field offices.
Education's field offices were located in the 10 federal region
cities and 11 other localities, while Labor's 1,074 field offices
were spread across 437 locations.\4 The Education component\5 with
the greatest number of field staff was the Office for Civil Rights
(OCR), with about 40 percent of Education's total field staff. OCR's
638 on-board field staff enforce civil rights laws and combat
discrimination in America's schools.\6 OCR's 11 field offices were
located in the 10 federal region cities, with an additional office
located in Cleveland, Ohio. Education's Office of Inspector General
(OIG) maintained the most field offices of any Education component--
21--and used 241 full-time equivalents (FTE) to audit and investigate
the operation of federally supported education programs.\7
Labor had many components with substantial field office structures
whose responsibilities included overseeing working conditions,
ensuring compliance with minimum wage laws and other work place
standards, and overseeing the Department's employment training
programs. For example, the Employment Standards Administration (ESA)
had the most field offices, 396, and the most authorized field staff
positions--84 percent of its 3,677 positions were allocated to the
field. ESA was responsible for administering and enforcing a variety
of laws setting minimum standards and conditions of employment--such
as minimum wages--which must be met by employers; providing workers'
compensation benefits; and enforcing antidiscrimination statutes for
federal contractors. Another Labor component, the Mine Safety and
Health Administration (MSHA), was essentially a field operation, with
91 percent of its 2,521 positions assigned to 155 field offices.
Together, the Departments of Education and Labor spent about $867
million in support of their field operations in fiscal year 1995,
more than three-quarters of which was for staff salaries and
benefits. Consistent with its larger size, Labor spent considerably
more on field operations than Education, $755 million as compared
with $112 million. Education spent $8.5 million on about 495,000
square feet of space for its field staff, of which 28 percent was
owned by the federal government. Labor spent $57.8 million for a
total of 3 million square feet of space for field staff, about 30
percent of which was owned by the federal government.
In recent years both Departments have begun looking at whether they
can streamline their field operations. For example, Education's OIG
has eliminated one field office and one regional office and along
with OCR is restructuring its field operations. Eight Labor
components have restructuring plans. For example, the Office of the
American Workplace is reorganizing its field structure to improve
field office operations and respond to National Performance Review
goals.\8 In addition, the Office of the Solicitor (SOL) has
eliminated one of its field offices.
--------------------
\4 The federal government created 10 standard administrative regions
to achieve more uniformity in the location and geographic
jurisdiction of federal field offices. The cities associated with
these 10 regions are Boston, New York, Philadelphia, Atlanta,
Chicago, Dallas, Kansas City, Denver, San Francisco, and Seattle.
\5 Components are the major functional units within each department.
For example, the Department of Education has 17 major components,
such as the Office of Elementary and Secondary Education and the
Office for Civil Rights. The Department of Labor has 26 components,
such as the Occupational Safety and Health Administration and the
Employment Standards Administration.
\6 On-board staff data indicate the personnel strength of a federal
department and count the actual number of workers--not work-years--as
of the end of a reporting period.
\7 Federal employment levels are computed on a full-time equivalent
basis, typically for a full fiscal year. This method of estimating
and controlling federal employment measures the authorized or
budgeted work-years for departments and agencies.
\8 The National Performance Review, under the direction of the Vice
President, is a major management reform initiative by the
administration and is intended to identify ways to make government
work better and cost less.
BACKGROUND
------------------------------------------------------------ Letter :2
The Department of Education manages the federal investment in
education and leads the nation's long-term effort to improve
education. Established as a separate department in 1980, Education's
mission is to ensure equal access by the nation's populace to
education and to promote improvements in the quality and usefulness
of education. For fiscal year 1995, Education was appropriated $32.4
billion and authorized 5,131 FTE positions\9 to administer and carry
out its 240 educational assistance programs, including aid to
distressed schools through the Elementary and Secondary Education
Act, support for technical training through the Carl D. Perkins
Vocational and Applied Technology Education Act, support for special
education programs for the disabled, and support for higher education
through subsidized and unsubsidized loans and grant programs.
Although Education only became a department in 1980, its field
structure dates back to 1940 when the Office of Education had its own
representatives in federal regional offices to assist in
administering federal education laws. Historically, the major
function of these offices has been to help local administrators
understand federal education legislation and obtain available federal
funds for education purposes.
The Department of Labor's mission is to foster, promote, and develop
the welfare of U.S. wage earners; improve their working conditions;
and advance their opportunities for profitable employment. In
carrying out this mission, Labor--established as a department in
1913--administers and enforces a variety of federal labor laws
guaranteeing workers' rights to work places free from safety and
health hazards, a minimum hourly wage and overtime pay, unemployment
insurance, workers' compensation, and freedom from employment
discrimination.
Labor also protects workers' pension rights; provides for job
training programs; helps workers find jobs; and tracks changes in
employment, prices, and other national economic measurements.
Although Labor seeks to assist all Americans who need and want to
work, special efforts are made to meet the unique job market needs of
older workers, economically disadvantaged and dislocated workers,
youth, women, the disabled, and other groups. In fiscal year 1995,
Labor had a budget of $33.8 billion and was authorized 17,632 FTE
positions to administer and carry out its activities.\10
--------------------
\9 Education has experienced a long-term decline in staffing from
7,528 in 1980.
\10 Labor has experienced a long-term decline in staffing from over
24,000 in 1980.
EDUCATION AND LABOR FIELD
OFFICES ARE LOCATED THROUGHOUT
THE UNITED STATES
------------------------------------------------------------ Letter :3
In fiscal year 1995, the Department of Education\11 had 72 field
offices and the Department of Labor\12 had 1,074. These field
offices were located in 438 localities\13 across the 50 states, the
District of Columbia, and two territories (see fig. 1).
Concentrations of offices are found in the 10 federal region cities,
where a total of 279 Education and Labor field offices are located,
with a total of 5,987 staff (see table 1). About 245 localities had
a single Education or Labor field office, and 148 localities had
between two and five offices (see fig. 2).
Figure 1: Locations of
Education and Labor Field
Offices
(See figure in printed
edition.)
Table 1
Number of Field Offices, On-Board Staff,
and Total Space for Education and Labor
Offices Located in the 10 Federal Region
Cities, Fiscal Year 1995
Total Total
Federal region space space
city (region Number of Number of (square Number of Number of (square
number) offices staff feet)\a offices staff\b feet)
----------------- ---------- ---------- ---------- ---------- ---------- ----------
Boston (I) 6 102 22,970 23 388 195,859
New York (II) 6 127 52,683 24 545 151,394
Philadelphia 6 119 32,440 24 488 128,738
(III)
Atlanta (IV) 6 273 65,582 21 499 127,572
Chicago (V) 6 228 100,442 23 514 127,852
Dallas (VI) 6 155 37,369 23 485 135,723
Kansas City (VII) 6 113 35,239 20 343 113,032
Denver (VIII) 6 90 23,110 22 433 72,940
San Francisco 6 212 51,251 22 557 149,496
(IX)
Seattle (X) 6 79 24,115 17 234 61,941
=========================================================================================
Total 60 1,501 445,201 219 4,486 1,264,547\
c
-----------------------------------------------------------------------------------------
\a Information provided by GSA.
\b On-board staff counts shown are based on Labor's Personnel
Management Information System and input from component officials
through Labor's Office of the Assistant Secretary for Administration
and Management.
\c Does not include space in state buildings for which Labor could
not provide us information.
Figure 2: Concentration of
Education and Labor Field
Offices
(See figure in printed
edition.)
--------------------
\11 See app. II for profiles of each of the Department of
Education's components with field offices.
\12 See app. III for profiles of each of the Department of Labor's
components with field offices.
\13 For listings of the locations, the components with offices in
each location and the number of staff at each location, see app. IV
for the Department of Education and app. V for the Department of
Labor.
EDUCATION FIELD OFFICES
---------------------------------------------------------- Letter :3.1
Six of Education's 17 major components maintained field offices (see
table 2). Each of the six Education components with field offices
had an office in all 10 federal region cities. In total, 94 percent
of Education's field staff were located in these 10 cities. The
concentration of Education's field offices in the federal region
cities is a reflection of the role of Education's field structure,
which is principally to ensure the integrity of grant and loan
programs and to ensure that federal programs are equitably
accessible. For example, the Office of Postsecondary Education (OPE)
formulates policy and oversees the student loan program and other
sources of federal support for postsecondary students and schools.
The OPE field offices carry out technical assistance, debt
collection, and monitoring activities that affect students,
institutions, contractors, lenders, and guaranty agencies. The
mission of OCR is somewhat different in that its responsibility is to
enforce civil rights laws in the nation's schools. Its regional
offices carry out these functions.
Table 2
Department of Education Components,
Their Functions, and Number of Field
Offices
Field
Component Function offices
-------------- ------------------------------ ----------
Office of the Administers the programs and None
Secretary\a activities of the Department
and also encourages the
general public's
understanding of the
Department's goals, programs,
and objectives.
Office of the Serves as the principal None
Chief adviser to the Secretary on
Financial all matters related to grant-
Officer making, cooperative
agreements, and procurement;
and financial management,
control, and accounting.
Office of Provides legal advice to the None
General Secretary and to the
Counsel components of the Department.
Office of the Conducts and supervises audits 21
Inspector and investigations relating
General to programs and operations of
the Department.
Office of Provides leadership in 10
Intergovernme coordinating regional and
ntal and field activities and
Interagency establishes and directs
Affairs intergovernmental and
interagency services for the
Department.
Office of Provides the direction, None
Legislation planning, and development for
and the implementation of the
Congressional legislative goals of the
Affairs Department. Assures the
receipt of necessary
information relating to
policies and programs and
assures the Department's
responsiveness to requests.
Office of Provides the administrative 10
Management services to assist the field
office staff; includes
managing the Federal Real
Property Assistance Program
to ensure maximum utilization
of surplus federal property
for educational purposes and
providing personnel services
to regional employees in
other program offices.
Office of Administers programs designed None
Bilingual to fund activities that are
Education and directed toward students with
Minority limited English proficiency.
Languages It also administers contracts
Affairs for research, evaluation, and
technical assistance to help
meet the needs of students
with limited English
proficiency.
Office for Ensures that institutions that 11
Civil Rights receive federal financial
assistance do not
discriminate against American
students, faculty, or other
individuals on the basis of
race, color, national origin,
gender, disability, or age.
Office of Directs programs that allow None
Educational for the assessment of student
Research and achievement and the condition
Improvement and progress of education;
supports basic and applied
research; and promotes the
use of technology in
education.
Office of Formulates policies for None
Elementary programs and coordinates the
and Secondary activities relating to
Education preschool, elementary, and
secondary education including
grants and contracts to state
education agencies, local
school districts, drug-free
schools, impact aid, and
other school improvement
programs.
Office of Formulates policy and 10
Postsecondary coordinates programs for
Education assistance to students
pursuing postsecondary
education, and to
institutions that provide
postsecondary education
including programs for
grants, work-study, and
loans.
Office of Coordinates special education 10
Special programs designed to meet the
Education and needs and develop the full
Rehabilitativ potential of children with
e Services disabilities, as well as
increase their self-reliance
through programs for the
training of teachers, grants
and research, financial aid,
and media services.
Office of Administers grant, contract, None
Vocational and technical assistance
and Adult programs for adult education
Education and literacy as well as
vocational-technical
education.
National Sets policy for the National None
Assessment Assessment of Educational
Governing Progress (NAEP) commonly
Board referred to as the "Nation's
Report Card." Monitors,
prepares, and recommends
procedures for reporting and
disseminating NAEP results;
reviews and recommends NAEP
test content.
Advisory Provide the Secretary, the None
councils President, and the Congress
with recommendations
concerning the administration
and operation of education
programs. All of the
Department's advisory
committees are required by
statute or Executive Order
and do not strictly act as a
single component.
National Coordinates support for the None
Institute for provision of literacy and
Literacy basic skill services across
federal agencies and at the
state and local levels. Among
other activities, the
Institute also works with the
National Education Goals
Panel to measure progress
toward the National Education
Goals.
----------------------------------------------------------
\a Two other offices also support this function. The Office of the
Deputy Secretary advises the Secretary on all major program and
management issues and is responsible for the internal management and
daily operations of the Department. The Office of the Under
Secretary is the principal policy adviser to the Secretary and is
responsible for the Department's budget implementation of
departmental policies.
Two-thirds of the Department of Education's staff was located in
headquarters in fiscal year 1995. Of Education's 5,131 authorized
FTE positions, 4,835 were actually used and 1,501, or about 31
percent of this amount, were used to support Education's field
operations. Staff usage for three components--OCR, OIG, and
OPE--taken together represented 90 percent of Education's field
strength in fiscal year 1995. OCR and OIG used the preponderance of
their staff resources in their field offices--
about 80 percent for OCR and 68 percent for OIG (see fig. 3). OPE
had about a third of Education's total field staff positions.
Figure 3: Department of
Education Field Staff
Allocations, Fiscal Year 1995
(See figure in printed
edition.)
LABOR FIELD OFFICES
---------------------------------------------------------- Letter :3.2
In fiscal year 1995, 1,074 field offices supported 17 of Labor's 26
components (table 3).\14 Of Labor's total authorized staffing of
17,632 FTEs, about 63 percent (11,095) were allocated to field
offices. Labor's field offices were in a total of 437 localities
across the nation. About 21 percent (229 offices) of Labor's field
offices and 42 percent of on-board field staff were located in the 10
federal region cities; together these offices were supported by 4,486
staff.
Table 3
Department of Labor Components, Their
Functions, and Number of Field Offices
Field
Component Function offices
-------------- ------------------------------ ----------
Departmental Includes all functions for the 62
Management subcomponents listed below
Office of the Develops and executes policies None
Secretary\a and administers and enforces
laws relating to wage
earners, their working
conditions, and their
employment opportunities.
Office of Serves as the principal 9
Congressional representative for the
and Secretary's legislative
Intergovernme program and as the principal
ntal Affairs liaison with state and local
elected officials. OCIA is
responsible for maintaining
good relations with the
Members of Congress and their
staffs, state and local
officials, and special
interest groups.
Office of Plans, coordinates, and 10
Public executes activities to ensure
Affairs that all Americans have
access to departmental
programs that affect them and
informs the general public
about the Department's
programs and policies.
Office of Administers Executive Order None
Small 12876, which promotes and
Business and increases participation of
Minority historically black colleges
Affairs and universities in federal
programs and similar
initiatives for Hispanic and
other minority colleges and
universities.
Administration Responsible for departmentwide None
and administrative policies and
Management programs related to
personnel, equal employment
opportunity, safety and
health, budget and finance,
information resources, and
administrative services.
Bureau of Directed by the Deputy Under None
International Secretary for International
Labor Affairs Affairs, the Bureau assists
in formulating international
economic, trade, and
immigration policies as well
as represents the U.S. on
delegations to multilateral
and bilateral trade
negotiations.
Office of the Provides the legal services 15
Solicitor necessary to fulfill the
Department's mission and
coordinates the Department's
legislative program by
preparing testimonies and
reports on proposed
legislation as well as
providing legal assistance to
interagency groups
responsible for U.S. trade
matters.
Office of Presides over formal hearings 8
Administrative to determine violations
Law Judges concerning minimum wage,
compensation benefits,
discrimination, employee
protection, and health and
safety regulations.
Benefits Considers and decides appeals None
Review Board of the decisions of
administrative law judges
regarding the Longshoremen's
and Harbor Workers'
Compensation Act and the
Black Lung Benefits Act of
1972.
Employees' Considers and decides appeals None
Compensation of decisions in cases arising
Appeals Board under the Federal Employees'
Compensation Act. The Board's
decisions are final and not
subject to court review.
Wage Appeals Assists the Secretary of Labor None
Board/Board in deciding appeals relating
of Service to disputes concerning
Contract payments, coverage of various
Appeals acts, and recommendations by
federal agencies for
appropriate adjustments of
liquidated damages.
Office of Assists the Deputy Secretary None
Administrative in reviewing appeals of
Appeals administrative law judges'
decisions.
President's Facilitates the coordination None
Committee on of public and private efforts
Employment of to enhance the employment of
People With people with disabilities. The
Disabilities Committee reports to the
President on the progress and
problems of maximizing
employment opportunities for
people with disabilities.
Women's Bureau Formulates standards and 10
policies that promote the
welfare of wage-earning
women, improve their working
conditions, increase their
efficiency, and advance their
opportunities for more
profitable careers.
Directorate of Ensures compliance with all None
Civil Rights laws prohibiting
discrimination in programs
and activities receiving or
benefiting from Department of
Labor funds.
Chief Ensures that there is proper None
Financial accounting for revenues and
Officer expenditures, financial
policies and procedures
comply with standards, funds
and assets are safeguarded
against waste and fraud, and
obligations and costs comply
with laws and regulations.
Working A revolving account that None
Capital Fund provides for the payment of
financial and administrative
services, field services,
facilities management, human
resource services, mail and
telecommunications.
Bureau of Collects, processes, analyzes, 8
Labor and disseminates data
Statistics relating to employment,
unemployment, prices and
consumer expenditures, wages,
industrial relations,
productivity and
technological change,
economic growth and
employment projections, and
other social and economic
issues.
Employment Administers and directs 396
Standards programs dealing with minimum
Administratio wage and overtime standards;
n registration of farm labor
contractors; and affirmative
action and nondiscrimination
for minorities, women,
veterans, and handicapped
government contract and
subcontract workers.
Employment and Fulfills responsibilities 146
Training relating to employment
Administratio services, job training and
n unemployment insurance. It
funds and oversees programs
to provide job training;
formulates and promotes
apprenticeship standards and
programs; and conducts
programs of research,
development, and evaluation.
Participates with the
Department of Education in
developing systems that
enable U.S. students to
transition from school to
work.
Mine Safety Develops mandatory mining 155
and Health safety and health standards,
Administratio ensures compliance with the
n standards, assesses civil
penalties for violations,
investigates accidents, and
improves and expands training
programs.
Office of the Safeguards the financial 33
American integrity and internal
Workplace democracy of labor unions by
providing public disclosure
of annual financial reports;
conducting compliance audits
to ensure union compliance
with applicable standards;
conducting civil and criminal
investigations; and providing
compliance assistance to
union officials and members.
Office of the Provides comprehensive, 44
Inspector independent, and objective
General audit and investigation
programs to improve the
economy, efficiency, and
effectiveness of operations
and ensures employee and
program integrity by
detecting and preventing
fraud, abuse, and criminal
activity.
Occupational Develops job-related safety 107
Safety and and health standards and
Health regulations, conducts
Administratio investigations and
n inspections to assess work
place compliance with the
standards and regulations,
and issues citations and
penalties for noncompliance.
Pension and Helps to protect the economic 15
Welfare future and retirement
Benefits security of working Americans
Administratio and their dependents by
n deterring and correcting
violations of the Employee
Retirement Income Security
Act of 1974 and other
relevant statutes, through a
program of civil and criminal
investigations; developing
policies and laws that
simplify compliance and
encourage the growth and
preservation of employment-
based benefits; and ensuring
that workers get the
information they need to
protect and secure their
benefit rights.
Veterans' Formulates and implements all 108
Employment departmental policies,
and Training procedures, and regulations
Service affecting veterans and is
responsible for administering
veterans' employment and
training programs.
----------------------------------------------------------
\a Includes the Offices of the Secretary, Deputy Secretary, Chief
Economist, and the Deputy Assistant Secretary for Policy and Budget.
Most of Labor's components with field offices had more than half of
their staff resources assigned to the field (see fig. 4). MSHA has
the highest proportion of its staff positions in the field, 91
percent, to inspect mines and protect the life and health of the
nation's miners. Similarly, the Occupational Safety and Health
Administration had about 82 percent of its staff positions allocated
to its field offices. ESA had 84 percent of its 3,677 staff
resources allocated to its 396 field offices. The concentration of
Labor's staff in its field offices reflects the primary mission of
these components' responsibilities. For example, ESA, MSHA, the
Occupational Safety and Health Administration (OSHA), and the Pension
and Welfare Benefits Administration are all focused on ensuring
workers' rights to safe, healthful, and fair workplaces through their
enforcement and inspection activities.
Figure 4: Department of Labor
Field Staff Allocations, Fiscal
Year 1995
(See figure in printed
edition.)
--------------------
\14 Labor considers the Office of the Assistant Secretary for
Administration and Management, the Directorate of Civil Rights, the
Office of Congressional and Interagency Affairs, the Office of Public
Affairs, the Women's Bureau, the Office of the Solicitor, and the
Office of Administrative Law Judges collectively as part of its
Departmental Management function because these components support the
activities of the entire agency. In this report, we have included
the Working Capital Fund as part of the Departmental Management
function because it also provides administrative and other support
services departmentwide. The Working Capital Fund is a revolving
account that normally receives funds at the beginning of each quarter
that are included in each component's budget. The components then
draw the funds as needed. Funds in this account do not have to be
reauthorized by the Congress every year. See app. III for more
information about Labor's Departmental Management function.
EDUCATION AND LABOR FIELD
OFFICE STAFF REFLECT THE VARIED
RESPONSIBILITIES OF EACH AGENCY
------------------------------------------------------------ Letter :4
The occupational series that predominated in both Departments varied
by component and were related to the mission of the component. For
example, half the field staff of Education's Office of Special
Education and Rehabilitative Services were rehabilitation services
program specialists, about half the staff of OCR were equal
opportunity specialists, and about 60 percent of OIG's field staff
were auditors (see table 4).
Table 4
Major Occupational Series for Department
of Education Field Component Staff
Percentage of
component
Component Occupational series field staff
-------------- -------------------------- --------------
Office of Secretary's regional 36
Intergovernme representative 19
ntal and Public affairs specialist
Interagency
Affairs
Office of Personnel management 72
Management specialist
Office of Auditor 60
Inspector Criminal investigator 32
General
Office for Equal opportunity 56
Civil Rights specialist 16
Attorney
Office of Loan/contract/account and 50
Postsecondary institutional review
Education specialist 17
Management analyst
Office of Rehabilitation services 49
Special program specialist
Education and Grant and financial 30
Rehabilitativ specialist
e Services
----------------------------------------------------------
Similarly, Labor's field staff occupational series were related to a
component's primary functions. For example, in fiscal year 1995, ESA
had three major subcomponents, each with a different mission; thus, a
third of its staff were wage and hour compliance specialists, a
quarter were workers' compensation claims examiners, and about 20
percent were equal opportunity specialists (see table 5). Two-thirds
of OSHA's staff were safety/health specialists or industrial
hygienists.
Table 5
Major Occupational Series for Department
of Labor Component Field Staff
Percentage of
component
Component Occupational series field staff
-------------- -------------------------- --------------
Departmental Attorney and related 48
Management
Bureau of Economist 49
Labor
Statistics
Employment Wage and hour compliance 33
Standards specialist 24
Administratio Workers' compensation 19
n claims examiner
Equal opportunity
specialist
Employment and Manpower development 38
Training specialist 16
Administratio Apprenticeship training 11
n representative
Unemployment Insurance
program specialist
Mine Safety Mine safety/health 62
and Health inspector
Administratio
n
Office of the Investigator 82
American
Workplace
Office of Criminal investigator 48
Inspector Auditor 34
General
Occupational Safety/health specialist 40
Safety and Industrial hygienist 26
Health
Administratio
n
Pension and Investigator 62
Welfare Auditor 20
Benefits
Administratio
n
Veterans' Veterans program 71
Employment specialist 26
and Training Veterans program
Service assistant
----------------------------------------------------------
Field office staff at both Departments were composed primarily of
employees in General Schedule (GS) or General Management (GM)\15
grades 11 through 13, representing about 60 percent of both Education
and Labor field staff (see fig. 5). Seven percent of both Education
and Labor field staff were senior managers (GS-14 and -15).
Figure 5: Grade Levels for
Education and Labor Field Staff
(See figure in printed
edition.)
--------------------
\15 The General Schedule is the broadest subdivision of the federal
position classification system. GS is the designation used by the
federal government for its professional and support staff positions
and includes a range of responsibility for covered positions from
grades GS-1 to GS-15. The designation GM is used for supervisory and
management positions at grades 13, 14, and 15. Most positions above
grade GS-15 are included in the Senior Executive Service, which is
outside the General Schedule.
EDUCATION'S AND LABOR'S LARGEST
FIELD OFFICE COSTS WERE STAFF
SALARIES AND BENEFITS
------------------------------------------------------------ Letter :5
Together Education and Labor spent about 1.3 percent ($867 million)
of their combined budget of approximately $66 billion in support of
their field operations; more than three quarters of this amount was
for staff salaries and benefits. According to GSA, Education's 72
field offices occupied about 495,000 square feet of space.
Approximately 357,000 square feet of Education's field office space
was leased from private entities, while 28 percent was federally
owned. In fiscal year 1995, Education spent about $112 million on
field office costs such as rent and utilities, staff salaries and
benefits, and other administrative costs (see fig. 6). According to
GSA, Labor occupied a total of 3 million square feet of space, 2.1
million square feet of which was leased.\16 Labor spent a total of
$755 million on its field operations, mostly for staff salaries.
Figure 6: Spending for
Education and Labor Field
Offices, Fiscal Year 1995
(See figure in printed
edition.)
--------------------
\16 Some additional space is used by Labor field locations in
rent-free, state-owned buildings. Labor could not provide us with
use and square footage information for this space.
EDUCATION AND LABOR ARE
PLANNING CHANGES TO THEIR FIELD
OFFICE STRUCTURES TO IMPROVE
EFFICIENCY
------------------------------------------------------------ Letter :6
Both Education and Labor have eliminated and/or consolidated a few
field offices within the last 5 years to improve service delivery or
office operations. Within Education, such restructuring activities
occurred in OIG and OCR, while at Labor, ESA, the Office of the
American Workplace (OAW), and the Office of the Solicitor reported
that they are reorganizing their field offices and functions along
with the Employment and Training Administration (ETA), MSHA, OIG, the
Office of the Assistant Secretary for Administration and Management
(OASAM), and the Veterans' Employment and Training Service (VETS).
In fiscal year 1995, Education's OIG restructured its 10 regional and
11 field offices into four areas: the Northeast Area includes
Boston, New York, Philadelphia, and the Division of Headquarters
Operations; the Capital Area includes Headquarters Audit Region and
Accounting and Financial Management staff; the Central Southern Area
includes Atlanta and Chicago; and the Western Area includes Dallas,
Kansas City, Denver, San Francisco, and Seattle. The OIG reduced the
amount of rented space in 10 locations to lower its leasing costs and
eliminated the Baton Rouge field office and the Denver regional
office as of June 30, 1996.
Education's OCR is in the process of reorganizing its headquarters
division and 1 field and 10 regional offices into four mega-regions
called enforcement divisions. These enforcement divisions will be
(1) Enforcement Division A--New York, Philadelphia, and Boston; (2)
Enforcement Division B--Atlanta, Dallas, and the new Washington,
D.C./Metro office; (3) Enforcement Division C--Kansas City, Chicago,
and Cleveland; and (4) Enforcement Division D--Seattle, San
Francisco, and Denver. (For a more complete discussion of Education
field office changes, see the component profiles in app. II.)
In fiscal year 1995, Labor's Office of the Solicitor examined its
regional office structure in light of agencywide streamlining and
reinvention initiatives. The analysis led to the decision to close
the Solicitor's branch office in Ft. Lauderdale, Florida.
By fiscal year 1999, Labor plans to have completed the reorganization
of ESA's Wage and Hour Division and its Office of Federal Contract
Compliance Programs (OFCCP) field operations. Wage and Hour's eight
regional offices will be reduced to five through the consolidation of
its current (1) Philadelphia, New York and Boston regional offices
into a northeast regional office and (2) Chicago and Kansas City
regional offices into a single office. Labor also plans to reduce
the number of Wage and Hour district offices and increase its area
offices. This will essentially involve redefining the duties of
about 10 district offices to provide more frontline services and
fewer management-related activities. Also, through employee
attrition, management/supervisory staff buyouts, and selective staff
hiring, Labor plans to reduce the number of its Wage and Hour staff
and its management-to-staff ratios to increase the proportion of
frontline employees to better serve its many customers.
Four of OFCCP's regional offices will be combined into two. Its
current Chicago and Kansas City regional offices will be merged to
form one new office, and its Dallas and Denver regional offices will
be combined to form the other. Also, Labor plans to eliminate at
least two OFCCP district offices.
OAW is in the process of reorganizing to streamline field office
management and operations. The target field structure would consist
of 20 field offices and 13 resident investigator offices divided into
five geographic regions. The reorganization is expected to eliminate
two and, in some instances, three layers of program review,
significantly expand supervisory span of control, and increase the
number of resident investigative offices.
ETA has begun to reassess its field structure and is considering
realigning and/or consolidating certain programs, functions,
services, and field offices. ETA is currently reevaluating its
operations in the 10 federal region cities with a view to locating
them in the same area or building where feasible. ETA has reduced
its total staff by 20 percent, well above its streamlining goal of a
12 percent reduction in total staffing by fiscal year 1999.
Four other Labor components--MSHA, OIG, OASAM, and VETS--have also
been involved in restructuring efforts. In fiscal year 1995, MSHA
eliminated several of its coal mine safety and health subdistrict
offices as a way to eliminate a managerial layer. Plans to
restructure the OIG's entire field structure were in process in
fiscal year 1995 resulting in the elimination of eight field offices
in fiscal year 1996 and a realignment of management functions and
fewer GS-15 positions. The OIG is currently evaluating its
Washington, D.C., field offices. OASAM, while maintaining a physical
presence in each of its regions, reduced its number of regional
administrators from 10 to 6. VETS is awaiting congressional approval
to reduce the number of field offices that support its operations.
(For a more complete discussion of Labor field office changes, see
the component profiles in app. III.)
AGENCY COMMENTS
------------------------------------------------------------ Letter :7
The Department of Education provided us with technical comments on a
draft of this report, which we have incorporated as appropriate.
Education's letter is printed in appendix VI.
The Department of Labor also provided us with comments on a draft of
this report and made two specific comments. First, it questioned our
definition of a field office, and was concerned that using the same
term to refer to all types of offices implied they were all of the
same value and that this would be misleading to the reader. The list
of field offices we used in this report was provided to us by Labor.
In addition, the definition of field office used in this report is
consistent with the information contained in our June 1995 report,
Federal Reorganization: Congressional Proposal to Merge Education,
Labor, and EEOC (GAO/HEHS-95-140, June 7, 1995), upon which this
report follows up. The definition we used separately counts offices
that had different functions or were part of different components,
even if they were at the same location. The information contained in
appendix III of this report explains the roles, functions, and
differences between the various types of field offices associated
with each of Labor's components.
Second, Labor questioned the utility of using fiscal year 1995 data,
noting that the Department was making changes in its field operations
that the use of fiscal year 1995 information would not capture. We
used fiscal year 1995 data because it was the most recent,
comprehensive, and consistent information available on Education's
and Labor's headquarters' and field operations. The detailed
discussion of Labor's components, their staffing, costs, and field
office functions contained in appendix III was designed to provide a
current and up-to-date picture of the Department's field operations.
It also contains a separate discussion of field office and
organizational changes that have occurred since September 30, 1995,
and notes future changes that Labor told us were planned. Labor also
provided us with technical comments, which we incorporated as
appropriate. Labor's comments are printed in appendix VII.
---------------------------------------------------------- Letter :7.1
We are sending copies of this report to the Secretaries of Education
and Labor; the Director, Office of Management and Budget; and other
interested parties.
Please contact me on (202) 512-7014 or Sigurd R. Nilsen, Assistant
Director, on (202) 512-7003 if you have any questions about this
report. GAO contacts and staff acknowledgments are listed in
appendix VIII.
Carlotta C. Joyner
Director, Education
and Employment Issues
SCOPE AND METHODOLOGY
=========================================================== Appendix I
We designed our study to gather information on the Departments of
Education and Labor field office structures. Specifically, we
gathered data on the location, staffing, square footage, and
operating cost for each Department in total and its field offices.
For purposes of our review, we defined a field office as any type of
office other than a headquarters office--for example, a regional
office, district office, or area office--
established by an Education or Labor component. To perform our work,
we obtained and analyzed General Services Administration (GSA)
facility data and the Departments' staffing, cost, and location data.
We did our work between January and July 1996 in accordance with
generally accepted government auditing standards.
DATA COLLECTION AND ANALYSIS
--------------------------------------------------------- Appendix I:1
Data were obtained from a variety of sources because no one single
source maintained all the information we sought. GSA provided data
on the amount of space occupied, space usage, and rent and utilities
costs for each of Labor's components by city and state. GSA also
provided total space and rent and utility cost information for
Education, without component breakouts. Education provided
information on the square footage occupied by its field offices and
their rent and utility costs. Education also provided information on
full-time equivalent (FTE) staff positions; on-board staff; personnel
costs (salaries and benefits); other operating costs, such as travel
and supplies; and office locations by field office. All information
received from Labor was obtained through the Office of the Assistant
Secretary for Administration and Management (OASAM). Labor provided
data on FTEs by component. To calculate on-board staff counts, we
obtained an extract of Labor's personnel management information
system showing personnel by component by city and state location.
These data were augmented with information from Labor's components.
Additionally, Labor provided departmentwide and field information on
personnel and other costs by component--but not by field office.
FIELD OFFICE SPACE AND COSTS
------------------------------------------------------- Appendix I:1.1
To analyze field office space and rent and utility cost data, we
obtained an extract of GSA's Public Building Service Information
Systems (PBS/IS) and National Electronic Accounting Report System
(NEARS) databases covering all Labor and Education space rented or
owned by GSA as of September 30, 1995. The PBS/IS database contained
square footage allocations and information on space usage and the
status and duration of the lease or rental. The NEARS database
contained rent and utilities cost information. Both files were
organized by GSA assignment number--that is, the unit used by GSA for
billing the Departments.\17 The file contained 1,056 unique
assignment numbers for Labor and 62 for Education. These assignment
numbers do not necessarily indicate different locations or individual
field offices.
The focus for this review was on field office rather than
headquarters function and space. The GSA files used for our square
footage, space usage, and rent and utility cost analyses did not
contain information linking square footage with the organizational
level--for example, area, district, regional, or headquarters---of
the specific office. This created a special problem for identifying
Washington, D.C., field offices. Thus, because we were unable to
separate Washington, D.C., field offices from headquarters, for the
purposes of identifying square footage and rent and utility costs, we
treated all offices located in Washington, D.C., as headquarters.\18
Eliminating the D.C. offices from this analysis resulted in the
exclusion of 18 cases for Education and 17 for Labor, giving us 44
assignment numbers for Education and 1,039 for Labor in our analytic
file.\19
Because the level of detail of GSA's information on Education's space
was not equivalent to that provided for Labor--that is, for Education
we could not identify organizational level, or component, associated
with square footage or cost, nor could we identify square footage by
use category--we augmented the data for Education with information
directly from the Department. In presenting detailed square footage
estimates for Labor in appendix III, we used GSA's four use
categories--total square footage; office space; storage; and special
square footage, which includes training areas, laboratories and
clinics, automated data processing, and food service space.
Discussions of square footage for Education in appendix II are in the
3 categories as forwarded to us by the Department--office, parking,
and storage. Total agency square footage estimates presented in the
body of the report for both Labor and Education--including rent and
utilities costs--were provided to us by GSA.
--------------------
\17 A GSA assignment number designates space occupied by separate
functional groups of employees--such as personnel, investigations, or
facilities management--supporting a component. One or several
assignment numbers could represent the space occupied by a single
field office within a component. GSA identifies Labor components by
bureau code numbers but has no unique identifiers for the space
occupied by either Education or Labor field offices.
\18 This did not affect our count of field offices. All Washington,
D.C., field offices were included in our other analyses.
\19 In fiscal year 1995, the Department of Education reported 2 field
offices in the District of Columbia, and the Department of Labor
reported 11.
FIELD OFFICE LOCATION
------------------------------------------------------- Appendix I:1.2
To determine the number of Education and Labor field offices and
their locations, we used data prepared for us by the Departments.
This information was in the form of listings, organized by component,
linking organizational level--such as regional office or district
office--with the relevant city and state where an office was located
in fiscal year 1995. These listings identified 72 Education (as of
April 20, 1995) and 1,037 Labor field offices (as of August 1, 1995).
Additional Labor field offices were identified in other documents
provided by the Department. As a result, our field office database
increased to 1,056 Labor field offices. We based our analyses on
this count of Labor offices along with the 72 Education field
offices.
After Education and Labor reviewed a draft of this report, Labor
revised its count of field offices, amending its previous list of
field offices operational in fiscal year 1995 as provided to us on
August 1, 1995. Our final field office database contained 1,074
Labor and 72 Education field offices.
FIELD OFFICE STAFFING AND
PERSONNEL COST
------------------------------------------------------- Appendix I:1.3
The Departments differed in their ability to provide FTE data. We
obtained from Education the number of FTEs used--not authorized--by
component and field office because Education does not allocate
authorized FTEs below the component level. We obtained from Labor,
authorized and used FTEs by component, but not by field office
because Labor does not track either authorized or used FTEs at this
level. Both Departments provided us with agencywide FTE data.
For on-board staff, the Departments provided nonidentifying data on
the grade, occupational series, organizational, and geographic
location for each employee as of September 30, 1995. Our analysis of
Labor field office on-board staff was based on information extracted
from the Department's personnel management information system, which
indicated 10,632 on-board staff as of September 30, 1995. After
reviewing a draft of this report, Labor revised its count of on-board
staff to 10,654 on the basis of input by its components.
Personnel cost data (salary and benefits) along with other cost
information for items such as supplies, materials, and travel was
provided by the Departments in summary form by component at the
national level.
For both location and staffing information, we aggregated the data
and prepared summary statistics by component, city, and state.
Similarly, we developed summary statistics of city and state
localities for field offices and field staff. Some individuals were
employed at locations other than an official field office.
Therefore, the total number of localities for field staff is greater
than the number of localities for field offices.
LIMITATIONS
--------------------------------------------------------- Appendix I:2
Unlike Education, Labor does not centrally maintain information on
its components' field office locations, staffing, and costs.
Instead, each component maintains such information itself and
provides OASAM with information as requested. Thus, much of the
information we requested from Labor for the individual components had
to be obtained from the components by OASAM. Although each component
was asked to give the same information, there is no assurance that
all the information provided used consistent definitions and
collection methods. Thus, some variation in data quality and
consistency is possible.
We were unable to report data for those Labor field offices that were
housed in state-owned buildings because our analysis of field office
space and costs was limited to available GSA data. Additionally,
because we could not directly identify square footage and rent and
utility costs associated with field office functions located in
headquarters space, we eliminated all Washington, D.C., locations
from our field office analysis of space and rent and utility costs.
This results in the estimates of costs and space for field locations
to be understated by the amount allocated to field offices within the
District of Columbia. Actual total field office space and rent and
utility costs, therefore, may be somewhat higher than reported here.
Additionally, square footage use categories reported for Labor were
provided by GSA, while Education provided the information itself.
Because these data were obtained from two different sources, the
resultant calculations cannot be directly compared.
We did not visit the field offices and could not evaluate the
adequacy of the reported space provided, nor could we determine
whether the number and skill levels of the staff were sufficient to
perform field office activities. In addition, we did not verify any
of the data provided on field office location or staffing by the
Departments, nor did we independently verify the accuracy of the data
provided by GSA.
DEPARTMENT OF EDUCATION COMPONENT
PROFILES
========================================================== Appendix II
This appendix provides a snapshot of the Department of Education's
field offices as of September 30, 1995. Each profile shows the
locations of and describes the mission and activities performed by
the field offices supporting six Education components in fiscal year
1995. In addition, each profile provides the following information
about the field offices: (1) staffing, (2) space occupied, (3) costs
to operate, and (4) field office restructuring activities or plans.
(See table II.1 for a summary of staffing, space, and cost data for
all six components.) In these profiles, regional, area, district,
state, and other types of offices are referred to generically as
field offices.
Unless otherwise noted, we used Education data to estimate the amount
and cost of field office space by component because GSA does not
provide square footage totals and rent/utility costs for units within
Education. We also used Education data to identify the locations of
official field offices; the FTE usage and on-board personnel strength
of each component; salary, benefit, and other field office costs; and
information about field office restructuring activities within the
Department.
Table II.1
Department of Education Components
Supported by Field Offices, Fiscal Year
1995
On- Space Costs\a
Education Field board (square (dollars in
component offices staff feet) millions)
-------------- -------- -------- -------- ------------
Office for 11 638 154,848 $43.7
Civil Rights
Office of the 21 237 74,594 18.3
Inspector
General
Office of 10 47 46,315 4.7
Intergovernme
ntal and
Interagency
Affairs
Office of 10 22 \b \c
Management
Office of 10 590 125,456 38.5
Postsecondary
Education
Office of 10 75 28,632 6.5
Special
Education and
Rehabilitativ
e Services
==========================================================
Total 72 1,609 429,845 $111.7
----------------------------------------------------------
\a Costs include (1) rent and utilities; (2) staff salaries and
benefits; and (3) other costs, such as equipment, supplies, and
materials.
\b Space is provided by the Office of Intergovernmental and
Interagency Affairs.
\c Space rental costs are included with rental costs for the Office
of Intergovernmental and Interagency Affairs; staff salaries and
benefits and other costs are not available.
OFFICE FOR CIVIL RIGHTS
-------------------------------------------------------- Appendix II:1
The primary mission of the Office for Civil Rights (OCR) is to
enforce civil rights laws in America's schools, colleges, and
universities. OCR focuses on preventing discrimination from
occurring. Staff in OCR's 11 field offices (see fig. II.1)
investigate and resolve individual and class complaints of
discrimination filed by members of the public and initiate compliance
reviews of local and state educational agencies or higher education
institutions. Field office staff provide targeted technical
assistance in priority areas and respond to individual requests for
information and assistance.
Figure II.1: Locations of OCR
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
According to OCR officials, field offices are maintained because
compliance activities often require on-site investigations at
educational agencies and institutions throughout the country. When
conducting compliance activities, it is beneficial for OCR field
staff to have the support of state and local educational
institutions.
Table II.2 provides key information about the 10 regional offices and
1 field office that compose OCR's field office structure.
Table II.2
Key Characteristics of OCR and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all OCR field all OCR
cs OCR offices offices offices
------------- ------------- ------------- -------------
Number of 11
field
offices
FTE usage 788 630.15 80
On-board 786 638 81
staff
Total office $58.3 $43.7 million
costs million\a
Rent/utility $3.2 million
costs\b
Staff salary $48.5 million $35.7 million 74
and benefit
costs
Other costs $9.8 million $4.8 million 49
----------------------------------------------------------
\a Total does not include rental costs.
\b Education does not maintain information on headquarters office
rent by component.
OCR has had a field office presence in all 10 federal region cities
(Boston, New York, Philadelphia, Atlanta, Chicago, Dallas, Kansas
City, Denver, San Francisco, and Seattle) in addition to an office in
Cleveland, Ohio, before the establishment of the Department of
Education in 1980.\20 OCR field offices in the regions are located
with all other Education field offices in the regions.
--------------------
\20 These field offices also supported the Office of Education within
the Department of Health, Education, and Welfare before the
Department of Education was established.
STAFFING
------------------------------------------------------ Appendix II:1.1
As of September 30, 1995, more than half of OCR's field employees
were equal opportunity specialists, attorneys, and investigators.
Most of the remaining staff performed administrative and managerial
duties, such as program manager, management assistant, and
administrative officer (see fig. II.2). Two-thirds of the employees
ranged between GS-11 and GS-13 (see fig. II.3).
Figure II.2: Occupational
Series for OCR Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
\a Includes clerk, program manager, management assistant, program
analyst, student trainee, equal opportunity assistant, and
administrative officer.
Figure II.3: Grade Levels for
OCR Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
Ten of the 11 OCR field offices were regional offices. The Atlanta
regional office (Region IV) had the most on-board staff (102), and
the Cleveland field office in Region V had the fewest staff (27) (see
table II.3).
Table II.3
Personnel Staffing Levels at Each OCR
Field Office, Fiscal Year 1995
On-
board FTEs
Region OCR field office staff used
-------- ---------------------------- -------- --------
I Boston (regional office) 50 45.61
II New York (regional office) 48 47.21
III Philadelphia (regional 61 60.52
office)
IV Atlanta (regional office) 102 98.98
V Chicago (regional office) 68 68.18
Cleveland (field office) 27 27
VI Dallas (regional office) 74 74.82
VII Kansas City (regional 50 48.02
office)
VIII Denver (regional office) 43 44.89
IX San Francisco (regional 74 76.58
office)
X Seattle (regional office) 41 38.34
==========================================================
Total 638 630.15
----------------------------------------------------------
SPACE AND COSTS
------------------------------------------------------ Appendix II:1.2
OCR occupied about 154,848 square feet of Education's total field
office space. Of that space, OCR leased 99,806 square feet (64
percent) in privately owned buildings, and 55,042 square feet (36
percent) was in GSA-owned buildings. OCR used about 99 percent of
this space for offices and the remainder for storage (see fig.
II.4).
Figure II.4: Space Usage for
OCR Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of Education data, OCR field office space totaled
154,848 square feet in fiscal year 1995.
OCR's total field office costs were $43.7 million in fiscal year
1995. Field office costs included rent and utilities; staff salaries
and benefits; and other costs, such as travel, equipment, supplies,
and materials. Rent and utility costs were $3.2 million, staff
salaries and benefits totaled $35.7 million, and other costs totaled
$4.8 million.
RESTRUCTURING
PLANS/ACTIVITIES
------------------------------------------------------ Appendix II:1.3
Currently, OCR is reorganizing its headquarters division and field
office into four mega-regions, called enforcement divisions,
consisting of 12 sites. The enforcement divisions will be split into
Enforcement Division A, which includes New York, Philadelphia, and
Boston; Enforcement Division B, which includes Atlanta, Dallas, and
the new Washington, D.C./Metro office; Enforcement Division C, which
includes Kansas City, Chicago, and Cleveland; and Enforcement
Division D, which includes Seattle, San Francisco, and Denver. The
redesign of OCR's field management structure is proposed to increase
efficiency in complaint resolution, provide for better resource
coordination and allocation, and reassign a significant percentage of
headquarters staff to case-specific duties. According to Education,
the change will also reduce administrative layers and supervisory
staff to address the goals of the Vice President's National
Performance Review.
OFFICE OF INSPECTOR GENERAL
-------------------------------------------------------- Appendix II:2
The primary mission of the Office of Inspector General (OIG) is to
(1) increase the economy, efficiency, and effectiveness of Education
programs and operations and (2) detect and prevent fraud, waste, and
abuse in them. Staff in 21 field offices are responsible for
auditing and investigating activities related to Education's programs
and operations in their respective geographic locations (see fig.
II.5). Staff perform program audits to determine compliance with
applicable laws and regulations, economy and efficiency of
operations, and effectiveness in achieving program goals. Auditors
and investigators inspect entities about which there are indications
of abuse significant enough to warrant a recommendation to curtail
federal funding. Staff also investigate allegations of fraud by
recipients of program funds and employee misconduct involving
Education's programs or operations.
Figure II.5: Locations of OIG
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
Because program effectiveness audits require on-site work to
accurately assess program results, according to Education, field
offices help to save travel dollars. A field presence also
encourages the development of strong working relationships with state
and local officials. The information gleaned from these officials
increases the OIG's effectiveness.
Table II.4 provides key information about the 10 regional offices and
11 suboffices (known within Education as field offices) that compose
OIG's field office structure.
Table II.4
Key Characteristics of OIG and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all OIG field all OIG
cs OIG offices offices offices
------------- ------------- ------------- -------------
Number of 21
field
offices
FTE usage\a 338 229.24 68
On-board 329 228 69
staff\a
Total office $30.5 $18.3
costs\ million\b million\c
Rent/utility \d $1.3
costs million\d
Staff salary $23.8 million $14.2 million 60
and benefit
costs
Other costs $6.7 million $2.8 million 42
----------------------------------------------------------
\a Does not include the Washington, D.C., field office staff.
\b Total does not include rent and utility costs.
\c Slightly underestimates the total cost of all field offices
because this number does not include OIG's Washington, D.C., field
offices.
\d Education does not maintain information on headquarters office
rent by component.
OIG maintained a field office presence in many of its regions prior
to the establishment of the Department of Education in 1980.\21 In
fiscal year 1995, OIG operated more field office locations than all
the other Education components. Only two (OIG and OCR) of
Education's six components maintained field offices other than
regional offices. OIG staff were located in nine federal region
cities: the Washington, D.C., headquarters office; and 11 field
locations (Boston; New York; Philadelphia; Atlanta; Chicago; Dallas;
Kansas City; Denver; San Francisco; Seattle; Puerto Rico; Pittsburgh;
District of Columbia; Nashville; Plantation, Florida; St. Paul;
Austin; Baton Rouge; Long Beach; and Sacramento). OIG field offices
in the federal regions are located with all Education field offices.
--------------------
\21 These field offices also supported the Office of Education within
the Department of Health, Education, and Welfare before the
Department of Education was established.
STAFFING
------------------------------------------------------ Appendix II:2.1
As of September 30, 1995, auditors and criminal investigators made up
approximately 92 percent of OIG's field office staff. The remaining
staff performed managerial and administrative duties, such as
management services specialist, investigative assistant,
administrative officer, and clerk (see fig. II.6). Seventy-two
percent of the employees were in grades ranging from GS-11 to -13
(see fig. II.7).\22
Figure II.6: Occupational
Series for OIG Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
\a Includes student clerk, office automation assistant, management
services assistant, staff assistant, investigative assistant, and
administrative officer.
Figure II.7: Grade Levels for
OIG Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
The Chicago regional office had the most on-board staff (28), and two
offices--Nashville and Seattle--had the fewest staff (4 persons each)
(see table II.5).
Table II.5
Personnel Staffing Levels at Each OIG
Field Office, Fiscal Year 1995
Subtot Subtot
OIG field office al al
-------------------------------------- ------ ------ ------ ------
Region I
----------------------------------------------------------------------
Boston (regional office) 13 13.35
Region II
----------------------------------------------------------------------
New York (regional office) 19 16.86
Puerto Rico (field office) 5 24 5.00 21.86
Region III
----------------------------------------------------------------------
Philadelphia (regional office) 15 13.73
Pittsburgh (field office) 5 5.00
Washington, D.C. (field office) 9 29 12.00 18.73
Region IV
----------------------------------------------------------------------
Atlanta (regional office) 20 20.02
Plantation, Fla. (field office) 8 8.00
Nashville (field office) 4 32 4.00 32.02
Region V
----------------------------------------------------------------------
Chicago (regional office) 28 28.91
St. Paul (field office) 6 34 6.00 34.91
Region VI
----------------------------------------------------------------------
Dallas (regional office) 18 18.28
Austin (field office) 7 7.00
Baton Rouge (field office) 7 32 7.00 32.28
Region VII
----------------------------------------------------------------------
Kansas City (regional office) 17 15.15
Region VIII
----------------------------------------------------------------------
Denver (regional office) 9 10.96
Region IX
----------------------------------------------------------------------
San Francisco (regional office) 10 10.79
Long Beach (field office) 10 10.00
Sacramento (field office) 8 8.00
Seattle (field office) 4 32 4.00 32.79
Capitol Area office
----------------------------------------------------------------------
Washington, D.C. (regional office) 15 17.19
======================================================================
Total 237 241.24
----------------------------------------------------------------------
--------------------
\22 Job series and grade levels do not include the nine Washington,
D.C., field office staff.
SPACE AND COSTS
------------------------------------------------------ Appendix II:2.2
OIG field offices occupied 74,594 square feet of Education's total
field office space.\23 Of that space, OIG leased 45,050 square feet
(60 percent) in privately owned buildings, and 29,544 square feet (40
percent) of space was in GSA-owned buildings. OIG used about 84
percent of this space for offices and the remainder for parking and
storage (see fig. II.8).
Figure II.8: Space Usage for
OIG Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of Education data, field office space totaled
74,594 square feet in fiscal year 1995.
OIG's total field office costs were $18.3 million in fiscal year
1995. Field office costs included rent and utilities; staff salaries
and benefits; and other costs, such as travel, equipment, supplies,
and materials. Rent and utility costs were $1.3 million, staff
salaries and benefits totaled $14.2 million, and other costs totaled
$2.8 million.
--------------------
\23 Total amount of field office space does not include space for the
Washington, D.C., field office staff.
RESTRUCTURING
PLANS/ACTIVITIES
------------------------------------------------------ Appendix II:2.3
As of July 1995, OIG restructured its 10 regional and 11 field
offices into four areas: the Northeast Area (includes Boston, New
York, Philadelphia, and the Division of Headquarters Operations); the
Capital Area (includes Headquarters Audit Region and Accounting and
Financial Management staff); the Central Southern Area (includes
Atlanta and Chicago); and the Western Area (includes Dallas, Kansas
City, Denver, San Francisco, and Seattle).
As of June 1996, OIG completed cost-cutting initiatives as follows:
-- Reduction of space in selected areas to minimize leasing costs,
including the identification of four nonheadquarters sites for
possible rent savings thus far: Austin, Nashville, Seattle, and
St. Paul.
-- The elimination of one field office (Baton Rouge) and one
regional office (Denver) where the amount of work no longer
justifies an on-site presence. A number of auditor and
investigative positions will be filled at other locations where
the workload warrants additional staff.
OFFICE OF INTERGOVERNMENTAL AND
INTERAGENCY AFFAIRS AND OFFICE
OF MANAGEMENT
-------------------------------------------------------- Appendix II:3
The primary mission of the Office of Intergovernmental and
Interagency Affairs (OIIA) is to provide intergovernmental and public
representation of the Secretary and the Department except in matters
where Assistant Secretaries or their equivalents manage regional
operations. OIIA is responsible for providing overall leadership in
coordinating regional and field activities. OIIA has a Secretary's
regional representative in each of its 10 regional offices who serves
as the Secretary's field office representative.\24
(See fig. II.9.)
Figure II.9: Locations of OIIA
and OM Field Offices, Fiscal
Year 1995
(See figure in printed
edition.)
The primary mission of the Office of Management (OM) is to provide
the administrative services required to assist field office staff.
According to Education, regional staff (1) administer the Federal
Real Property Assistance Program, to ensure maximum utilization of
surplus federal property for educational purposes, and (2) provide
personnel services to regional employees in other program offices.
Table II.6 provides key information about the 10 regional offices
that compose OIIA and OM's field office structure.
Table II.6
Key Characteristics of OIIA, OM, and
Their Field Offices, Fiscal Year 1995
Characteristics OIIA OM OIIA OM OIIA OM
----------------------- ---------- ---------- ---------- -------- -------- --------
Number of field offices 10 10
FTE usage 104 300 46.23 21.80 44 7
On-board staff 102 305 47 22 46 7
Total office costs $9.2 $23.4 $4.7 \b
million\a million million
Rent/utility costs \c $948,000 \d
Staff salary and $6.6 $18.3 $2.8 \b 11 \b
benefit costs million million million
Other costs $2.6 $5.1 $915,000 \b 12 \b
million million
-----------------------------------------------------------------------------------------
\a Total does not include rental costs.
\b Education did not provide separate costs information for OM.
\c Education does not maintain information on headquarters office
rent by component.
\d Rent for OM field office staff is included with OIIA rental costs.
OIIA and OM had staff in the 10 federal region cities (Boston, New
York, Philadelphia, Atlanta, Chicago, Dallas, Kansas City, Denver,
San Francisco, and Seattle).
--------------------
\24 They acted as the field service agent for the Secretary in all
appropriate official contacts with (1) public and private education
agencies, schools, colleges, and universities; (2) elected officials;
and (3) representatives of local and state government organizations.
They promoted the major goals of the Secretary and served as a
regional spokesperson. OIIA's regional offices are responsible for
site reviews for the school-to-work program. Also, Secretary's
regional representatives coordinated certain administrative functions
across all Education components, including office space and training.
STAFFING
------------------------------------------------------ Appendix II:3.1
In fiscal year 1995, the total on-board staff in OIIA's and OM's 10
field offices was 69 (47 for OIIA and 22 for OM). As of September
30, 1995, OIIA and OM staff performed duties in 10 job categories.
OIIA had staff in six of those categories and OM had staff in five.
Staff in clerical job categories supported both OIIA and OM.
Three-fourths of regional OIIA staff were classified as Secretary's
regional representative, program assistant/clerk, and public affairs
specialist. Approximately 73 percent of OM staff performed duties as
personnel management specialists. The remaining staff performed
other managerial and administrative duties, such as personnel
assistant, secretary, clerk, realty specialist (OM), education
program specialist (OIIA), and administrative officer (OIIA) (see
figs. II.10 and II.11).
OM had no staff at the GS-15 level; however, 21 percent of OIIA staff
were GS-15s--representing the largest percentage of staff at any one
grade level in the component. These GS-15s generally served as
Secretary's regional representatives. OIIA staff were almost evenly
distributed among grades GS-1 through -13. Most OM staff were in
grades GS-11 through -13 (see figs. II.12 and II.13).
Figure II.10: Occupational
Series for OIIA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
Figure II.11: Occupational
Series for OM Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
Figure II.12: Grade Levels for
OIIA Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
Figure II.13: Grade Levels for
OM Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
All 20 of the OIIA and OM field offices were regional offices (see
table II.7).
Table II.7
Personnel Staffing Levels at Each OIIA
and OM Field Office, Fiscal Year 1995
OIIA/OM field
Region office OIIA OM OIIA OM
------ -------------- ------ ------ -------- --------
I Boston 6 1 5.75 1.00
II New York 4 1 4.41 1.00
III Philadelphia 3 1 3.50 1.00
IV Atlanta 6 6 6.17 5.36
V Chicago 4 4 3.40 4.32
VI Dallas 5 1 4.75 0.87
VII Kansas City 5 1 5.75 1.00
VIII Denver 5 1 3.75 1.30
IX San Francisco 5 4 5.00 3.58
X Seattle 4 2 3.75 2.37
==========================================================
Total 47 22 46.23 21.80
----------------------------------------------------------
SPACE AND COSTS
------------------------------------------------------ Appendix II:3.2
In fiscal year 1995, OIIA occupied 46,315 square feet of Education's
total field office space. Of that space, OIIA leased 28,561 square
feet (62 percent) in privately owned buildings and 17,754 square feet
of space (38 percent) was in GSA-owned buildings. OIIA used 99
percent of this space for offices and the remainder for storage (see
fig. II.14).
Figure II.14: Space Usage for
OIIA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of Education data, OIIA field office space
totaled 46,315 square feet in fiscal year 1995.
OIIA's total field office costs were $4.6 million in fiscal year
1995. Field office costs included rent and utilities; staff salaries
and benefits; and other costs, such as travel, equipment, supplies,
and materials. Rent and utility costs were $948,000, staff salaries
and benefits totaled $2.8 million, and other costs totaled $915,000.
OM cost information for field office staff salaries and benefits and
other costs was unavailable.
RESTRUCTURING
PLANS/ACTIVITIES
------------------------------------------------------ Appendix II:3.3
None.
OFFICE OF POSTSECONDARY
EDUCATION
-------------------------------------------------------- Appendix II:4
The primary mission of the Office of Postsecondary Education (OPE) is
to administer postsecondary education and student financial
assistance programs. Programs of student financial assistance
include Pell grants, supplemental educational opportunity grants,
grants to states for state student incentives, direct loans to
students in institutions of higher education, work-study, and the
guaranteed student loan program. OPE programs also provide
assistance for increasing access to postsecondary education programs,
improving and expanding American educational studies and services,
improving instruction in crucial academic subjects, and supporting
international education.
OPE maintains 10 field offices to perform activities associated with
(1) training, technical assistance, and oversight of student aid
programs, (2) loan servicing and debt collection, and (3) overseeing
specific higher education projects (see fig. II.15). Field staff
conduct program reviews of institutions to determine compliance with
Title IV requirements, provide training and technical assistance for
financial aid and business officers at institutions, and monitor
operations at guaranty agencies. Staff also collect defaulted loans
and other debts, contract with servicers, monitor collection
contracts, and help in the preparation of legal actions. Regional
staff also serve as focal points and as experts assisting with field
readings for OPE's higher education programs. Staff may also be
called on to work on school-to-work initiatives.
Figure II.15: Locations of OPE
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
According to Education, because field office staff gain in-depth
knowledge of the institutions in their regions, effectiveness is
increased. Regional training facilities provide hands-on use of
computer programs needed toward student aid and determine student
eligibility. They are also a place for institutions, lenders, and
guaranty agencies to call upon for technical assistance and specific
help on an individual basis. In addition, several oversight
activities are supported by information gathered from on-site
reviews.
Table II.8 provides key information about the 10 regional offices
that constitute OPE's field office structure.
Table II.8
Key Characteristics of OPE and Its Field
Operations, Fiscal Year 1995
Field
offices as
a
Total, all percentage
OPE OPE field of all
Characteristics offices offices offices
---------------------------------- ---------- ---------- ----------
Number of field offices 10
FTE usage 1,423 498 35
On-board staff 1,522 590 39
Total office costs $329.2 $38.5
million\a million
Rent/utility costs\b $2.5
million
Staff salary and benefit costs $79.8 $28.4 36
million million
Other costs $249.4 $7.6 3
million million
----------------------------------------------------------------------
\a Total does not include rental costs.
\b Education does not maintain rental data by component.
In fiscal year 1995, OPE's Field Operations Service and Division of
Project Services had staff in all 10 federal region cities, and Debt
Collection Service had staff in three region cities--Atlanta,
Chicago, and San Francisco.
STAFFING
------------------------------------------------------ Appendix II:4.1
Half of all OPE employees were specialists in one of the following:
job categories lender review specialist, institutional review
specialist, contract monitor specialist, training specialist,
paralegal specialist, education program specialist, computer
specialist, or accounts resolution specialist/clerk. The remaining
staff included management analysts, student financial accounts
examiners, program manager, data transcriber, administrative officer,
and clerk (see fig. II.16). About half of the employees were in
grades ranging between GS-11 and -13. Most of the remaining
employees were in grades ranging from GS-7 through -10 (see fig.
II.17).
Figure II.16: Occupational
Series for OPE Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
\a OPE specialist includes job titles such as lender review
specialist, institutional review specialist, contract monitor
specialist, accounts resolution specialist, and account resolution
clerk.
\b Other job categories include clerk, program assistant, secretary,
program manager, management assistant, data transcriber, and
administrative officer.
Figure II.17: Grade Levels for
OPE Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
The Chicago regional office had the most on-board staff, and Boston
had the fewest staff (see table II.9).
Table II.9
Personnel Staffing Levels at Each OPE
Field Office, Fiscal Year 1995
On-board
Region OPE field office staff FTEs used
---------- ---------------------- ---------- ----------
I Boston 22 18
II New York 45 30
III Philadelphia 33 24
IV Atlanta 129 122
V Chicago 116 101
VI Dallas 49 38
VII Kansas City 32 23
VIII Denver 27 18
IX San Francisco 113 109
X Seattle 24 15
==========================================================
Total 590 498
----------------------------------------------------------
SPACE AND COSTS
------------------------------------------------------ Appendix II:4.2
In fiscal year 1995, OPE occupied about 125,456 square feet of
Education's total field office space. Of that space, OPE leased
82,587 square feet (66 percent) in privately owned buildings and
42,869 square feet of space (34 percent) in GSA-owned buildings. OPE
used about 99 percent of this space for offices and the remainder for
parking (see fig. II.18).
Figure II.18: Space Usage for
OPE Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of Education data, OPE field office space totaled
125,456 square feet in fiscal year 1995.
OPE's total field office costs were $38.5 million in fiscal year
1995. Field office costs included rent and utilities; staff salaries
and benefits; and other costs, such as travel, equipment, supplies,
and materials. Rent and utility costs were $2.5 million, staff
salaries and benefits totaled $28.4 million, and other costs totaled
$7.6 million.
RESTRUCTURING
PLANS/ACTIVITIES
------------------------------------------------------ Appendix II:4.3
None.
OFFICE OF SPECIAL EDUCATION AND
REHABILITATIVE SERVICES
-------------------------------------------------------- Appendix II:5
The Office of Special Education and Rehabilitative Services (OSERS)
administers comprehensive coordinated programs of vocational
rehabilitation and independent living for individuals with
disabilities. OSERS programs include support for the training of
teachers and other professional personnel; grants for research;
financial aid to help states to initiate, expand, and improve their
resources; and media services and captioned films for people who are
hearing-impaired. The Rehabilitative Services Administration (RSA)
is the only OSERS unit with field offices. RSA coordinates
vocational rehabilitation services programs that help individuals
with physical or mental disabilities to obtain employment through the
provision of such supports as counseling, medical and psychological
services, job training, and other individualized services. In
addition, RSA coordinates and funds a wide range of formula and
discretionary programs in areas such as training of rehabilitation
personnel, rehabilitation research and demonstration projects,
Independent Living, Supported Employment, and others.
The 10 OSERS field offices (see fig. II.19) that support RSA
activities provide leadership, technical assistance, monitoring,
consultation, and evaluation services and coordinate RSA and other
resources used in providing services to disabled individuals through
state-federal administered programs and through grantees receiving
discretionary project funds. These offices are also responsible for
helping colleges, universities, and other organizations and agencies
to develop, implement, improve, and expand training programs designed
to prepare a wide variety of rehabilitation workers who provide
services to disabled individuals.
Figure II.19: Locations of
OSERS Field Offices, Fiscal
Year 1995
(See figure in printed
edition.)
According to Education officials, an OSERS regional presence
encourages interactions with states and providers of services and
provides unique insights into the issues involved in the
rehabilitation of people with disabilities. It enables federal-state
interactions closer to the point of service delivery where the unique
circumstances and considerations of each state and grantee are best
understood. Regional office staff have more frequent and extended
contacts with state agency staff and other grantees, resulting in
long-term, customer-oriented relationships and trust.
Table II.10 provides key information about the 10 regional offices
that make up OSERS' field office structure.
Table II.10
Key Characteristics of OSERS and Its
Field Operations, Fiscal Year 1995
Field
offices as
a
percentage
Total, all OSERS of all
OSERS field OSERS
Characteristics offices offices offices
---------------------- ---------- ---------- ----------
Number of field 10
offices
Full-time equivalent 354 75.78 21
usage
On-board staff 357 75 21
Total office costs $27.8 $6.5
million\a million
Rent/utility costs\b $553
thousand
Staff salary and $24.9 $4.8 19
benefit costs million million
Other costs $2.9 $1.1 38
million million
----------------------------------------------------------
\a Total does not include rental costs.
\b Education does not maintain rent by component.
OSERS had staff in all 10 federal region cities (Boston, New York,
Philadelphia, Atlanta, Chicago, Dallas, Kansas City, Denver, San
Francisco, and Seattle). OSERS' field offices in the regions are
located with all other Education regional offices.
STAFFING
------------------------------------------------------ Appendix II:5.1
As of September 30, 1995, almost half of all OSERS on-board staff
were classified as rehabilitation services program specialists.
Almost one-third were employed as financial management specialists
and grant management specialists The remaining staff were classified
as clerks, staff assistants, and secretaries (see fig. II.20). Most
employees were in grades ranging from GS-11 through -13 (see fig.
II.21).
Figure II.20: Occupational
Series for OSERS Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
\a Other job categories include clerk-reader, clerk, and secretary.
Figure II.21: Grade Levels for
OSERS Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, as reported by Education. Percentages shown are
approximate because of rounding.
All 10 of the RSA field offices were regional offices. The Seattle
regional office had the fewest on-board staff (4), and the remaining
offices had between 5 and 10 employees (see table II.11).
Table II.11
Personnel Staffing Levels at Each OSERS
Field Office, Fiscal Year 1995
OSERS field On-board
Region office staff FTEs used
------------- ------------- ------------- -------------
I Boston 10 9.65
II New York 10 10.10
III Philadelphia 6 6.40
IV Atlanta 10 10.38
V Chicago 8 7.25
VI Dallas 8 8.00
VII Kansas City 8 8.00
VIII Denver 5 5.75
IX San Francisco 6 6.00
X Seattle 4 4.25
==========================================================
Total 75 75.78
----------------------------------------------------------
SPACE AND COSTS
------------------------------------------------------ Appendix II:5.2
On September 30, 1995, OSERS occupied 28,632 square feet of
Education's total field office space. OSERS leased 17,735 square
feet (62 percent) in privately owned buildings and 10,897 square feet
(38 percent) in GSA-
owned buildings. OSERS used 97 percent of this space for offices and
the remainder for storage and parking (see fig. II.22).
Figure II.22: Space Usage for
OSERS Field Offices, Fiscal
Year 1995
(See figure in printed
edition.)
Note: On the basis of Education data, OSERS field office space
totaled 28,632 square feet in fiscal year 1995.
OSERS' total field office costs were $6.4 million in fiscal year
1995. Field office costs included rent and utilities; staff salaries
and benefits; and other costs, such as travel, equipment, supplies,
and materials. Rent and utility costs were $553,000, salaries and
benefits were $4.8 million, and other costs were $1.1 million.
RESTRUCTURING
PLANS/ACTIVITIES
------------------------------------------------------ Appendix II:5.3
None.
DEPARTMENT OF LABOR COMPONENT
PROFILES
========================================================= Appendix III
This appendix provides a snapshot of the Department of Labor's field
offices as of September 30, 1995. Each profile shows the locations
of and describes the mission and activities performed by the field
offices supporting 10 Labor components in fiscal year 1995. In
addition, each profile provides the following information about the
field offices: (1) staffing, (2) space occupied, (3) costs to
operate, and (4) field office restructuring activities or plans.
(See table III.1 for a summary of staffing, space, and cost data for
all 10 components.) In these profiles, regional, area, district,
state, and other types of offices are referred to generically as
field offices.
Because neither GSA nor Labor maintains information about field
offices located in state-owned buildings, we were unable to identify
the exact amount and cost of all space that Labor field staff
occupied in fiscal year 1995. (Labor is not billed for the use of
space in state-owned buildings.) Unless otherwise noted, we used (1)
GSA data to estimate the amount and cost of Labor field office space
and (2) Labor information to identify the locations of official field
offices; the numbers of FTEs and on-board personnel for each
component; and salary, benefit, and other field office costs. Labor
also provided information about field office restructuring
activities.
Table III.1
Department of Labor Components Supported
by Field Offices, Fiscal Year 1995
Costs\b
Space (dollars
Labor Field On-board (square in
component offices staff\a feet) millions)
---------- ---------- ---------- ---------- ----------
Department 62 871 482,648 $47.2
al
Managemen
t\c
Bureau of 8\d 929 219,324 51.1
Labor
Statistic
s
Employment 396 3,020 769,237 179.2
Standards
Administr
ation
Employment 146 835 226,649 66.4
and
Training
Administr
ation
Mine 155 2,087 575,865 173.3
Safety
and
Health
Administr
ation
Office of 33 243 67,465 18.6
the
American
Workplace
Office of 44 312 78,997 28.9
Inspector
General
Occupation 107 1,768 550,535 146.3
al Safety
and
Health
Administr
ation
Pension 15 371 75,129 27.5
and
Welfare
Benefits
Administr
ation
Veterans' 108 218 12,811 16.7
Employment
and
Training
Service
==========================================================
Total 1,074 10,654 3,058,660 $755.2
----------------------------------------------------------
\a On the basis of Labor's Personnel Management Information System
and input from component officials through Labor's Office of the
Assistant Secretary for Administration and Management.
\b Costs include (1) rent and utilities; (2) staff salaries and
benefits; and (3) other costs such as equipment, supplies, and
materials. Other costs do not include some communications and
miscellaneous expenses incurred in fiscal year 1995.
\c The following units are included in our profile describing Labor's
Departmental Management function: Office of the Assistant Secretary
for Administration and Management, Directorate for Civil Rights,
Office of the Solicitor, Office of Administrative Law Judges, Office
of Public Affairs, Office of Congressional and Intergovernmental
Affairs, and Women's Bureau.
\d BLS also maintains over 70 outstationed work sites.
DEPARTMENTAL MANAGEMENT
------------------------------------------------------- Appendix III:1
Many small organizations within the Department are consolidated for
administrative purposes in a Departmental Management (DM) account.
This account consolidates a wide range of agencywide managerial,
administrative, technical, and support activities carried out by
approximately 20 different units. Our discussion of Labor's DM
function includes only the following units that were supported by
field offices in fiscal year 1995: (1) Assistant Secretary for
Administration and Management (OASAM), (2) Office of the Solicitor
(SOL), (3) Office of Administrative Law Judges (ALJ), (4) Office of
Public Affairs (OPA), (5) Office of Congressional and
Intergovernmental Affairs (OCIA), and (6) the Women's Bureau (WB).
Figure III.1 shows the locations of the 62 field offices that
supported Labor's DM function in fiscal year 1995.
Figure III.1: Locations of DM
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
Table III.2 provides key information about DM's 47 regional, 8 field,
and 7 branch offices.
Table III.2
Key Characteristics of DM and Its Field
Operations, Fiscal Year 1995
Field
offices as
a
DM percentage
Total, all field of all DM
Characteristics DM offices offices offices
---------------------- ---------- ---------- ----------
Field offices 62
FTE positions
----------------------------------------------------------
Authorized\a 2,569 888 35
Used 2,489.01 839.43 34
On-board staff 2,521 871\b 35
Total office costs\c $163.1 $47.2 29
million million
Rent/utility costs $49.7 $8.7 18
million million
Staff salary and $90 $32.9 37
benefit costs million million
Other costs\d $23.4 $5.6 24
million million
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through Labor's Office of
the Assistant Secretary for Administration.
\c Includes the Working Capital Fund.
\d Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
As shown in table III.3, field offices in the 10 federal region
cities and 11 other localities supported DM in fiscal year 1995.
Table III.3
Locations of Field Offices and Staff
That Supported Labor's DM Function,
Fiscal Year 1995
OASA
Location M SOL ALJ OPA OCIA WB
---------------------- ---- ---- ---- ---- ---- ----
Federal region cities
----------------------------------------------------------
Boston 26 32 9 2 3 3
New York 36 38 3 1 3
Philadelphia 60 35 3 1 2
Atlanta 59 27 3 1 2
Chicago 50 38 3 1 6
Dallas 35 30 3 1 2
Kansas City 24 26 3 1 4
Denver 18 10 3 3
San Francisco 40 19 21 2 1 3
Seattle 11 11 3 1 3
Other locations
----------------------------------------------------------
Camden (N.J.) 12
Newport News (Va.) 8
Pittsburgh 17
Cincinnati 19
Metairie (La.) 16
Long Beach (Calif.) 4
Nashville (Tenn.) 15
Birmingham (Ala.) 8
Cleveland 17
Los Angeles 5
Arlington (Va.) 20
==========================================================
Total 359 331 106 27 11 33
----------------------------------------------------------
The field offices that support the DM function generally perform the
following activities:
-- Office of the Assistant Secretary for Administration and
Management. OASAM staff are responsible for providing a
centralized source of administrative, technical, and managerial
support services. Each of OASAM's 10 regional offices--located
in the federal region cities--provides a full range of services
to all Labor components in their field offices in the following
areas: financial management, including payroll, travel,
accounting and voucher payment services; personnel
classification, recruitment, training, and position management
services; general administrative support, including procurement,
property and space management, communications, and mail
services; automatic data processing management, including
programming support; and safety and health services, including
safety inspections of regional Job Corps Centers and support for
wellness fitness programs for Labor field office employees. In
addition, staff in OASAM's regional offices helped to manage and
direct affirmative action and equal employment opportunity
programs within Labor, ensuring full compliance with title VII
of the Civil Rights Act of 1964; title IX of the Education
Amendments of 1972, as amended; title I of the Civil Rights Act
of 1991; Section 504 of the Rehabilitation Act of 1973, as
amended; the Age Discrimination Act of 1973, as amended; and the
investigation of certain complaints alleging discrimination on
the basis of disability arising under the Americans With
Disabilities Act. According to Labor, OASAM's field presence in
all of these areas allows the personal contact with program
managers and employees that enhances the Department's ability to
provide effective and efficient support services. OASAM's staff
work in localities with the greatest concentrations of Labor
managers and employees.
-- Office of the Solicitor. SOL is responsible for providing the
Secretary of Labor and other Department officials with the legal
services required to accomplish Labor's mission and the priority
goals set by the Secretary. SOL devotes over two-thirds of its
resources to Labor's major enforcement programs (for example,
OSHA and MSHA). Its eight regional offices and seven branch
offices provide legal services and guidance to each of the Labor
component's regional administrators. Within a specific
geographic area, each regional or branch office primarily
performs trial litigation support for Labor's enforcement
programs and provides legal support and services to selected
Labor components that perform work in the area.
-- Office of Administrative Law Judges. Judges at the eight field
offices primarily preside over cases related to Labor's Black
Lung and Longshore programs. These programs provide income
support for workers disabled in coal mining and longshore
operations. Federal regulations require that hearings be held
within 75 miles of a Black Lung claimant's residence. Labor
applies this standard also to Longshore cases. Approximately 60
percent of all Black Lung cases each year are handled by the
three ALJ offices in the Camden, New Jersey, Cincinnati, Ohio,
and Pittsburgh, Pennsylvania, field offices. Four other field
offices handle 75 percent of Labor's Longshore cases annually.
According to Labor, ALJ's field presence allows the judges to
establish better working relationships with local attorneys. As
a result, compliance with Labor laws is achieved more readily
because the local bar is more familiar with case law in specific
localities.
-- Office of Public Affairs. Staff at OPA's 10 regional offices,
located in the federal region cities, provide, for example, (1)
media relations services, such as issuing press releases and
arranging media coverage of Labor programs and law enforcement
actions; (2) public information services designed to educate and
inform workers, employers, and the general public about their
rights and responsibilities under the laws and programs
administered by Labor; and (3) publicity services that advertise
public meetings, conferences, and special projects sponsored by
Labor's components. According to Labor, OPA's field offices
allow staff to identify local news media and reporters that have
an interest in particular Labor programs or events. Field staff
are then able to alert reporters to news releases and respond to
questions in a timely manner.
-- Office of Congressional and Intergovernmental Affairs. OCIA's
function is generally performed by one person--the Secretary's
representative. These representatives (1) serve as the ongoing
liaison in the region with governors, mayors, state officials,
congressional offices, organized labor, and the business
community; (2) represent Labor at educational forums, meetings,
and regional conferences; (3) educate public officials and
constituents about the policies, programs, and initiatives of
the Secretary of Labor and the agency; (4) provide regional
perspective and feedback to headquarters on policies and
programs; and (5) carry out special projects in the regions for
the Secretary.
-- Women's Bureau. WB's 10 regional offices play a key role in
administering two federal programs: the Nontraditional
Employment for Women Act (P.L. 102-235) and Women in
Apprenticeship and Nontraditional Occupation Act (P.L.
102-530).\25 In addition, regional office staff (1) make
presentations to the public and the media on a variety of issues
such as women's job rights, labor force participation, job
training activities, and work place safety and health issues;
(2) work with federal, state, and local government officials on
behalf of working women; (3) provide technical assistance and
education services to women in the workforce; and (4) organize
public meetings on working women's issues.
--------------------
\25 P.L. 102-235 broadens the range of training and job placement
opportunities for women under the Job Training Partnership Act to
include nontraditional occupations. According to Labor,
nontraditional occupations are any vocations in which women
constitute 25 percent or less of those working in the vocation. Such
vocations include barber, engineer, clergy, physician, and
farmworker. P.L. 102-530 gives grants to community-based
organizations that will provide technical assistance to employers and
labor unions and related employee membership groups to encourage the
promotion of women in nontraditional occupations.
STAFFING
----------------------------------------------------- Appendix III:1.1
DM staff represented over 40 different professional and
administrative job categories. Attorneys and judges made up
approximately 30 percent of the DM field office workforce (see fig.
III.2). The remaining staff were paralegal specialists, personnel
management specialists, personnel classification clerks, fiscal
clerks, and accountants. Approximately 34 percent of DM field office
staff were grades GS-11, -12, and -13. Staff at the GS-5 and -7
grade levels constituted 22 percent of its field office workforce
(see fig. III.3).
Figure III.2: Occupational
Series for DM Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Legal-related job categories include administrative law judge,
attorney, paralegal specialist, law clerk, and legal assistant.
\b Other job categories include secretary, secretary representative,
mail clerk, office automation clerk, computer specialist, and program
analyst.
Figure III.3: Grade Levels for
DM Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. About 5 percent of DM's field staff were in the
Senior Executive Service or the Administrative Law Judge pay series.
Percentages shown are approximate because of rounding.
SPACE AND COST
----------------------------------------------------- Appendix III:1.2
In fiscal year 1995, DM field offices occupied space in 59 buildings
throughout the United States, totaling 482,648 square feet.\26
According to GSA data, 207,813 square feet of space was owned by GSA
and 274,835 square feet was leased from privately owned sources.
Most of the space used by the DM functions was used for offices and
the remainder for storage and other uses, such as training,
conferences, and data processing (see fig. III.4).
Figure III.4: Space Usage for
DM Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, DM field office space totaled
482,648 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
DM field costs totaled $47.2 million in fiscal year 1995. These
costs included rent and utilities; staff salaries and benefits; and
other costs, such as equipment, supplies, and materials. Rent and
utility costs were $8.7 million, which was 18 percent of the
function's total field office costs. Costs for staff salaries and
benefits totaled $32.9 million and other costs totaled $5.6 million,
which were about 70 and 12 percent, respectively, of the total field
office costs for this function.
--------------------
\26 This number does not include space that DM may have occupied in
state-owned buildings, nor does it include any Washington, D.C.,
field offices supporting the DM function.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:1.3
In fiscal year 1995, SOL examined its regional office structure in
light of agencywide streamlining and reinvention initiatives. This
analysis led to the decision to close the SOL branch office in Ft.
Lauderdale, Florida. Effective in fiscal year 1996, while
maintaining a physical presence in each of its regions, OASAM will
have reduced its number of regional administrators from 10 to 6.
BUREAU OF LABOR STATISTICS
------------------------------------------------------- Appendix III:2
The primary mission of the Bureau of Labor Statistics (BLS) is to
collect, process, analyze, and disseminate data relating to
employment, unemployment, and other characteristics of the labor
force; prices and consumer expenditures; wages and other worker
compensation, and industrial relations; productivity and
technological change; economic growth and employment projections; and
occupational safety and health. These basic data--practically all
supplied voluntarily by business establishments and members of
private households--are issued in monthly, quarterly, and annual news
releases; bulletins, reports, and special publications; and
periodicals. Statistical data are also made available to the general
public through electronic news service, magnetic tape, diskettes, and
microfiche, as well as through the Internet.
BLS conducts many of its mission-related activities through its eight
field offices (see fig. III.5). According to Labor, BLS' field
structure maximizes the effectiveness of BLS' data collection
activities, saves travel expenditures, and accommodates workload
requirements. Table III.4 provides key information about BLS' eight
regional offices.
Figure III.5: Locations of BLS
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
Table III.4
Key Characteristics of BLS and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all BLS field all BLS
cs BLS offices offices offices
------------- ------------- ------------- -------------
Number of 8
field
offices
FTE positions
----------------------------------------------------------
Authorized\a 2,543 853 34
Used 2,404.37 809.95 34
On-board 2,511 929\b 37
staff
Total office $304.5 $51.1 million 17
costs million
Rent/utility $26.2 million $4.8 million 18
costs
Staff salary $137.3 $36.5 million 27
and benefit million
costs
Other costs\c $141 million $7.9 million 6
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
In fiscal year 1995, BLS maintained regional offices in the following
cities: Boston, New York, Philadelphia, Atlanta, Chicago, Dallas,
Kansas City, and San Francisco. BLS regional offices (1) issue
reports and releases usually presenting locality or regional issues
and (2) assist business, labor, academic, and community groups with
using the economic statistical data BLS produces. Regional office
staff also supervise the work of part-time field staff who (1)
collect data for the Consumer Price Index and occupational
compensation surveys and (2) survey firms for the Producer Price and
Export and Import Price programs. These "outstationed" staff
performed their BLS duties in over 70 locations throughout the United
States.
STAFFING
----------------------------------------------------- Appendix III:2.1
BLS employed only about 9 percent of all Labor on-board field office
staff in fiscal year 1995, but had the largest proportion of
part-time staff among Labor components with field offices--34 percent
of BLS staff worked part time. Part-time staff in the other
components represented less than 10 percent of these components'
on-board staffs. BLS staff represented over 15 different
professional and administrative job categories. Economists and
economic assistants made up approximately 80 percent of BLS's field
office workforce (see fig. III.6). The remaining staff included
statisticians, computer specialists, public affairs assistants, and
clerical support staff. Approximately 46 percent of BLS' field
office staff were GS-11s, -12s, and -13s. Staff at the GS-5 and -6
pay levels made up about 23 percent of BLS' field office workforce
(see fig. III.7).
Figure III.6: Occupational
Series for BLS Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as administrative officer, computer
specialist, information clerk, program assistant, public affairs
assistant, and office automation clerk.
Figure III.7: Grade Levels for
BLS Field Office Staff, Fiscal
Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
From one to five BLS staff persons worked in 84 percent of the U.S.
localities with BLS staff. Nine of these localities had over 30 BLS
employees. Generally, economic assistants in grades GS-5 through -7
provided the BLS presence in those localities with only one staff
person. In several cases, a GS-11 or -12 economist represented BLS
in the locality.
SPACE AND COST
----------------------------------------------------- Appendix III:2.2
In fiscal year 1995, BLS field offices occupied space in 84 buildings
throughout the United States, totaling 219,324 square feet. Over
83,600 square feet was owned by GSA and 135,659 was leased from
private sources. (We were unable to determine how much space, if
any, BLS occupied in state-owned buildings.) BLS used 195,663 square
feet--or about 89 percent--of this space for offices and the
remainder for storage and other uses (see fig. III.8). At 50 of the
84 buildings BLS occupied in fiscal year 1995, other Labor components
were also located at the same address.
Figure III.8: Space Usage for
BLS Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, BLS field office space totaled
219,324 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
Field costs for BLS totaled $51.1 million in fiscal year 1995. These
costs included rent and utilities; staff salaries and benefits; and
other costs, such as equipment, supplies, and materials. Rent and
utility costs were $4.8 million, which was 9 percent of BLS' total
field office costs. Costs for staff salaries and benefits totaled
$36.5 million and other costs totaled $7.9 million, which were about
71 and 15 percent, respectively, of BLS' total field office costs.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:2.3
None.
EMPLOYMENT STANDARDS
ADMINISTRATION
------------------------------------------------------- Appendix III:3
The Employment Standards Administration (ESA) is responsible for
administering and directing programs dealing with minimum wage and
overtime standards; registration of farm labor contractors;
determining prevailing wage rates to be paid on federal government
contracts and subcontracts; family and medical leave;
nondiscrimination and affirmative action for minorities, women,
veterans, and government contract and subcontract workers with
disabilities; and workers' compensation programs for federal and
certain private sector employers and employees. The field structure
for ESA--a total of 396 field offices--supports three program
areas--the Wage and Hour Division, the Office of Federal Contract
Compliance Programs, and the Office of Workers' Compensation Programs
(see fig. III.9).
Figure III.9: Locations of ESA
Field Offices, Fiscal Year 1995
(See figure in printed
edition.)
WAGE AND HOUR DIVISION
----------------------------------------------------- Appendix III:3.1
The largest division within ESA is the Wage and Hour Division (WHD)
with its 8 regional offices, 54 district offices, 45 area offices,
and 192 field offices. According to Labor, in order to enforce
federal standards for working conditions and wages, WHD focuses its
investigative efforts mainly on industries that employ large numbers
of workers in low-wage jobs because this is where wage, overtime, and
child labor violations often occur. WHD field staff respond to
complaints alleging violations and target their enforcement efforts
at employers with a high likelihood of repeated and egregious
violations. WHD field staff also detect and remedy violations of
overtime, child labor, and other labor standards.
With over 280 offices nationwide, WHD supports its mission by
providing a local presence in most of the metropolitan areas of the
country. According to Labor, WHD's streamlining plan will make its
mission more challenging because having fewer offices will increase
travel costs and possibly impede access to some geographic areas.
OFFICE OF FEDERAL CONTRACT
COMPLIANCE PROGRAMS
----------------------------------------------------- Appendix III:3.2
The Office of Federal Contract Compliance Programs (OFCCP), with its
10 regional offices, 45 district offices, and 10 area offices,
conducts compliance reviews of supply, service, and construction
companies with federal contracts and federally assisted programs for
construction, alteration, and repair of public works. OFCCP ensures
that prevailing wages are paid and overtime standards achieved in
accordance with the provisions of the Davis-Bacon Act (40 U.S.C.
276a) as well as the Service Contract Act (41 U.S.C. 351), Public
Contracts Act, and Contract Work Hours and Safety Standards Act.
According to Labor, OFCCP's field structure provides a local contact
for representatives of federal contractors to obtain information and
technical assistance when establishing their affirmative action
programs. It also provides local contacts and local offices that
help provide women and minorities with more employment opportunities
as well as a place to file complaints against federal contractors.
Labor maintains that these local offices decrease travel costs
because OFCCP staff make less frequent overnight trips.
OFFICE OF WORKERS'
COMPENSATION PROGRAMS
----------------------------------------------------- Appendix III:3.3
The Office of Workers' Compensation Programs (OWCP) is supported by
10 regional offices, 34 district offices, and 7 field offices that
are staffed on a part-time basis. OWCP's primary responsibilities
are to administer compensation programs that pay federal employees,
miners, longshore, and other workers for work-related injuries,
disease, or death. These compensation programs are authorized by the
Federal Employees Compensation Act, Longshore and Harbor Workers
Compensation Act and its various extensions, and the Black Lung
Benefits Act. OWCP also administers the Black Lung Disability Trust
Fund and provides budget, automated data processing, and program
technical support for the compensation programs.
OWCP's field structure, according to Labor, gives claimants and
employers easier access to assistance when processing claims and
provides faster and more efficient service. Field office locations
are necessary to be near the homes and work places of the parties
involved in claims to ensure timely reconciliation of claims and to
minimize staff travel costs.
Table III.5 provides key information about the 28 regional offices,
133 district offices, 199 field offices, and 55 area offices that
make up ESA's field office structure.
Table III.5
Key Characteristics of ESA and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all ESA field all ESA
cs ESA offices offices offices
------------- ------------- ------------- -------------
Field offices 396
FTE positions
----------------------------------------------------------
Authorized\a 3,677 3,078 84
Used 3,543.72 2,916.19 82
On-board 3,559 3,020\b 85
staff
Total office $267.1 $179.2 67
costs million million
Rent/utility $15.9 million $14.9 million 94
costs
Staff salary $195.6 $156 million 80
and benefit million
costs
Other costs\c $55.6 million $8.3 million 15
----------------------------------------------------------
\a Fiscal year 1995 ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
ESA's various field offices generally perform the following
functions:
-- Regional offices. WHD, OFCCP, and OWCP regional offices
generally provide the executive direction and administrative
support for all other respective field offices operating in a
particular region.
-- District offices. A WHD district office provides the day-to-day
management and supervision of selected area and field offices.
WHD district office staff provide education outreach and
investigate alleged violations of the Fair Labor Standards Act
(29 U.S.C. 201) and other labor standards laws. OFCCP district
offices supervise and manage selected area offices. Within
OWCP, district office staff process either Longshore and Harbor
Workers, Coal Mine Workers, or Federal Employees Compensation
Act claims. OWCP district offices work with all parties
involved in a claim to secure the information needed to disallow
or accept the claim. OWCP district offices serve as information
repositories for employers and employees about the various
disability compensation programs that Labor administers.
-- Area offices. WHD area offices staff investigate alleged
violations of the Fair Labor Standards Act and other labor
standards laws. Labor considers WHD area office staff
"frontline" employees because they inspect work sites and
interview employers and employees as part of their investigatory
and enforcement activities. WHD area offices also make
available to employers and workers information about the Fair
Labor Standards Act, other laws, and their rights and
responsibilities under the law. Staff at OFCCP area offices
investigate allegations of unfair bidding and hiring practices
involving minority construction contractors and suppliers.
OFCCP area offices also work with employers to ensure compliance
with applicable federal contract laws and procedures.
-- Field offices. WHD field offices are usually staffed by one or
two compliance specialists who are also considered frontline
workers by Labor. They perform the same investigatory and
enforcement activities as the WHD area offices but in many more
locations. OWCP's field offices are maintained on a part-time
basis by the Black Lung program and provide a local point of
contact for claimants and other interested parties.
STAFFING
----------------------------------------------------- Appendix III:3.4
ESA employed about 28 percent of all Labor on-board field office
staff in fiscal year 1995. ESA staff represented over 30 different
professional and administrative job categories. Wage/hour compliance
specialists, workers' compensation claims examiners, and equal
opportunity specialists made up the largest proportion of ESA's field
office workforce (see fig. III.10). The remaining staff included
wage analysts, management and program analysts, and clerical and
other support staff. Less than 2 percent of ESA's staff worked part
time.
Approximately 64 percent of ESA's field office staff were at the
GS-11, -12, and -13 grade levels. Staff at the GS-5 and -6 pay
levels constituted about 12 percent of ESA's field office workforce
(see fig. III.11).
Figure III.10: Occupational
Series for ESA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as wage/hour assistant, clerk,
services assistant and technician, and management and program
analysts.
Figure III.11: Grade Levels
for ESA Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis uses information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Less than 1 percent of ESA's field office staff
were in the Senior Executive Service. Percentages shown are
approximate because of rounding.
From one to five ESA staff worked in almost 70 percent of the 280
U.S. localities with ESA staff (see table III.6). GS-11 and -12
wage/hour compliance specialists primarily represented ESA in those
localities with only one ESA staff person. Seventeen localities had
over 30 ESA employees--they generally were associated with an ESA
regional office.
Table III.6
Number of U.S. Localities With ESA
Staff, Fiscal Year 1995
Number of different
Numbers of ESA staff localities with ESA staff
---------------------------- ----------------------------
1 116
2 to 5 79
6 to 10 19
11 to 20 31
21 to 30 18
Over 30 17
==========================================================
Total -3,020 280
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:3.5
In fiscal year 1995, ESA field offices occupied space in 335
buildings throughout the United States, totaling 769,237 square
feet.\27 About 272,200 square feet was owned by GSA and about 497,000
square feet was leased from privately owned sources. ESA used about
671,000 square feet of this space for offices and the remainder for
storage and other activities (see fig. III.12). At 138 of the 335
buildings ESA occupied in fiscal year 1995, other Labor components
were also located at the same address.
Figure III.12: Space Usage for
ESA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, ESA field office space totaled
769,237 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
Field costs for ESA totaled $179.2 million in fiscal year 1995.
These costs included rent and utilities; staff salaries and benefits;
and other costs, such as equipment, supplies, and materials. Rent
and utility costs were $14.9 million, which was about 8 percent of
ESA's total field office costs. Costs for staff salaries and
benefits totaled $156 million and other costs totaled $8.3 million,
which were about 87 and 5 percent, respectively, of ESA's total field
office costs.
--------------------
\27 This square footage total does not include ESA's two Washington,
D.C., field offices that, according to Labor, occupied 26,521 square
feet.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:3.6
By fiscal year 1999, Labor plans to have completed the reorganization
of ESA's WHD and OFCCP field operations. WHD's eight regional
offices will be reduced to five through the consolidation of its
current (1) Philadelphia, New York, and Boston regional offices into
a northeast regional office and (2) Chicago and Kansas City regional
offices into a single office. Labor also plans to reduce the number
of WHD district offices and increase its area offices. This will
essentially involve redefining the duties of about 10 district
offices to provide more frontline services and fewer
management-related activities. Also, through employee attrition,
management/supervisory staff buyouts, and the conversion of
supervisory positions to senior technical positions, Labor plans to
reduce its WHD staff and management-to-staff ratios to increase the
proportion of frontline WHD employees to better serve its many
customers.
Four of OFCCP's regional offices will be combined into two. Its
current Chicago and Kansas City regional offices will be merged to
form one new office, and its Dallas and Denver regional offices will
be combined to form the other. Also, Labor plans to eliminate at
least two OFCCP district offices. OFCCP will continue to review
additional district offices to determine whether more can be
converted into area offices by fiscal year 1999.
EMPLOYMENT AND TRAINING
ADMINISTRATION
------------------------------------------------------- Appendix III:4
The Employment and Training Administration (ETA) fulfills
responsibilities assigned to Labor that relate to employment
services, job training, and unemployment insurance. ETA administers,
among others, the following:
-- Federal Unemployment Insurance System,
-- U.S. Employment Service,
-- federal activities under the National Apprenticeship Act,
-- Adult and Youth Training Programs (title II of the Job Training
Partnership Act),
-- the dislocated worker program under the Economic Dislocation and
Worker Adjustment Assistance Act (title III of the Job Training
Partnership Act),
-- Job Corps (title IV of the Job Training Partnership Act),
-- federal activities under the Worker Adjustment and Retraining
Notification Act,
-- the Trade Adjustment Assistance Program, and
-- the Senior Community Service Employment Program (title V of the
Older Americans Act).
ETA's 146 field offices (see fig. III.13) help to administer the
nation's federal-state employment security system; fund and oversee
programs to provide job training for groups having difficulty
entering or returning to the workforce; formulate and promote
apprenticeship training standards and programs; promote
school-to-work initiatives, one-stop career centers, and labor market
information; and conduct continuing programs of research,
development, and evaluation.
Figure III.13: Locations of
ETA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
According to Labor, several reasons exist for the field structure of
ETA. To fulfill its mission, many of ETA's regional and field
offices are located in the same area so as to reduce overhead and
administrative costs. Their locations facilitate direct and more
frequent contact on site with states and local entities and the
provision of timely information and feedback. Field office staff can
provide on-site technical assistance, which would be more costly,
infrequent, and less efficient if staff were more centralized. The
close proximity of ETA staff to its state and local grantees and
contractors is essential to the agency's ability to oversee and
maximize program integrity while minimizing travel costs.
Table III.7 provides key information about the 10 regional, 50 state,
8 area, and 78 local offices that constituted ETA's field office
structure.
Table III.7
Key Characteristics of ETA and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all ETA field all ETA
cs ETA offices offices offices
------------- ------------- ------------- -------------
Field offices 146
FTE positions
----------------------------------------------------------
Authorized\a 1,529 870 57
Used 1,480.52 835.93 56
On-board 1,449 835\b 58
staff
Total office $189.4 66.4 million 35
costs million
Rent/utility $5.0 million $4.9 million 98
costs
Staff salary $163.1 $51.4 million 32
and benefit million
costs
Other costs\c $21.3 billion $10.1 million 47
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
ETA's various field offices generally support its major program
activities--training and employment services, Job Corps, unemployment
insurance, and apprenticeship training through the Bureau of
Apprenticeship and Training (BAT). The regional offices perform
activities related to the Job Training Partnership Act and several
other programs. The balance of ETA's field offices--state, area, and
local offices--are part of the BAT program. BAT is unique to ETA in
that it provides consultant services to employers, employer groups,
unions, employees, and related business and trade associations using
private-sector resources to improve the skills of the workforce. The
staff develop voluntary standards and agreements between the parties
and work to ensure that the standards for work, training, and pay are
mutually achieved for apprentices and their sponsors.
ETA's field offices perform the following functions:
-- Regional offices. Regional office staff ensure the efficient
administration of the training and employment services operated
by state grantees under the Job Training Partnership Act,
Wagner-Peyser Act, Trade Act, and North American Free Trade
Agreement; supports state and local one-stop career center and
school-to-work system building efforts; and provide consultation
and guidance to state grantees for the planning and operation of
state and federal unemployment insurance and related wage-loss
compensation programs. The BAT regional offices are responsible
for directing, planning, and administering effect BAT programs
and ensure that ETA's school-to-work initiatives are
incorporated in training programs when feasible. Job Corps
regional offices ensure that centers are safe learning and
living environments for students; implement program policies;
and coordinate with schools and training programs to support Job
Corps programs.
-- State offices. State office staff develop, coordinate, promote,
and implement apprenticeship and allied employment and training
programs in industry on a statewide basis. They also provide
technical assistance to industry, management, labor, education,
and other groups concerned with economic development within a
state.
-- Area and local offices. Staff in these offices perform the same
basic functions done by state office staff, except on a
less-than-statewide basis.
STAFFING
----------------------------------------------------- Appendix III:4.1
ETA staff represented 24 different professional and administrative
job categories. Most of ETA's field office workforce was composed of
manpower development specialists, apprenticeship training
representatives, unemployment insurance program specialists, and
secretaries (see fig. III.14). The remaining staff included job
categories such as alien certification clerk and apprenticeship
training assistant, computer specialist, executive assistant, and
program analyst. Approximately 62 percent of ETA's field office
staff were middle managers: GS-11s, -12s, and -13s. Staff at the
GS-5 and -6 pay levels constituted about 15 percent of ETA's field
office workforce (see fig. III.15).
Figure III.14: Occupational
Series for ETA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as alien certification clerk,
apprenticeship and training assistant, executive assistant, computer
specialist, program analyst, administrative officer, and other
clerical and administrative support staff.
Figure III.15: Grade Levels
for ETA Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Less than 1 percent of ETA's field office staff
were in the Senior Executive Service. Percentages shown are
approximate because of rounding.
From one to five ETA staff persons worked in 87 of the 98 localities
with ETA staff (see table III.8). Ten localities--representing the
locations of ETA's regional offices--had over 30 ETA employees.
Generally, apprenticeship training representatives in grades GS-11,
-12, and -13 provided the ETA presence in those localities with only
one staff person.
Table III.8
Number of U.S. Localities With ETA
Staff, Fiscal Year 1995
Number of different
Numbers of ETA staff localities with ETA staff
---------------------------- ----------------------------
1 46
2 to 5 41
6 to 10 1
11 to 20 0
21 to 30 0
Over 30 10
==========================================================
Total -835 98
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:4.2
In fiscal year 1995, ETA field offices occupied space in 127
buildings throughout the United States, totaling 226,649 square feet.
About 81,600 square feet was owned by GSA and 145,046 square feet was
leased from privately owned sources. ETA used about 93 percent of
this space for offices and the remainder for storage and other
activities (see fig. III.16). At 98 of the 127 buildings ETA
occupied in fiscal year 1995, other Labor components were also
located at the same address.
Figure III.16: Space Usage for
ETA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, ETA field office space totaled
226,649 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratories and
clinics, food service, automatic data processing, conferences, and
training.
ETA's field office costs totaled $66.4 million in fiscal year 1995.
These costs included rent and utilities; staff salaries and benefits;
and other costs, such as equipment, supplies, and materials. ETA
paid more for these costs than five of the other nine Labor
components. Rent and utility costs were about $5 million, which was
7 percent of total rent and utility costs for all ETA field offices.
Costs for staff salaries and benefits totaled $51.4 million and other
costs totaled $10.1 million, which were about 77 and 15 percent,
respectively, of ETA's total field office costs.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:4.3
ETA has begun to reassess its field structure and is considering
realigning and/or consolidating certain programs, functions,
services, and field offices. ETA is currently reevaluating its
operations in the 10 federal region cities with a view to locating
them in the same area or building where feasible. ETA has reduced
its total staff by 20 percent, well above its streamlining goal of a
12-percent reduction in total staffing by fiscal year 1999.
MINE SAFETY AND HEALTH
ADMINISTRATION
------------------------------------------------------- Appendix III:5
The primary mission of the Mine Safety and Health Administration
(MSHA) is to protect the safety and health of the nation's miners who
work in coal, metal, and nonmetal mines. MSHA's 155 field offices
(see fig. III.17) develop and enforce mandatory safety and health
standards, ensure compliance with the standards, conduct inspections,
assess civil penalties for violations, and investigate accidents. In
addition, MSHA field offices provide assistance in the development of
safety programs, and improve and expand training programs in
cooperation with the states and the mining industry. In conjunction
with the Department of the Interior, MSHA contributes to the
expansion and improvement of mine safety and health research and
development.
MSHA primarily performs its enforcement and assessment functions
through a complement of offices known within the component as
district, subdistrict, and field offices, not regional offices.
According to MSHA, the mine community as well as Labor benefits from
these offices. The geographical distribution of MSHA's field offices
facilitates the efficient and effective operation of MSHA's safety
and health programs. The distribution of the field offices minimizes
the travel time and costs of the inspection and technical staff,
which increases the time available for inspection and compliance
assistance activities. Also, the proximity of the field offices to
the nation's mines allows MSHA to be more accessible to the mining
community and respond quickly to mine emergencies.
Figure III.17: Locations of
MSHA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Table III.9 provides key information about the 16 district offices,
17 subdistrict offices, 108 field offices, 11 field duty stations,
and one training center that compose MSHA's field structure.
Table III.9
Key Characteristics of MSHA and Its
Field Operations, Fiscal Year 1995
Field offices
as a
Characteristi Total, all MSHA percentage of
cs MSHA offices field offices MSHA offices
------------- ------------- ------------- -------------
Field offices 155
FTE positions
----------------------------------------------------------
Authorized\a 2,521 2,288 91
Used 2,377.82 2,147.2 90
On-board 2,371 2,087\b 88
staff
Total office $192.9 $173.3 90
costs million million
Rent/utility $8.8 million $8.8 million 100
costs
Staff salary $149.8 $135.3 90
and benefit million million
costs
Other costs\c $34.3 million $29.2 million 85
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
MSHA's various offices generally perform the following functions:
-- District offices. A district office is responsible for keeping
its fingers on the pulse of all active mining. One set of MSHA
district offices monitors coal mines, while the other oversees
the activities of mines that produce metals and nonmetals. A
district office provides the managerial oversight and
administrative support for the subdistrict and field offices.
-- Subdistrict offices. These offices provide the direct technical
supervision of the field offices and field duty stations.
-- Field offices. A field office is under the direct supervision
of a subdistrict office. Field office staff generally inspect
coal or metal/nonmetal mines or supervise those who do.
-- Field duty stations. These offices generally perform the same
functions as field offices, except no supervisors are on site.
One or two mine inspectors staff a field duty station and are
supervised by a field office.
-- Training center. The National Mine Health and Safety Academy in
Beckley, West Virginia, is responsible for providing training
services and training programs for miners and MSHA employees.
-- Other offices. The Safety and Health Technology Center in
Bruceton, Pennsylvania, provides engineering and scientific
capability to assist MSHA, states, and the mining industry in
identifying and solving technological mine safety and health
problems. MSHA's Approval and Certification Center in
Triadelphia, West Virginia, approves, certifies, and accepts
machinery, instruments, materials, and explosives for
underground surface mines. Both centers report to MSHA
headquarters.
Because most of the nation's coal mines are located in the
Appalachian area, 8 of the 10 district offices for Coal Enforcement
were located in Pennsylvania, Virginia, West Virginia, and Kentucky
in fiscal year 1995. The district offices for coal mines west of the
Mississippi and in the north central part of the nation were in
Colorado and Indiana. However, the district offices for
metal/nonmetal mines were more widely distributed because these mines
are more widely dispersed throughout the country. According to MSHA,
it continually assesses its field structure to best ensure the safety
and health of U.S. mine workers and, when necessary, adjusts its
office locations to match shifts in mining activity.
STAFFING
----------------------------------------------------- Appendix III:5.1
According to Labor, district offices are generally staffed by
district managers, technical staff and assistants, and administrative
workers, while field offices are generally staffed by inspectors.
Larger field offices have a supervisor inspector as well as a clerk.
MSHA employed nearly 20 percent of all Labor on-board field office
staff in fiscal year 1995. MSHA staff represented 50 different
professional and administrative job categories. Mine safety and
health inspectors and engineers made up over 60 percent of MSHA's
field office workforce (see fig. III.18). The remaining staff
supported these professionals and included job categories such as
mine assessment/health clerk, office automation clerk, engineer
technician, computer specialist, and financial management specialist.
Approximately 71 percent of MSHA's field office staff were at the
GS-11, -12, and -13 levels, with half of all MSHA field office staff
at the GS-12 level. Staff at the GS-5 and -6 pay levels composed
about 14 percent of MSHA's field office workforce (see fig. III.19).
Figure III.18: Occupational
Series for MSHA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as computer specialist, office
automation clerk, administrative assistant, financial management
specialist, accounting technician, and engineering technician.
Figure III.19: Grade Levels
for MSHA Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
From 6 to 20 staff persons worked in 60 percent of the U.S.
localities with MSHA staff (see table III.10). The 15 localities
with over 30 staff generally supported MSHA's coal and metal/nonmetal
district offices. GS-11 and -12 coal mine safety and health
inspectors primarily provided the MSHA presence in the seven
localities with one person each.
Table III.10
Number of U.S. Localities with MSHA
Staff, Fiscal Year 1995
Number of different
Numbers of MSHA staff localities with MSHA staff
---------------------------- ----------------------------
1 7
2 to 5 11
6 to 10 48
11 to 20 23
21 to 30 14
Over 30 15
==========================================================
Total -2,087 118
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:5.2
In fiscal year 1995, MSHA field offices occupied space in 123
buildings throughout the United States, totaling 575,865 square feet.
About 78,900 square feet was owned by GSA, and about 496,919 was
leased from privately owned sources. MSHA used 429,938 square feet
for offices and the remainder for storage and other uses such as
training, laboratory testing, and conferences (see fig. III.20). At
20 of the 123 buildings MSHA occupied in fiscal year 1995, other
Labor components were also located at the same address.
MSHA field office costs totaled $173.3 million in fiscal year 1995.
These costs included rent and utilities; staff salaries and benefits;
and other costs, such as equipment, supplies, and materials. Rent
and utility costs were about $8.8 million, which was 5 percent of
total field costs for MSHA. Costs for staff salaries and benefits
totaled $135.3 million and other costs totaled $29.2 million, which
were about 78 and 17 percent, respectively, of MSHA's total field
office costs.
Figure III.20: Space Usage for
MSHA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, MSHA field office space totaled
575,865 square feet in fiscal year 1995.
\a Includes areas used for laboratory work, food service, automatic
data processing, conferences, and training.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:5.3
During fiscal year 1995, MSHA began eliminating coal mine safety and
health subdistrict offices as part of a multi-year effort to
restructure the field structure to eliminate a managerial level.
Elimination of the metal and nonmetal subdistrict offices was
completed in previous years.
OFFICE OF THE AMERICAN
WORKPLACE
------------------------------------------------------- Appendix III:6
In July 1993, Labor Secretary Reich created the Office of the
American Workplace (OAW) to provide a national focal point for
encouraging the creation of high-performance work place practices and
policies. During fiscal year 1995, OAW's mission was implemented by
three major subunits: the Office of Work and Technology Policy, the
Office of Labor-
Management Programs, and the Office of Labor-Management Standards
(OLMS). Of these three subunits, OLMS is the only one supported by
field offices\28 (see fig. III.21).
Figure III.21: Locations of
OAW Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
OAW's 34 field offices help to administer and enforce provisions of
the Labor-Management Reporting and Disclosure Act of 1959 (LMRDA), as
amended, that establish standards for labor union democracy and
financial integrity and require reporting and public disclosure of
union reports. They also help to administer related laws, which
affect labor organizations composed of employees of most agencies of
the federal executive branch and certain other federal agencies
subject to similar standards of conduct.\29 To protect the rights of
members in approximately 48,000 unions nationwide, OAW provides for
public disclosure of reports required by the LMRDA, particularly
labor organization annual financial reports; conducts compliance
audits to ensure union compliance with applicable standards; conducts
civil and criminal investigations, particularly in regard to union
officer elections and union funds embezzlement; and provides
compliance assistance to union officials and union members to promote
knowledge of and conformity with the law.
According to Labor, several factors affected its decision to
establish OLMS field offices, such as the number and size of labor
unions located in a geographic area and the level of statutorily
mandated work historically performed in the area. Field offices
allow staff to be within close proximity to the work and generally
reduce travel costs.
Table III.11 provides key information about the 10 regional offices,
18 district offices, and 5 resident investigator offices.
Table III.11
Key Characteristics of OAW and Its Field
Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all OAW field all OAW
cs OAW offices offices offices
------------- ------------- ------------- -------------
Field offices 33
FTE positions
----------------------------------------------------------
Authorized\a 400 259 65
Used 357.83 247.53 69
On-board 339 243\b 72
staff
Total office $31.2 million $18.6 million 60
costs
Rent/utility $3 million $1.3 million 43
costs
Staff salary $23.3 million $14.1 million 61
and benefit
costs
Other costs\c 4.9 million $3.2 million 65
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
OAW's various field offices generally perform the following
functions:
-- Regional offices. A regional office directly supervises the
operations of specific district and/or resident offices. A
regional office also is staffed with investigators who conduct
(1) civil and criminal investigations, particularly with regard
to union officer elections and union funds embezzlement, and (2)
investigative audits of unions.
-- District offices. A district office is responsible for
conducting OLMS' investigative work and providing public
disclosure of reports that are in accordance with statutory
requirements and guidance and assistance to labor organizations
and others to promote compliance with the laws and requirements
of the agency and the LMRDA.
-- Resident investigative offices. Investigators in these 1- to
2-person offices carry out OAW's activities performed at the
regional and district offices, but in selected locations. The
offices typically have no on-site manager or clerical support
person.
--------------------
\28 OAW was eliminated in Labor's fiscal year 1996 appropriation.
OLMS was moved budgetarily to ESA and will become a part of ESA
organizationally in fiscal year 1997
\29 These related laws include section 701 of the Civil Service
Reform Act (5 U.S.C. 7120) and section 1017 of the Foreign Service
Act (22 U.S.C. 4117).
STAFFING
----------------------------------------------------- Appendix III:6.1
OAW employed 2.3 percent of all Labor on-board field office staff in
fiscal year 1995. OAW staff represented six different professional
and administrative job categories. Investigations analysts made up
over 80 percent of OAW's field office workforce (see fig. III.22).
The remaining staff included auditors, computer clerks, and
management assistants. Almost 80 percent of OAW's field office staff
were frontline workers: GS-11s, -12s, and -13s. Staff at the GS-5
and -6 pay levels made up about 11 percent of OAW's field office
workforce (see fig. III.23). About 2 percent of OAW's field staff
were part-time employees.
Figure III.22: Occupational
Series for OAW Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as auditor, investigations clerk, and
office automation clerk.
Figure III.23: Grade Levels
for OAW Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
From 6 to 10 staff worked in 39 percent of the 33 U.S. localities
with OAW staff (see table III.12). Generally, GS-12 investigations
analysts provided the OAW presence in those localities with only one
staff person.
Table III.12
Number of U.S. Localities With OAW
Staff, Fiscal Year 1995
Number of different
Numbers of OAW staff localities with OAW staff
---------------------------- ----------------------------
1 4
2 to 5 8
6 to 10 13
11 to 20 8
21 to 30 0
Over 30 0
==========================================================
Total -243 33
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:6.2
According to GSA, OAW field offices occupied space in 38 buildings
throughout the United States, totaling 67,465 square feet in fiscal
year 1995. Of this total, 28,953 square feet was owned by GSA, and
38,512 square feet was leased from privately owned sources. OAW used
78 percent of this space for offices and the remainder for storage
and other activities (see fig. III.24). At 31 of the 38 buildings
OAW occupied in fiscal year 1995, other Labor components were also
located at the same address.
Figure III.24: Space Usage for
OAW Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, OAW field office space totaled
67,465 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
OAW field costs totaled $18.6 million in fiscal year 1995. These
costs included rent and utilities; staff salaries and benefits; and
other costs, such as equipment, supplies, and materials. Rent and
utility costs were $1.3 million, which was 7 percent of total field
office costs for OAW. Costs for staff salaries and benefits totaled
$14.1 million and other costs totaled $3.2 million, which were about
76 and 17 percent, respectively, of OAW's total field office costs.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:6.3
OAW is in the process of reorganizing to streamline field office
management and operations. The target field structure consists of 20
field offices, some with resident investigative offices, divided into
five geographic regions. The reorganization is expected to eliminate
two and, in some instances, three layers of program review,
significantly expand supervisory spans of control, and increase the
number of resident investigative offices.
A GM-15 regional manager with redefined responsibilities will oversee
each region.\30 Consolidation and restructuring will eliminate 5
GM-15 regional director, all 10 GM-14 deputy regional director, and
22 GM-13 supervisory investigator or district director positions.
District offices will be headed by a single manager, a GM-13 or GM-14
office director, except that the Washington, D.C., and New York
offices will have two office managers--a district director and a
supervisory investigator-- because of the large numbers of
international unions in those office jurisdictions and the resulting
level of complex casework, including International Compliance Audit
program cases. All but those two GM-13 supervisory investigator
positions will be eliminated. Most GM-13 supervisory investigator
positions and GM-13 district director positions in small offices will
be converted to GS-13 senior investigator positions, and a number of
additional such positions will be established. Senior investigators
primarily will have case-related duties and will serve as team
leaders and resource persons to other investigators. In offices
without on-site managers, senior investigators will also serve as the
local OAW representative. No senior investigator will have
managerial functions. On-site manager positions will be eliminated
in the Minneapolis district office and the Kansas City regional
office.
The Puerto Rico and Honolulu offices will retain small investigator
staffs without supervisory or clerical staff, but because of their
relative geographic isolation, will continue to maintain statutorily
required reports for public disclosure.
Without eliminating OAW's presence in areas where offices now exist,
including all Labor regional cities, the number of full-service
regional and district offices will be reduced by converting a number
of small offices to resident status without public report disclosure
responsibilities. OAW will convert full-service offices in Houston,
New Haven, Tampa, Miami, and Newark to resident investigative
offices. OAW will continue to consider whether additional resident
investigative offices are needed on the basis of workload, customer
service needs, and travel cost reductions. These types of offices
will be staffed with one or two investigators and will have no
on-site mangers or clerical support, as is typical now among
investigative resident offices.
--------------------
\30 The role of regional manager will be redesigned to encompass a
broader leadership and oversight function and to incorporate some of
the field program operations review functions now a responsibility of
the national office. Each regional manager will be assisted in
administrative, personnel, and general managerial functions.
OFFICE OF INSPECTOR GENERAL
------------------------------------------------------- Appendix III:7
The Office of Inspector General (OIG) is responsible for providing
comprehensive, independent, and objective audits and investigations
to identify and report program deficiencies and improve the economy,
efficiency, and effectiveness of Labor operations. The OIG is also
responsible for ensuring employee and program integrity through
prevention and detection of criminal activity, unethical conduct, and
program fraud and abuse. The OIG provides Labor participation in
investigations under the Department of Justice's Organize Crime
Strike Force Program. The OIG fulfills its responsibilities through
two major offices--Audit and Investigation--that are supported by 44
field offices (see fig. III.25).
Figure III.25: Locations of
OIG Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
The primary mission of the Office of Audit is to conduct and
supervise audits of (1) programs administered by Labor and (2)
internal operations and activities. Two divisions within the Office
of Investigation--Program Fraud and Labor Racketeering--carry out the
mission of this office. The primary responsibility of the Division
of Program Fraud is to investigate allegations of fraud, waste, and
abuse reported by any citizen or Labor program participant or
employee. The Division of Labor Racketeering conducts investigations
regarding employee benefit plans, labor-
management relations, and internal union affairs.
The OIG conducts many of its mission-related activities at its field
offices for several reasons. According to Labor, the Office of
Audit's field structure provides the greatest oversight of Labor
programs because it mirrors the Department's decentralized structure
and minimizes travel costs. The field structure of the Division of
Program Fraud was set up to be compatible with Labor's regional
cities so that Program Fraud staff could have immediate access to
Labor program managers. Because travel is substantial for Program
Fraud staff due to the large geographic areas covered by Labor's many
field offices and programs, Labor believes that establishing central
field office locations in major cities provides the most economic
travel possible. The Division of Labor Racketeering has offices in
those cities that have historically had serious organized crime
problems. Labor Racketeering agents, therefore, travel little
because most of their work is in the cities where offices have been
established.
Table III.13 provides key information about the 9 operating offices,
23 resident offices, and 11 field offices that support the OIG's
operations.
Table III.13
Key Characteristics of the OIG and Its
Field Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all OIG field all OIG
cs OIG offices offices offices
------------- ------------- ------------- -------------
Field offices 44
FTE positions
----------------------------------------------------------
Authorized\a 490 335 68
Used 461.99 304.22 66
On-board 461 312\b 68
staff
Total office $50.5 million $28.9 million 58
costs
Rent/utility $2.1 million $1.8 million 86
costs
Staff salary $35.9 million $23.8 million 67
and benefit
costs
Other costs\c $12.5 million $3.1 million 25
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
OIG's various field offices generally perform the following
functions:
-- Operating offices (Office of Audit). These offices lead and
conduct economy and efficiency audits of Labor programs and
assess the (1) financial management and performance measures of
Labor programs, (2) program and financial results, and (3)
organizations and operations of Labor grantees and contractors.
-- Resident offices. Resident office staff examine fraud
complaints reported on the hotline or in person. These types of
offices are also staffed with labor racketeering investigators.
-- Field offices. Field office staff develop and investigate labor
racketeering cases in the largest organized crime centers in the
United States and supervise the activities of investigators in
selected resident offices.
STAFFING
----------------------------------------------------- Appendix III:7.1
OIG staff represented 11 different professional and administrative
job categories. Criminal investigators made up almost half of OIG's
field office workforce (see fig. III.26). The remaining staff were
auditors and other clerical and support staff. GS-11s, -12s, and
-13s represented almost 66 percent of the OIG's field office
workforce. Staff at the GS-5 and -6 pay levels constituted less than
6 percent of the OIG's field staff (see fig. III.27). Less than 2
percent of the OIG's total on-board staff worked part time.
Figure III.26: Occupational
Series for OIG Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as management services specialist,
clerk, computer specialist, and audit assistant.
Figure III.27: Grade Levels
for OIG Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
From 1 to 10 Labor staff represented the OIG in over 75 percent of
the 28 U.S. localities with OIG staff (see table III.14). A GS-12
or -13 criminal investigator and a GS-7 investigator assistant
provided the OIG presence in four localities with only one staff
person. Four localities had over 30 OIG employees--these localities
generally corresponded with the locations of the OIG's Office of
Audit operating offices. In fiscal year 1995, the OIG maintained
five field offices each in Washington, D.C., and New York.
Table III.14
Number of U.S. Localities With OIG
Staff, Fiscal Year 1995
Number of different
Numbers of OIG staff localities with OIG staff
---------------------------- ----------------------------
1 4
2 to 5 8
6 to 10 9
11 to 20 1
21 to 30 2
Over 30 4
==========================================================
Total -312 28
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:7.2
According to GSA data, OIG field offices occupied space in 32
buildings throughout the United States in fiscal year 1995, totaling
79,977 square feet.\31 About 36,500 square feet of space was owned by
GSA and 42,522 was leased from privately owned sources. OIG used
67,867 square feet for offices and the remainder for storage and
other uses (see fig. III.28). At 24 of the 32 buildings OIG
occupied in fiscal year 1995, other Labor components were also
located at the same address.
Field office costs for the OIG totaled $28.9 million in fiscal year
1995. These costs included rent and utilities; staff salaries and
benefits; and other costs, such as equipment, supplies, and
materials. Rent and utility costs were $1.8 million, which was 6
percent of total field office costs for the OIG. Costs for staff
salaries and benefits totaled $23.8 million and other costs totaled
$3.1 million, which were about 82 and 11 percent, respectively, of
the OIG's total field office costs.
Figure III.28: Space Usage for
OIG Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, OIG field office space totaled
78,997 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
--------------------
\31 This square footage total does not include the estimated 9,656
square feet of space occupied by OIG's five Washington, D.C., field
offices.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:7.3
Plans to restructure OIG's entire field structure were in process in
fiscal year 1995 resulting in the elimination of eight field offices
in fiscal year 1996 and a realignment of management functions and
fewer GM-15 positions. OIG will evaluate its Washington, D.C., field
offices. In fiscal year 1996, OIG reorganized the five New York
field offices and has not replaced any losses at one-person offices.
OCCUPATIONAL SAFETY AND HEALTH
ADMINISTRATION
------------------------------------------------------- Appendix III:8
The primary mission of the Occupational Safety and Health
Administration (OSHA) is to ensure a work environment for American
workers that is free from safety and health hazards. Staff at the
107 field offices that support OSHA (1) inspect work places to ensure
compliance with health and safety standards and (2) provide advice,
assistance, and services to employers and employees to prevent work
place injuries and illnesses. OSHA field offices also provide
technical assistance as needed to the 25 states with their own--yet
federally approved--occupational safety and health programs. The
field offices also monitor work place activities not covered by the
state plans. Figure III.29 shows the locations of OSHA field
offices. Among OSHA's field offices are a training facility, two
laboratories, and five resource centers.
Figure III.29: Locations of
OSHA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
OSHA conducts most of its mission-related activities at its field
offices for several reasons. According to OSHA officials, the field
offices provide greater visibility and access to employers and
employees and allow OSHA to locate staff with the necessary expertise
near specific industries (such as the petrochemical companies in
Houston, Texas). As part of its responsibility to monitor state
occupational safety and health programs, OSHA maintains area offices
in the state capitals of the 25 states with their own programs. In
those states with no state occupational safety and health programs,
OSHA attempts to establish field offices that are centrally located
near large concentrations of industrial and other work sites. The
location of OSHA area offices near industrial concentrations not only
permits OSHA to effectively schedule and use staff and travel
resources but also enables its staff to respond rapidly to accidents
and imminent danger notifications. Finally, federal policy and other
considerations have dictated that field offices be placed in certain
central city locations.
Table III.15 provides key information about the 10 regional offices,
83 area offices, 6 district offices, 5 resource centers, 2 technical
centers, and 1 training facility that compose OSHA's field office
structure.
Table III.15
Key Characteristics of OSHA and Its
Field Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all OSHA field all OSHA
cs OSHA offices offices offices
------------- ------------- ------------- -------------
Field offices 107
FTE positions
----------------------------------------------------------
Authorized\a 2,323 1,895 82
Used 2,196.86 1,799.39 82
On-board 2,149 1,768\b 82
staff
Total office $234 million $146.3 63
costs million
Rent/utility $10.77 $10.71 99
costs million million
Staff salary $136.9 $104.4 76
and benefit million million
costs
Other costs\c $86 million $31.2 million 36
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
OSHA's various field offices generally perform the following
functions:
-- Regional offices. A regional office provides the guidance and
administrative support for all of the other OSHA field offices
operating in a particular region.
-- Area offices and resource centers. An area office is organized
geographically to serve as OSHA's primary link to employers and
employees at local work sites. Staff stationed at these types
of offices perform safety and health activities, such as routine
work place inspections, and provide technical assistance to
employers. They also document complaints about unsafe work
place practices and respond to accidents and imminent danger
notifications. Offices in OSHA's San Francisco region serve the
same purpose but are identified as "resource centers" because
they are organized functionally rather than geographically.
-- District offices. A district office is a small outstation
reporting to an area office. District offices provide safety
and health services in geographic areas that are remote from an
area office but have a concentration of work places.
-- Technical centers. OSHA maintains these centers in Salt Lake
City, Utah, and Cincinnati, Ohio. Their primary function is to
analyze air and substance samples taken during work place
inspections and to calibrate the equipment that the inspectors
use.
-- Training institute. This is a centrally located facility in Des
Plaines, Illinois, used to train occupational safety and health
personnel from OSHA, its state counterparts, and other federal
safety and health professionals, as well as the public on a
space-available basis.
In fiscal year 1995, every state and territory had at least one OSHA
field office except South Dakota, Vermont, Wyoming, and Guam (see
fig. III.29). OSHA's field offices with the largest numbers of
staff were in the federal region cities of Boston, New York,
Philadelphia, Atlanta, Chicago, Dallas, Kansas City, Denver, San
Francisco, and Seattle.
STAFFING
----------------------------------------------------- Appendix III:8.1
OSHA employed about 17 percent of all Labor on-board field office
staff in fiscal year 1995. OSHA staff represented almost 50
different professional and administrative job categories.
Occupational safety and health managers/specialists and industrial
hygienists made up approximately 66 percent of OSHA's field office
workforce (see fig. III.30). The remaining staff included safety
engineers; chemists; computer specialists; program analysts;
accountants; and clerical workers, such as safety/health assistants
and clerks, program analysts, and secretaries. Approximately 70
percent of OSHA's field office staff were at the GS-11, -12, and -13
grade levels. Staff at the GS-5 and -6 pay levels constituted about
13 percent of OSHA's field office workforce (see fig. III.31). Less
than 1 percent of OSHA's on-board staff in fiscal year 1995 worked
part time.
Figure III.30: Occupational
Series for OSHA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Other job categories include safety technician, computer
specialist, program analyst, and clerk typist.
Figure III.31: Grade Levels
for OSHA Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Less than 1 percent of OSHA field office staff
were in the Senior Executive Service. Percentages shown are
approximate because of rounding.
From 11 to 30 staff persons worked in 59 percent of the 97 U.S.
localities with an OSHA presence (see table III.16). Thirteen
localities--which generally represented the locations of OSHA's
regional offices--had over 30 OSHA employees.
Table III.16
Number of U.S. Localities With OSHA
Staff, Fiscal Year 1995
Number of different
Numbers of OSHA staff localities with OSHA staff
---------------------------- ----------------------------
1 0
2 to 5 17
6 to 10 10
11 to 20 43
21 to 30 14
Over 30 13
==========================================================
Total -1,768 97
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:8.2
In fiscal year 1995, OSHA field offices occupied space in 115
buildings throughout the United States, totaling 550,535 square feet.
Almost a third of the space (or 115,804 square feet) was owned by
GSA, and almost 80 percent (or 434,731 square feet) was leased from
privately owned sources. OSHA used about 72 percent of this space
for offices and the remainder for storage and other activities (see
fig. III.32). At 61 of the 115 buildings OSHA occupied in fiscal
year 1995, other Labor components were located at the same address.
Figure III.32: Space Usage for
OSHA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, OSHA field office space totaled
550,535 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
Field office costs for OSHA totaled $146 million in fiscal year 1995.
These costs included rent and utilities; staff salaries and benefits;
and other costs, such as equipment, supplies, and materials. Rent
and utility costs were $10.7 million, which was 7 percent of OSHA's
total field office costs. Costs for staff salaries and benefits
totaled $104.4 million and other costs totaled $31 million, which
were about 72 and 21 percent, respectively, of OSHA's total field
office costs.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:8.3
None.
PENSION AND WELFARE BENEFITS
ADMINISTRATION
------------------------------------------------------- Appendix III:9
The primary mission of the Pension and Welfare Benefits
Administration (PWBA) is to help protect the retirement and benefit
security of America's workers as required under the Employee
Retirement Income Security Act of 1974 (ERISA) (29 U.S.C. 1000 note)
and the Federal Employees' Retirement System Act. PWBA is charged
with ensuring the responsible management of nearly 1 million pension
plans and 4.5 million health and welfare plans. It also manages a
vast private retirement and welfare benefit system.
PWBA's major activities include evaluating and monitoring the
operations of private sector pensions. PWBA conducts many of its
mission-related activities through its 15 field offices (see fig.
III.33). PWBA's field structure facilitates customer assistance to
pension plan participants and beneficiaries in major metropolitan
areas. Decisions about the number and location of PWBA field offices
are based on several factors: the number of employee benefit plans
in a locality, the locations of major financial centers, and the
existing Labor administrative support structure.
Figure III.33: Locations of
PWBA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Table III.17 provides key information about PWBA's 10 regional
offices and 5 district offices.
Table III.17
Key Characteristics of PWBA and Its
Field Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all PWBA field all PWBA
cs PWBA offices offices offices
------------- ------------- ------------- -------------
Field offices 15
FTE positions
----------------------------------------------------------
Authorized\a 621 391 63
Used 570.70 363.61 64
On-board 604 371\b 61
staff
Total office $66.3 million 27.5 million 42
costs
Rent/utility $1.6 million $1.6 million 95
costs
Staff salary $36.3 million $21.8 million 60
and benefit
costs
Other costs\c $28.4 million $4.1 million 14
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
PWBA's field offices generally perform the following functions:
-- Regional offices. These offices conduct investigations of
employee benefit plans. When civil violations of title I of
ERISA are found, the regional office staff seek voluntary
corrections and or recommend and support litigation by SOL.
Criminal investigations are conducted by staff at the direction
of U.S. Attorneys' offices which litigate the criminal cases.
Regional staff also provide assistance to employee benefit plan
participants and professionals who contact the office with
questions or complaints.
-- District offices. A district office carries out the same
enforcement and customer service functions as a regional office.
District office staff are directly supervised by an affiliated
regional office. District offices, which have smaller staffs,
provide a physical presence in select regions that may be larger
geographically. According to Labor, this minimizes the travel
time of investigators who conduct on-site investigations as well
as provide a presence in additional metropolitan areas.
STAFFING
----------------------------------------------------- Appendix III:9.1
PWBA staff represented 11 different professional and administrative
job categories. Over 80 percent of PWBA's field office workforce was
composed of investment/pension specialists and auditors (see fig.
III.34). The remaining staff were in job categories that included
employee benefit plan clerk or assistant, secretary, and computer
specialist. Sixty-two percent of PWBA's field office staff were in
grades GS-11 through -13. Staff at the GS-5 and -6 pay levels
constituted about 10 percent of PWBA's field office workforce (see
fig. III.35). Less than 3 percent of PWBA total on-board staff
worked part time.
Figure III.34: Occupational
Series for PWBA Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as computer specialist, office
apprenticeship clerk, and student trainee.
Figure III.35: Grade Levels
for PWBA Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Less than 1 percent of PWBA field office staff
were in the Senior Executive Service. Percentages shown are
approximate because of rounding.
Table III.18 shows that six or more staff persons provided a PWBA
presence in 15 U.S. localities. Localities with 21 or more PWBA
staff generally represented the component's regional offices in these
areas.
Table III.18
Number of U.S. Localities With PWBA
Staff, Fiscal Year 1995
Number of different
Numbers of PWBA staff localities with PWBA staff
---------------------------- ----------------------------
1 0
2 to 5 0
6 to 10 1
11 to 20 4
21 to 30 5
Over 30 5
==========================================================
Total -371 15
----------------------------------------------------------
SPACE AND COST
----------------------------------------------------- Appendix III:9.2
In fiscal year 1995, PWBA field offices occupied space in 17
buildings throughout the United States, totaling 75,129 square
feet.\32 GSA owned 9,068 square feet of this space, and 66,061 square
feet were leased from private sources. According to GSA, PWBA used
65,321 square feet of its space in the field for offices and the
remainder for storage and other purposes--such as conference and
training activities and food service (see fig. III.36). At 12 of
the 17 buildings PWBA occupied in fiscal year 1995, other Labor
components were also located at the same address.
Figure III.36: Space Usage for
PWBA Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, PWBA field office space totaled
75,129 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
PWBA field office costs totaled $27.5 million in fiscal year 1995.
These costs included rent and utilities; staff salaries and benefits;
and other costs, such as equipment, supplies, and materials. Rent
and utility costs were $1.6 million, which was about 6 percent of
total field office costs for PWBA. Costs for staff salaries and
benefits totaled $21.8 million, and other costs totaled $4.1 million,
which were about 79 and 15 percent, respectively, of PWBA's total
field office costs.
--------------------
\32 This square footage total does not include PWBA's Washington,
D.C., field office, which, according to Labor, occupies 2,273 square
feet of space.
RESTRUCTURING
PLANS/ACTIVITIES
----------------------------------------------------- Appendix III:9.3
None.
VETERANS' EMPLOYMENT AND
TRAINING SERVICE
------------------------------------------------------ Appendix III:10
The Veterans' Employment and Training Service (VETS) is responsible
for administering veterans' employment and training programs and
activities to ensure that legislative and regulatory mandates are
accomplished. Its primary mission is to help veterans, reservists,
and National Guard members to secure employment and their associated
rights and benefits through existing programs and the coordination
and implementation of new programs. VETS strives to ensure that
these programs are consistent with the changing needs of employees
and the eligible veteran population.
VETS conducts much of its mission-related activities from 108 field
offices (see fig. III.37) for several reasons. According to Labor,
the field offices are strategically located to minimize travel costs
as well as to facilitate interagency liaisons and communications.
With VETS' field offices located in 80 percent of America's 100
largest cities, field staff are close to employers, which helps to
prevent reemployment rights claims and, when claims are made,
facilitates their resolution. Field offices also allow VETS staff to
perform monitoring and technical assistance activities more
effectively and efficiently with reduced travel costs.
Figure III.37: Locations of
VETS Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Table III.19 provides key information about the 10 regional offices
and 98 state offices that compose VETS' field structure.
Table III.19
Key Characteristics of VETS and Its
Field Operations, Fiscal Year 1995
Field offices
as a
percentage of
Characteristi Total, all VETS field all VETS
cs VETS offices offices offices
------------- ------------- ------------- -------------
Field offices 108
FTE positions
----------------------------------------------------------
Authorized\a 272 238 88
Used 258.67 220.58 85
On-board 250 218\b 87
staff
Total office $24 million $16.7 million 71
costs
Rent/utility $800,000\c $289,839\d 37
costs
Staff salary $16.1 million $13.4 million 83
and benefit
costs
Other costs\e $7 million $3 million 43
----------------------------------------------------------
\a Fiscal year 1995 authorized ceiling.
\b On the basis of data from Labor's personnel management information
system and input from component officials through OASAM.
\c We were unable to identify this cost using GSA data; Labor
provided this cost estimate.
\d Excludes the VETS field office in Washington, D.C.
\e Excludes some communications and miscellaneous costs incurred in
fiscal year 1995.
In fiscal year 1995, VETS maintained regional offices in each of the
federal region cities: Boston, New York, Philadelphia, Atlanta,
Chicago, Dallas, Kansas City, Denver, San Francisco, and Seattle. In
addition, VETS had a field office presence in every state--sometimes
with as many as seven offices per state, such as Texas.
VETS' field offices generally perform the following functions:
-- Regional offices. Regional office staff primarily (1) resolve
claims made by veterans, reservists, and National Guard members
when their reemployment rights have been denied by their
civilian employers, (2) evaluate compliance by state employment
security agency offices with veterans' services requirements as
dictated by federal regulations through on-site visits; (3) and
monitor the performance of VETS' grantees.
-- State offices. State office staff work closely with and provide
technical assistance to state employment security agencies and
Job Training Partnership Act grant recipients to ensure that
veterans are provided the priority services required by law.
They also coordinate with employers, labor unions, veterans
service organizations, and community organizations through
planned public information and outreach activities. In
addition, they give federal contractors management assistance in
complying with their veterans affirmative action and reporting
obligations.
STAFFING
---------------------------------------------------- Appendix III:10.1
VETS staff represented five different professional and administrative
job categories. Veterans employment representatives and program
specialists made up approximately 70 percent of VETS' field office
work force (see fig. III.38). The remaining staff included veterans
reemployment rights compensation specialists, clerks, and other
support staff. Approximately 42 and 25 percent of VETS's field
office staff were GS-12s and -13s, respectively. Staff at the GS-5
and -6 pay levels constituted about 24 percent of VETS' field office
workforce (see fig. III.39). Less than 1 percent of VETS' on-board
staff worked part time.
Figure III.38: Occupational
Series for VETS Field Office
Staff, Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
\a Includes job categories such as secretary, office automation
clerk, and veterans reemployment rights compensation specialist.
Figure III.39: Grade Levels
for VETS Field Office Staff,
Fiscal Year 1995
(See figure in printed
edition.)
Note: This analysis used information for on-board staff as of
September 30, 1995, contained in Labor's personnel management
information system. Percentages shown are approximate because of
rounding.
From one to five VETS staff were located in 83 localities, and about
38 percent of these locations were staffed by one person. Generally,
GS-12 veterans employment representatives provided the VETS presence
in the localities with only one person. No single locality had more
than 10 VETS staff stationed there (see table III.20).
Table III.20
Number of U.S. Localities With VETS
Staff, Fiscal Year 1995
Number of different
Numbers of VETS staff localities with VETS staff
---------------------------- ----------------------------
1 34
2 to 5 49
6 to 10 7
11 to 20 0
21 to 30 0
Over 30 0
==========================================================
Total -218 90
----------------------------------------------------------
SPACE AND COST
---------------------------------------------------- Appendix III:10.2
In fiscal year 1995, VETS field offices occupied space in 13
buildings throughout the United States, totaling 12,811 square
feet.\33 GSA owned 5,634 square feet of VETS field office space, and
7,177 square feet were leased from private sources. VETS used 12,423
square feet of its total field space for offices and the remainder
for other uses (see fig. III.40). At 11 of the 13 buildings VETS
occupied in fiscal year 1995, other Labor components were also
located at the same address.
Figure III.40: Space Usage for
VETS Field Offices, Fiscal Year
1995
(See figure in printed
edition.)
Note: On the basis of GSA data, VETS field office space totaled
12,811 square feet in fiscal year 1995.
\a Includes areas used for activities such as laboratory work, food
service, automatic data processing, conferences, and training.
Field office costs for VETS totaled $16.7 million in fiscal year
1995. These costs included rent and utilities; staff salaries and
benefits; and other costs, such as equipment, supplies, and
materials. Rent and utility costs were about $289,839, which was 2
percent of VETS' total field office costs. Costs for staff salaries
and benefits totaled $13.4 million, and other costs totaled $3
million, which were 80 and 18 percent, respectively, of VETS' total
field office costs.
--------------------
\33 According to Labor, many VETS staff occupy space in state-owned
buildings at no charge to Labor. We could not estimate the amount
and cost of this type of space because neither GSA nor Labor
maintains data on state buildings. Also, this square footage total
does not include the approximately 450 square feet of space occupied
by VETS' Washington, D.C., field office.
RESTRUCTURING
PLANS/ACTIVITIES
---------------------------------------------------- Appendix III:10.3
VETS is awaiting congressional approval to reduce the number of field
offices that support its operations. VETS has also reduced staff
through attrition.
DEPARTMENT OF EDUCATION FIELD
OFFICES AND STAFF BY LOCALITY,
FISCAL YEAR 1995
========================================================== Appendix IV
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff
---------- ------ ------ ------ ------ ------ ------ ---------- ---------- ---------- ---------- ---------- ---------- ---------- ----------
==========================================================================================================================================================
Federal 1 50 1 13 1 6 1 1 1 22 1 10 6 102
Region I
total
Connecticu
t
Maine
Massachuse
tts
Boston 1 50 1 13 1 6 1 1 1 22 1 10 6 102
New
Hampshire
Rhode
Island
Vermont
==========================================================================================================================================================
Federal 1 48 2 24 1 4 1 1 1 45 1 10 7 132
Region II
total
New Jersey
New York
New York 1 48 1 19 1 4 1 1 1 45 1 10 6 127
Puerto 1 5 1 5
Rico
Virgin
Islands
==========================================================================================================================================================
Federal 1 61 4 44 1 3 1 1 1 33 1 6 9 148
Region
III total
Delaware
District 2 24 2 24
of
Columbia
Maryland
Pennsylvan
ia
Philadelph 1 61 1 15 1 3 1 1 1 33 1 6 6 119
ia
Pittsburgh 1 5 1 5
Virginia
West
Virginia
==========================================================================================================================================================
Federal 1 102 3 32 1 6 1 6 1 129 1 10 8 285
Region IV
total
Alabama
Florida
Plantation 1 8 1 8
Georgia
Atlanta 1 102 1 20 1 6 1 6 1 129 1 10 6 273
Kentucky
Mississipp
i
North
Carolina
South
Carolina
Tennessee
Nashville 1 4 1 4
==========================================================================================================================================================
Federal 2 95 2 34 1 4 1 4 1 116 1 8 8 261
Region V
total
Illinois
Chicago 1 68 1 28 1 4 1 4 1 116 1 8 6 228
Indiana
Michigan
Minnesota
St. Paul 1 6 1 6
Ohio
Cleveland 1 27 1 27
Wisconsin
==========================================================================================================================================================
Federal 1 74 3 32 1 5 1 1 1 49 1 8 8 169
Region VI
total
Arkansas
Louisiana
Baton 1 7 1 7
Rouge
New Mexico
Oklahoma
Texas
Austin 1 7 1 7
Dallas 1 74 1 18 1 5 1 1 1 49 1 8 6 155
==========================================================================================================================================================
Federal 1 50 1 17 1 5 1 1 1 32 1 8 6 113
Region
VII total
Iowa
Kansas
Kansas 1 50 1 17 1 5 1 1 1 32 1 8 6 113
City
Missouri
Nebraska
==========================================================================================================================================================
Federal 1 43 1 9 1 5 1 1 1 27 1 5 6 90
Region
VIII
total
Colorado
Denver 1 43 1 9 1 5 1 1 1 27 1 5 6 90
Montana
North
Dakota
South
Dakota
Utah
Wyoming
Federal 1 74 3 28 1 5 1 4 1 113 1 6 8 230
Region IX
total
Arizona
California
Los 1 10 1 10
Angeles
Sacramento 1 8 1 8
San 1 74 1 10 1 5 1 4 1 113 1 6 6 212
Francisco
Guam
Hawaii
Nevada
==========================================================================================================================================================
Federal 1 41 1 4 1 4 1 2 1 24 1 4 6 79
Region X
total
Alaska
Idaho
Oregon
Washington
Seattle 1 41 1 4 1 4 1 2 1 24 1 4 6 79
U.S. total 11 638 21 237 10 47 10 22 10 590 10 75 72 1,609
----------------------------------------------------------------------------------------------------------------------------------------------------------
DEPARTMENT OF LABOR FIELD OFFICES
AND STAFF BY LOCALITY, FISCAL YEAR
1995
=========================================================== Appendix V
Table V.1
Total Labor Field Offices and Staff by
Federal Region
Staf Staf Staf Staf Staf Staf
Federal Region Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ----- ------
I 6 75 1 65 19 164 10 66 1 8 2 16 4 15 10 162 1 44 10 19 64 634
II 6 93 1 109 30 324 8 83 3 25 5 31 7 58 13 249 1 39 9 19 83 1,030
III 8 146 1 101 54 378 16 103 46 888 3 38 10 51 12 178 2 35 16 23 168 1,941
IV 7 116 1 134 91 578 22 119 36 470 5 28 4 49 14 236 3 73 14 33 197 1,836
V 7 136 1 162 64 434 34 123 20 207 7 59 7 49 19 368 2 46 14 37 175 1,621
VI 6 87 1 98 53 335 14 80 15 79 3 16 3 33 13 221 1 25 12 22 121 996
VII 5 58 1 93 18 142 13 62 4 31 2 22 3 13 7 105 2 38 7 13 62 577
VIII 4 35 0 17 17 110 9 54 17 290 1 6 1 6 7 150 0 0 8 17 64 685
IX 8 96 1 134 35 421 12 90 8 58 5 22 4 29 7 52 2 59 12 22 94 983
X 5 29 0 16 15 134 8 55 5 31 1 6 1 9 5 47 1 12 6 13 47 352
======================================================================================================================================================================================
Total 62 871 8 929 396 3,020 146 835 155 2,08 34 244 44 312 107 1,76 15 371 108 218 1,075 10,655
7 8
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Table V.2
Federal Region I
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region I total 6 75 1 65 19 164 10 66 1 8 2 16 4 15 10 162 1 44 10 19 64 634
Connecticut 0 0 0 4 3 26 1 1 0 0 1 5 1 1 2 27 0 0 2 3 10 67
Bridgeport 1 12 1 1 2 13
Hartford 0\a 2 2 22 1 1 1 15 1 4 41
New Haven 1 4 1 5 1 1 3 10
Norwalk 0 2 0 2
Wethersfield 1 1 1 1
Maine 0 0 0 2 2 5 1 2 0 0 0 0 0 0 2 27 0 0 1 2 6 38
Augusta 0\a 2 1 2 1 9 2 13
Bangor 1 2 1 18 2 20
Lewiston 1 2 1 2
Portland 1 3 1 3
Massachusetts 6 75 1 59 10 116 4 59 0 0 1 11 3 14 4 79 1 44 4 9 34 466
Boston 6 75 1 56 7 105 2 58 1 11 2 7 1 25 1 44 2 7 23 388
Braintree 1 21 1 21
Holyoke 1 1 1 1
Hyannis 1 1 1 1
Methuen 1 17 1 17
Springfield 0\a 3 1 2 1 0\b 1 16 3 21
Taunton 1 8 1 1 2 9
Waltham 1 7 1 7
Worcester 1 1 1 1
New Hampshire 0 0 0 0 2 8 2 1 1 8 0 0 0 0 1 15 0 0 1 2 7 34
Concord 2 1 1 15 1 2 4 18
Laconia 1 1 1 1
Manchester 1 7 1 8 2 15
Rhode Island 1 6 1 1 1 14 1 1 4 22
Providence 1 6 1 1 1 14 1 1 4 22
Vermont 0 0 0 0 1 3 1 2 0 0 0 0 0 0 0 0 0 0 1 2 3 7
Burlington 1 3 1 2 2 5
Montpelier 1 2 1 2
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
Table V.3
Federal Region II
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region II total 6 93 1 109 30 324 8 83 3 25 5 31 7 58 13 249 1 39 9 19 83 1,030
New Jersey 1 12 0 0 5 55 2 7 0 0 1 7 2 13 4 78 0 0 2 4 17 176
Atlantic City 1 2 1 4 2 6
Avenel 1 23 1 23
Camden 1 12 1 2 1 1 3 15
Hasbrouck Heights 1 16 1 16
Iselin 2 7 1 7 3 14
Lawrenceville 1 17 1 17
Marlton 1 19 1 19
Mountainside 1 31 1 31
Newark 1 9 1 9
Parsippany 1 20 1 20
Trenton 1 3 1 3 2 6
New York 5 81 1 109 21 248 6 75 2 19 3 20 5 45 8 165 1 39 6 13 58 814
Albany 2 17 1 2 1 1 1 21 1 3 6 44
Bayside 1 20 1 20
Binghamton 1 1 1 1
Buffalo 0\a 2 2 26 1 0 \b 1 8 1 2 1 22 1 2 7 62
Garden City 1 18 1 18
Geneva 1 8 1 8
Glenmont 1 11 1 11
Long Island 1 24 1 17 2 41
Massena 0\a 3 0 3
Middletown 1 1 1 1
New York 5 81 1 98 8 149 2 72 1 11 2 39 2 50 1 39 2 6 24 545
Newburg 1 3 1 3
Poughkeepsie 0\a 3 1 3 1 6
Rochester 1 3 1 1 1 1 3 5
Syracuse 0\a 3 1 3 1 0\b 1 18 1 1 4 25
Tarrytown 1 17 1 17
Utica 1 1 1 1 2 2
White Plains 1 2 1 2
Puerto Rico 0 0 0 0 4 21 0 1 1 6 1 4 0 0 1 6 0 0 1 2 8 40
Arecibo 1 2 1 2
Hato Rey-San Juan 1 16 0\c 1 1 6 1 4 1 6 1 2 5 35
Mayaguez 1 1 1 1
Ponce 1 2 1 2
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
\c Outstationed staff working out of home.
Table V.4
Federal Region III
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region III total 8 146 1 101 54 378 16 103 46 888 3 38 10 51 12 178 2 35 16 23 168 1,941
Delaware 0 0 0 0 1 2 1 1 0 0 0 0 0 0 1 6 0 0 1 2 4 11
Newark 1 2 1 2
Wilmington 1 2 1 1 1 6 3 9
District of Columbia 2 19 1 1 17 5 5 1 7 1 12 1 2 11 63
Maryland 0 0 0 12 6 30 1 3 1 8 0 0 0 0 1 6 0 0 3 3 12 62
Baltimore 0\a 12 3 21 1 3 1 6 1 2 6 44
Hagerstown 1 1 1 1
Hyattsville 1 7 1 7
Oakland 1 8 1 8
Salisbury 1 1 1 1 2 2
Wheaton 1 0\b 1 0
Pennsylvania 6 118 1 79 24 245 10 90 19 348 2 21 4 45 7 136 1 23 7 10 81 1,115
Allentown 1 2 1 19 1 1 3 22
Altoona 1 1 1 1
Bruceton 1 102 1 102
Carrolltown 1 10 1 10
Clearfield 1 8 1 8
Cranberry Township 2 28 2 28
Erie 1 2 1 2 1 12 3 16
Greensburg 2 20 2 20
Harrisburg 1 3 2 3 1 20 1 2 5 28
Hermitage 0\a 1 0 1
Indiana 1 1 1 19 2 20
Johnstown 0\a 3 1 43 2 22 3 68
Kittaning 1 15 1 15
Lancaster 0\a 2 1 1 1 3
Monroeville 2 11 2 11
New Stanton 1 28 1 28
Philadelphia 5 101 1 61 7 120 3 80 1 7 2 41 2 50 1 23 2 5 24 488
Pittsburgh 1 17 0\a 7 2 30 2 3 1 14 2 4 1 20 1 1 10 96
Pottsville 1 10 1 10
Reading 1 1 1 1
Scranton 0\a 2 1 1 1 1 2 4
Shamokin 1 7 1 7
Washington 1 23 1 23
Waynesburg 1 19 1 19
Weatherly 0\a 1 0 1
West Chester 1 2 1 2
Wilkes-Barre 2 17 1 1 2 34 1 15 6 67
Williamsport 0\a 2 0 2
Wyomissing 1 1 1 12 2 13
York 1 1 1 0\b 2 1
Virginia 2 28 0 10 9 43 2 4 7 147 0 0 1 1 1 6 0 0 3 4 25 243
Arlington 1 20 0\a 5 1 25
Charlottesville 1 6 1 6
Fairfax 1 0\b 1 0
Falls Church 1 3 1 3
Grundy 1 11 1 11
Lynchburg 1 1 1 1
Newport News 1 8 1 8
Norfolk 0\a 2 2 16 1 6 3 24
Norton 1 0\c 3 83 4 83
Richlands 2 47 2 47
Richmond 0 3 2 20 2 4 1 3 5 30
Roanoke 1 2 1 1 1 1 3 4
Waynesboro 1 1 1 1
West Virginia 0 0 0 0 12 39 2 4 19 385 0 0 0 0 1 17 0 0 1 2 35 447
Beckley 2 2 2 3 4 5
Bluefield 1 1 1 1
Charleston 2 22 1 3 1 17 1 2 5 44
Clarksburg 1 1 1 1 1 13 3 15
Elkins 1 0\c 1 0
Fairmont 2 18 2 18
Huntington 1 2 1 2
Logan 1 1 1 29 2 30
Madison 2 31 2 31
Morgantown 1 0\c 2 57 3 57
Mount Carbon 1 10 1 10
Mount Hope 3 81 3 81
Parkersburg 1 10 1 10
Pineville 2 27 2 27
Princeton 1 24 1 24
Summersville 1 16 1 16
Triadelphia 1 76 1 76
Uneeda 1 0\c 1 0
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
\c Office served by "circuit rider" or mobile employee from district
office.
Table V.5
Federal Region IV
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region IV total 7 116 1 134 91 578 22 119 36 470 5 28 4 49 14 236 3 73 14 33 197 1,836
Alabama 1 8 0 5 9 32 3 3 5 67 1 2 0 0 2 32 0 0 1 3 22 152
Anniston 1 1 1 1
Birmingham 1 8 0\a 2 2 16 1 1 3 31 1 18 8 76
Dothan 1 1 1 1
Florence 1 1 1 1
Hueytown 1 21 1 21
Huntsville 0\a 3 1 2 1 1 2 6
Jasper 1 15 1 15
Mobile 1 3 1 1 1 14 3 18
Montgomery 1 7 1 3 2 10
Opelika 1 1 1 1
Vestavia Hills 1 2 1 2
Florida 0 0 0 22 22 258 2 3 1 8 2 7 1 4 3 64 1 11 5 6 37 383
Bartow 1 8 1 8
Cocoa 1 0\b 1 0
Cocoa Beach 1 2 1 2
Daytona Beach 1 2 1 2
Fort Lauderdale 1 7 1 18 1 0\b 3 25
Fort Myers 1 2 1 2
Gainsville 0\a 2 1 2 1 4
Jacksonville 0\a 2 5 166 1 1 0\c 1 1 18 7 188
Lakeland 1 1 1 1
Melbourne 1 1 1 1
Miami 0\a 8 2 24 1 4 1 4 1 11 5 51
Ocala 0\a 3 0 3
Orlando 0\a 2 2 19 1 1 3 22
Panama City 1 1 1 1
Pensacola 1 2 1 2
Sarasota 1 3 1 3
St. Petersburg 1 1 1 1
Tallahassee 1 3 1 2 1 4 3 9
Tampa 0\a 5 1 18 1 2 1 28 3 53
West Palm Beach 1 5 1 5
Georgia 5 92 1 88 13 88 5 102 1 8 1 10 3 45 4 102 1 35 2 10 36 580
Albany 2 1 1 1 3
Atlanta 5 92 1 86 4 73 3 101 1 10 3 45 1 47 1 35 2 10 21 499
Augusta 1 2 1 2
Brunswick 1 1 1 1
Columbus 1 2 1 0\b 2 2
Gainsville 1 1 1 1
Macon 1 1 1 8 2 9
Rome 1 0\d 1 0
Savannah 1 6 1 1 1 14 3 21
Smyrna 1 20 1 20
Thomasville 1 1 1 1
Tucker 1 21 1 21
Kentucky 0 1 0 0 10 65 3 2 22 344 0 0 0 0 1 4 1 27 1 3 38 446
Ashland 1 1 1 1
Barbourville 3 72 3 72
Beaver Dam 1 5 1 5
Bowling Green 1 1 1 1
Elkhorn City 1 17 1 17
Fort Wright 1 1 1 27 2 28
Frankfort 1 4 1 3 2 7
Harlan 1 29 1 29
Hazard 2 21 2 21
Hindman 1 11 1 11
Hyden 1 6 1 6
Lexington 1 3 1 0\b 1 7 3 10
Louisville 2 15 2 2 4 17
Madisonville 2 41 2 41
Martin 1 20 1 20
Morganfield 1 7 1 7
Mount Sterling 1 18 1 18
Owensboro 1 1 1 1
Paintsville 2 13 2 13
Phelps 1 18 1 18
Pikeville 0\e 1 2 25 3 61 5 87
Whitesburg 1 16 1 16
Mississippi 0 0 0 2 8 22 2 2 0 0 0 0 0 0 1 20 0 0 1 1 12 47
Biloxi 1 2 1 2
Columbus 1 2 1 2
Greenwood 1 0 1 0
Hattiesburg 1 1 1 1
Jackson 2 14 2 2 1 20 1 1 6 37
Meridian 1 1 1 1
Pontotoc 0\a 2 0 2
Tupelo 1 2 1 2
North Carolina 0 0 0 11 14 53 1 1 1 6 0 0 0 0 1 6 0 0 1 3 18 80
Asheville 1 2 1 2
Charlotte 0\a 4 2 19 2 23
Fayetteville 1 1 1 1
Gastonia 1 1 1 1
Goldsboro 1 1 1 1
Greensboro 1 2 1 2
Halifax 0\a 2 0 2
Hickory 1 1 1 1
New Bern 1 1 1 1
Raleigh 0\a 5 2 21 1 1 1 6 1 3 5 36
Rocky Mount 1 1 1 1
Sanford 1 6 1 6
Wilmington 1 1 1 1
Winston-Salem 1 2 1 2
South Carolina 0 0 0 2 5 19 2 2 1 6 0 0 0 0 1 4 0 0 1 3 10 36
Charleston 1 2 1 0\b 2 2
Columbia 2 15 1 2 1 6 1 4 1 3 6 30
Florence 0\a 2 1 1 1 3
Greenville 1 1 1 1
Tennessee 1 15 0 4 10 41 4 4 5 31 1 9 0 0 1 4 0 0 2 4 24 112
Chattanooga 1 2 1 0\b 2 2
Cleveland 0\a 2 0 2
Columbia 1 1 1 1
Cookeville 1 1 1 1
Franklin 1 6 1 6
Jacksboro 1 12 1 12
Jackson 1 2 1 2
Jasper 1 6 1 6
Jellico 1 0\b 1 0
Johnson City 1 1 1 1
Knoxville 1 6 1 1 1 7 3 14
Memphis 2 9 1 1 1 1 4 11
Nashville 1 15 0\a 2 2 19 1 2 1 9 1 4 1 3 7 54
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
\c No official field office. Employee supervised out of another
office.
\d Official field office with vacant staff position.
\e Labor reports employee stationed at this office is actually an
employee of a labor union.
Table V.6
Federal Region V
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region V total 7 136 1 162 64 434 34 123 20 207 7 59 7 49 19 368 2 46 14 37 175 1,621
Illinois 5 98 1 87 17 144 8 91 5 70 1 14 2 33 7 193 1 36 4 11 51 777
Alton 1 2 1 2
Arthur 1 1 1 1
Aurora (North) 1 24 1 24
Belleville 1 0\b 1 0
Bensenville 0\a 1 0 1
Benton 2 38 2 38
Calumet City 1 27 1 27
Champaign 1 2 1 2
Chicago 5 97 1 78 8 125 2 84 1 14 2 33 1 37 1 36 2 10 23 514
Des Plaines 0\c 1 1 2 2 83 3 86
Elgin 0\a 1 1 3 1 4
Evergreen Park 1 1 1 1
Fairview Heights 1 2 1 6 2 8
Geneva 0\a 1 0 1
Gurnee 1 1 1 1
Highland Park 0\a 1 0 1
Hillsboro 1 10 1 10
Joliet 0\a 1 0 1
Matteson 0\a 1 0 1
Maywood 0\a 1 0 1
Peoria 1 1 1 0\b 1 16 3 17
Peru 1 13 1 13
Rock Island 1 1 1 1
Rockford 1 1 1 1 2 2
Sparta 1 9 1 9
Springfield 1 7 1 1 1 1 3 9
Willowbrook 0\a 1 0 1
Wilmette 0\a 1 0 1
Indiana 0 0 0 12 9 40 6 6 3 34 0 0 0 0 1 5 0 0 1 4 20 101
Elkhart 0\a 1 0 1
Evansville 1 1 1 0\b 2 1
Ft. Wayne 1 3 1 1 2 4
Gary 1 1 1 1 2 2
Indianapolis 0\a 7 2 24 2 2 1 5 1 4 6 42
Lafayette 1 2 1 2
Marion 1 1 1 1
New Albany 1 1 1 1
South Bend 1 7 1 2 2 9
St John 0\a 1 0 1
Terre Haute 0\a 2 0 2
Vincennes 3 34 3 34
Zionville 0\a 1 0 1
Michigan 0 0 0 14 10 46 7 10 2 17 2 10 2 7 1 4 1 10 3 6 28 124
Battle Creek 1 2 1 2
Detroit 0\a 6 1 21 1 2 1 9 2 7 1 10 1 4 7 59
East Pointe 0\a 1 0 1
Escanaba 1 1 1 1
Grand Rapids 2 11 1 0\b 1 1 1 1 5 13
Kalamazoo 1 1 1 1
Lansing 1 1 2 3 1 8 1 4 5 16
Livonia 0\a 1 0 1
Marquette 1 2 1 9 2 11
Petoskey 1 1 1 1
Plymouth 0\a 1 0 1
Port Huron 1 1 1 1
Rochester Hills 0\a 1 0 1
Saginaw 0\a 2 1 1 1 1 2 4
Southfield 0\a 1 0 1
St. Clair Shores 0\a 1 0 1
Traverse 1 2 1 2
Troy 1 7 1 7
Minnesota 0 0 0 9 4 21 2 2 3 28 1 4 0 0 1 4 0 0 2 4 13 72
Deephaven 0\a 1 0 1
Duluth 1 1 1 1 2 24 1 1 5 27
Hibbing 1 4 1 4
Inver Grove Heights 0\a 1 0 1
Mankato 1 1 1 1
Minneapolis 0\a 4 2 19 1 4 1 4 4 31
St. Paul 0\a 3 1 1 1 3 2 7
Ohio 2 38 0 28 17 155 9 11 7 58 2 26 2 8 5 110 0 0 3 8 47 442
Akron 1 3 1 3
Amelia 0\a 1 0 1
Athens 1 1 1 1
Batavia 0\a 1 0 1
Brilliant 0\a 1 0 1
Cadiz 1 6 1 6
Canton 1 1 1 1 2 2
Cincinnati 1 19 0\a 7 1 10 1 0\b 1 10 2 39 6 85
Cleveland 1 17 0\a 9 3 81 1 3 1 16 1 6 1 31 1 1 9 164
Columbus 0\c 2 3 46 3 3 1 2 1 20 1 6 9 79
Dayton 0\a 3 1 4 1 2 2 9
Kettering 0\a 1 0 1
Lima 1 1 1 1
Mansfield 1 1 1 1
Middletown 1 3 1 3
New Lexington 1 7 1 7
Newark 2 13 2 13
Niles 1 1 1 1
Parma Heights 0\a 1 0 1
Sandusky 1 1 1 1
Sheffield 0\a 1 0 1
Solon 0\a 1 0 1
St. Clairsville 2 27 2 27
Toledo 1 2 1 1 1 20 3 23
Wellston 1 5 1 5
Wellsville 0\a 1 0 1
West Chester 0\a 1 0 1
Youngstown 1 1 1 1 2 2
Wisconsin 0 0 0 12 7 28 2 3 0 0 1 5 1 1 4 52 0 0 1 4 16 105
Appleton 1 18 1 18
Cedarburg 0\a 1 0 1
East Troy 0\a 1 0 1
Eau Claire 1 1 1 4 2 5
Hales Corners 0\a 1 0 1
LaCrosse 1 2 1 2
Madison 1 6 1 2 1 12 1 4 4 24
Milwaukee 0\a 7 2 17 1 5 1 1 1 18 5 48
Oshkosh 1 1 1 1
Racine 0\a 2 1 1 1 3
Wausau 1 1 1 1
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
\c Labor reports employee stationed at this office is actually an
employee of a labor union.
Table V.7
Federal Region VI
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region VI total 6 87 1 98 53 335 14 80 15 79 3 16 3 33 13 221 1 25 12 22 121 996
Arkansas 0 0 0 4 6 17 1 2 1 6 0 0 0 0 1 16 0 0 1 3 10 48
Fayetteville 1 1 1 1
Fort Smith 0\a 2 1 0\b 1 2
Jonesboro 1 1 1 1
Little Rock 2 14 1 2 1 6 1 16 1 3 6 41
Pine Bluff 0\a 2 1 1 1 3
Louisiana 1 16 0 4 7 39 2 3 1 9 1 7 0 0 1 22 0 0 1 3 14 103
Alexandria 1 1 1 1
Baton Rouge 1 4 1 1 1 22 1 3 4 30
Denham Springs 1 9 1 9
Hammond 0\a 2 0 2
Lafayette 1 1 1 1
Metairie 1 16 1 16
New Orleans 0\a 2 3 31 1 2 1 7 5 42
Shreveport 1 2 1 2
New Mexico 0 0 0 2 5 18 1 2 3 16 0 0 0 0 1 5 0 0 1 2 11 45
Alamogordo 0\a 2 0 2
Albuquerque 2 15 1 2 1 7 1 5 1 2 6 31
Carlsbad 1 8 1 8
Farmington 1 1 1 1
Las Cruces 1 1 1 1
Roswell 1 1 1 1
Sante Fe 1 1 1 1
Oklahoma 0 0 0 3 6 23 2 1 5 14 0 0 0 0 1 23 0 0 1 2 15 66
Ada 1 2 1 2
Lawton 1 1 1 1
McAlester 2 6 2 6
Muskogee 1 1 1 1
Oklahoma City 1 2 1 1 1 6 1 23 1 2 5 34
Poteau 1 1 1 1
Tulsa 0\a 3 2 17 1 0\c 3 20
Vinita 1 1 1 1
Texas 5 71 1 85 29 238 8 72 5 34 2 9 3 33 9 155 1 25 8 12 71 734
Abilene 1 1 1 1
Amarillo 1 1 1 1 2 2
Austin 1 3 1 22 1 3 3 28
Beaumont 0\a 2 1 2 1 4
Brownsville 0\a 2 0 2
Bryan 1 1 1 1 2 2
Corpus Christi 0 1 1 7 1 13 1 1 3 22
Dallas 5 71 1 67 6 140 2 67 2 23 1 8 1 27 2 52 1 25 2 5 23 485
El Paso 0\a 2 1 5 1 3 2 10
Fort Worth 1 4 1 1 1 17 3 22
Galveston 1 1 1 1
Harlingen 1 1 1 1
Houston 0\a 11 3 35 2 1 1 1 2 6 2 37 1 1 11 92
Laredo 1 2 1 2
Longview 1 1 1 1
Lubbock 1 1 1 11 1 1 3 13
McAllen 1 3 1 3
Port Arthur 1 1 1 1
San Antonio 2 26 1 1 1 9 1 0\d 5 36
Sherman 1 1 1 1
Texarkana 1 1 1 1
Tyler 1 1 1 1
Waco 1 1 1 1
Whitehouse 1 1 1 1
Wichita Falls 1 1 1 1
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Official field office with vacant staff position.
\c Office to be closed.
\d Labor reports employee stationed at this office is actually an
employee of a labor union.
Table V.8
Federal Region VII
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region VII total 5 58 1 93 18 142 13 62 4 31 2 22 3 13 7 105 2 38 7 13 62 577
Iowa 0 0 0 6 6 13 3 4 1 7 0 0 0 0 1 4 0 0 1 3 12 37
Burlington 1 1 1 1
Cedar Rapids 1 2 1 2
Council Bluff 1 1 1 1
Davenport 1 1 1 1 2 2
Des Moines 1 7 2 3 1 4 1 3 5 17
Fort Dodge 0\a 3 1 7 1 10
Waterloo 0\a 3 1 1 1 4
Kansas 0 0 0 2 2 4 3 3 1 10 0 0 0 0 2 21 0 0 1 2 9 42
Lawrence 0\a 2 0 2
Overland Park 1 8 1 8
Topeka 1 1 2 2 1 10 1 2 5 15
Wichita 1 3 1 1 1 13 3 17
Missouri 5 58 1 82 7 106 5 53 2 14 2 22 3 13 3 68 2 38 4 6 34 460
Gladstone 1 0\b 1 0
Jefferson City 1 3 1 3
Kansas City 5 58 1 62 5 78 2 49 1 11 2 11 2 45 1 27 1 2 20 343
Kennett 0 2 0 2
Kirksville 1 1 1 1
Rolla 1 13 1 13
Springfield 1 1 1 1 2 2
St. Louis 0\a 15 1 27 2 3 1 11 1 2 1 23 1 11 1 1 8 93
Vandalia 0\a 3 0 3
Nebraska 0 0 0 3 3 19 2 2 0 0 0 0 0 0 1 12 0 0 1 2 7 38
Grand Island 0\a 3 0 3
Lincoln 1 1 1 2 2 3
Omaha 2 18 2 2 1 12 5 32
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Labor reports employee stationed at this office is actually an
employee of a labor union.
Table V.9
Federal Region VIII
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region VIII total 4 35 0 17 17 110 9 54 17 290 1 6 1 6 7 150 0 0 8 17 64 685
Colorado 4 35 0 14 8 84 3 48 7 223 1 6 1 6 3 55 0 0 3 7 30 478
Colorado Springs 0\a 2 1 2 1 1 2 5
Craig 1 5 1 5
Delta 1 10 1 10
Denver 4 35 0\a 12 6 81 3 48 3 199 1 6 1 6 2 40 2 6 22 433
Englewood 1 15 1 15
Fort Collins 1 1 1 1
Grand Junction 1 4 1 4
Trinidad 1 5 1 5
Montana 0 0 0 0 2 2 1 2 1 9 0 0 0 0 1 11 0 0 1 2 6 26
Billings 1 1 1 11 2 12
Great Falls 1 1 1 1
Helena 1 2 1 9 1 2 3 13
North Dakota 0 0 0 0 2 2 1 0 0 0 0 0 0 0 1 12 0 0 1 2 5 16
Bismarck 1 1 1 12 1 2 3 15
Fargo 1 1 1 0\b 2 1
South Dakota 0 0 0 0 1 1 1 1 1 9 0 0 0 0 0 0 0 0 1 2 4 13
Aberdeen 1 2 1 2
Rapid City 1 9 1 9
Sioux Falls 1 1 1 1 2 2
Utah 0 0 0 3 3 20 2 2 4 31 0 0 0 0 2 72 0 0 1 2 12 130
Castle Dale 1 7 1 7
Ogden 1 1 1 1
Price 2 17 2 17
Provo 0\a 3 0 3
Salt Lake City 2 19 2 2 1 7 2 72 1 2 8 102
Wyoming 0 0 0 0 1 1 1 1 4 18 0 0 0 0 0 0 0 0 1 2 7 22
Casper 1 1 1 2 2 3
Cheyenne 1 1 1 1
Gillette 1 6 1 6
Green River 1 8 1 8
Rawlins 1 2 1 2
Sheridan 1 2 1 2
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office served by "circuit rider" or mobile employee from district
office.
Table V.10
Federal Region IX
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region IX total 8 96 1 134 35 421 12 90 8 58 5 22 4 29 7 52 2 59 12 22 93 982
Arizona 0 0 0 6 3 26 3 4 2 12 1 2 0 0 1 5 0 0 1 3 11 58
Mesa 2 12 2 12
Phoenix 0\a 2 2 23 2 3 0\b 1 1 5 1 3 7 38
Tucson 0\a 2 1 3 1 1 2 6
Yuma 0\a 2 0 2
California 8 96 1 125 26 372 4 80 3 30 3 18 4 29 4 39 2 59 9 16 64 864
Bakersfield 1 1 1 1
El Cerrito 0\a 1 0 1
Fresno 0\a 2 1 4 1 1 2 7
Glendale 0\a 1 1 22 1 23
Hacienda Heights 0\a 1 0 1
Lemon Grove 0\a 1 0 1
Long Beach 1 4 0\a 1 1 9 2 14
Los Angeles 1 5 0\a 32 3 23 1 8 2 6 1 2 8 76
Modesto 1 1 1 1
North Hollywood 1 0\c 1 0
Oakland 0\d 1 2 17 1 2 3 20
Oceanside 1 1 1 1
Ontario 1 4 1 1 0 1 2 6
Orange 0\a 1 0 2
Oxnard 0\a 1 1 2 1 3
Pasadena 1 25 1 25
Pleasant Hill 1 1 1 1
Redding 0\a 2 0 2
Sacramento 1 15 1 3 1 4 3 22
San Bernadino 0\a 2 1 3 1 9 2 14
San Diego 0\a 2 2 24 1 1 1 1 1 3 5 31
San Francisco 6 86 1 71 6 219 1 76 1 9 2 23 2 33 1 34 2 6 22 557
San Jose 0\a 4 2 11 2 15
Santa Ana 2 17 2 17
Santa Monica 1 0\d 1 0
Santa Rosa 0\a 1 0 1
Seal Beach 0\a 1 0 1
Vacaville 2 21 2 21
West Covina 0\a 1 0 1
Hawaii 3 3 12 2 2 1 2 1 5 1 2 8 26
Honolulu 0\a 3 3 12 2 2 1 2 1 5 1 2 8 26
Nevada 0 0 0 0 2 9 3 4 3 16 0 0 0 0 1 3 0 0 1 1 10 33
Boulder City 1 8 1 8
Carson City 1 3 1 1 2 4
Elko 1 5 1 5
Las Vegas 1 6 2 3 3 9
Reno 1 3 1 1 1 3 3 7
Guam 1 2 1 2
Agana 1 1 1 1
Saipan 0\e 1 0 1
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Outstationed staff working out of home.
\c Office to be closed.
\d Labor reports employee stationed at this office is actually an
employee of a labor union.
\e No official field office. Employee supervised out of another
office.
Table V.11
Federal Region X
Staf Staf Staf Staf Staf Staf
Ofcs Staff Ofcs Staff Ofcs Staff Ofcs Staff Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs f Ofcs Staff
------------------------- ------ ------ ------ ------ ------ ------ ------ ------ ------ ---- ---- ---- ---- ---- ------ ---- ------ ---- ---- ---- ---- -----
====================================================================================================================================================================================
Federal Region X total 5 29 0 16 15 134 8 55 5 31 1 6 1 9 5 47 1 12 6 13 47 352
Alaska 0 0 0 2 1 1 2 3 1 1 0 0 0 0 1 3 0 0 1 2 6 12
Anchorage 0\a 2 1 1 2 3 1 3 4 9
Juneau 1 1 1 2 2 3
Idaho 0 0 0 0 1 3 2 3 2 14 0 0 0 0 1 11 0 0 1 2 7 33
Boise 1 3 2 3 1 6 1 11 1 2 6 25
Coeur d'Alene 1 8 1 8
Oregon 0 0 0 5 4 26 1 1 1 7 0 0 0 0 1 6 0 0 2 3 9 48
Albany 1 7 1 7
Eugene 1 3 1 3
Medford 1 1 1 1
Portland 0\a 5 2 22 1 1 1 6 1 1 5 35
Salem 1 2 1 2
Washington 5 29 0 9 9 104 3 48 1 9 1 6 1 9 2 27 1 12 2 6 25 259
Bellevue 0\a 1 1 9 1 5 2 15
Olympia 1 3 1 3
Renton 1 0\b 1 0
Seattle 5 29 0\a 6 6 99 1 48 1 6 1 9 1 22 1 12 1 3 17 234
Spokane 1 2 1 2
Tacoma 1 2 1 0\b 2 2
Yakima 0\a 2 1 1 1 3
====================================================================================================================================================================================
Total 62 871 8 929 396 3,020 146 835 155 2,08 33 243 44 312 107 1,76 15 371 108 218 1,07 10,65
7 8 4 4
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
\a Outstationed staff work site, not an official field office. BLS
field offices are located in the following eight regional cities:
Boston, New York, Philadelphia, Atlanta, Chicago, Kansas City,
Dallas, and San Francisco.
\b Office to be closed.
(See figure in printed edition.)Appendix VI
COMMENTS FROM THE DEPARTMENT OF
EDUCATION
=========================================================== Appendix V
(See figure in printed edition.)Appendix VII
COMMENTS FROM THE DEPARTMENT OF
LABOR
=========================================================== Appendix V
(See figure in printed edition.)
GAO CONTACTS AND STAFF
ACKNOWLEDGMENTS
======================================================== Appendix VIII
GAO CONTACTS
Carlotta C. Joyner, Issue Area Director, (202) 512-7014
Sigurd R. Nilsen, Assistant Director, (202) 512-7003
Karen A. Whiten, Evaluator-in-Charge, (202) 512-7291
STAFF ACKNOWLEDGMENTS
Patricia M. Bundy, Evaluator
Dianne Murphy Blank, Methodologist
Wayne Dow, Supervisory Computer Specialist
Edward H. Tuchman, Computer Scientist
Fred E. Yohey, Assistant Director
Elizabeth T. Morrison, Communications Analyst
Liz Williams, Communications Analyst
Camille Adebayo, Communications Analyst
Ann P. McDermott, Graphics Advisor
Sheilpa Patel, Intern
RELATED GAO PRODUCTS
=========================================================== Appendix 0
OSHA: Potential to Reform Regulatory Enforcement (GAO/T-HEHS-96-42,
Oct. 17, 1995).
Federal Reorganization: Congressional Proposal to Merge Education,
Labor, and EEOC (GAO/HEHS-95-140, June 7, 1995).
Department of Education: Information on Consolidation Opportunities
and Student Aid (GAO/T-HEHS-95-130, Apr. 6, 1995).
Departent of Labor: Rethinking the Federal Role in Worker Protection
and Workforce Development (GAO/T-HEHS-95-125, Apr. 4, 1995).
Workforce Reductions: Downsizing Strategies Used in Selected
Organizations (GAO/GGD-95-54, Mar. 13, 1995).
Labor's Regional Structure and Trust Funds (GAO/HEHS-95-82R, Feb.
10, 1995).
Department of Labor: Opportunities to Realize Savings
(GAO/T-HEHS-95-55, Jan. 18, 1995).
Multiple Employment Training Programs: Major Overhaul Needed to
Reduce Costs, Streamline the Bureaucracy, and Improve Results
(GAO/T-HEHS-95-53, Jan. 10, 1995).
Department of Education: Long-Standing Management Problems Hamper
Reforms (GAO/HRD-93-47, May 28, 1993).
*** End of document. ***