It is the mission of the Virginia Department of Labor and Industry (DOLI) to make Virginia a better place in which to live, work, and conduct business. We will achieve this goal by promoting safe, healthful workplaces, best employment practices, the protection of children from hazardous employment, and safe operation of boiler and pressure vessels.

Virginia’s workplaces will be safer and more productive through sound occupational safety and health practices that drive increased awareness of hazard prevention and result in both workplaces and a workforce that is injury and illness free. Children will be protected from working in hazardous occupations, while employers and employees will be protected by fair enforcement of labor laws. Virginians will be protected from the dangers of unsafe boiler and pressure vessel operations.

DOLI’s Values-in-Action are integrated into the Agency’s Code of Conduct, these values explain “how” DOLI will achieve its results. The Agency’s Values-in-Action are:

• Integrity, Trust and Respect


• Executing with Quality


• Passion to learn and succeed


• Sharing with others.

DOLI was created in 1898 as the Bureau of Labor and Industrial Statistics for Virginia state government. Its purpose was to compile accurate information on both raw materials and labor and also to report on the activity of the principal industries of the day in the Commonwealth.

DOLI's current role is as an Executive Branch agency whose powers and mandates are set forth in Title 40.1 of the Code of Virginia.  These responsibilities include:

• Occupational safety and health;


• Boiler and pressure vessel safety;


• Licensed asbestos and certified lead contractor notification and inspection;


• Enforcement of the Virginia Asbestos NESHAP Act;


• Role of the Agency in regard to labor unions, strikes, etc.; and


• Child labor protections, prevailing wage determinations, anti-retaliation, and payment of wage.

The Agency continues to strengthen its programs, and to strive to make Virginia a safer, more healthful, and better place to live, work and conduct business.

Agency employees continue to focus on greater efficiency, while increasing the effectiveness of our services that enhance economic development. Where it is advantageous to do so, the Agency has partnered with other state and federal agencies, with local governments, and with private sector entities to make workplaces safer and healthier, while simultaneously lowering costs for employers.

The Agency has elevated the importance of communicating important safety and health information to the public. Public Service Announcements, posts to the Agency website, and social media have been utilized in providing this service. The Agency created new positions in social media and communications to handle the additional work generated by these changes.

As part of the Agency modernization effort to enhance service delivery and accessibility, the Agency successfully achieved its goal in this biennium of providing electronic payment portals. These modernization efforts strengthened operational efficiency and improved customer service by launching the Agency’s first-ever electronic portals, enabling stakeholders to access and complete transactions, such as ability to request certificates and pay for services, with greater ease and convenience.

The Boiler and Pressure Vessel (BPV) Program has been rebuilt through three pillars of transformation. First, the division strengthened its organizational capability, aligning people, processes, and programs to deliver standardized, high-quality services across the Commonwealth. Second, it established a modern management system infrastructure, providing the structure and accountability necessary to ensure oversight and operational excellence. Finally, through system modernization, the program is positioned to transition to Jurisdiction Online  inspections, payments, and stakeholder interactions. Together, these efforts have positioned the BPV Program for sustainable growth, improved efficiency, and a renewed focus on safety and customer service.

Moving forward, the Agency endeavors to:

• Further develop and refine Agency programs, Virginia Occupational Safety and Health (VOSH) and Boiler and Pressure Vessel Safety, that make Virginia a safe, healthy, and productive place to work; Continue to work with employers and Virginia’s workforce, especially those who seek to strengthen their safety and health programs, and who understand the business value of workplace cultures that are injury free;


• Work to increase the impact of the VOSH Program by multiplying the size and expertise of the Voluntary Protection Program and the consultation division with a focus on engaging the construction industry and other mobile workforce sectors. . The Agency also plans to expand the Virginia Institute for Learning and Outreach (VILO), established in 2024 as Virginia’s Center for Excellence in the Development of an Injury- and Illness-Free Career Culture. VILO serves as a statewide learning and outreach hub that connects employers and their workforce through targeted training, technical assistance, and educational initiatives designed to build workforce capability and promote safe, sustainable workplaces.


• Continue to modernize information systems, for example, the Agency will work to transition the Boiler and Pressure Vessel Safety program’s system of record from Jurisdiction Online to the Jurisdiction Reporting System (JRS) provided by the National Board of Boiler Inspectors.


• Strengthen communications with stakeholders (employers, employees, labor unions, trade associations, etc.) by executing the agency strategic communication plan and leveraging the website and social media platforms.

The Agency's programs and related administrative support functions are sustained by functional specific, business application systems.  Each application provides agency programs the business functionality to comply with statutory responsibilities and best management practices.  The VOSH Program utilizes integrated software systems supplied and supported by the Occupational Safety and Health Administration (OSHA) of the United States Department of Labor such as the OSHA Information System (OIS).  The Office of Research and Analysis utilizes software systems supplied and supported by Bureau of Labor Statistics (BLS) of the U.S. Department of Labor. The Agency successfully achieved its goal of modernizing systems of record by retiring the legacy Oracle platforms. This milestone was accomplished through four workstreams in the following areas:

• Labor and employment law – to obtain child labor employment certificate; payment of wage claims; and, minimum wage claims


• Asbestos and Lead Safety – to request as asbestos permit; a lead permit; and, a demolition permit


• Hearings and Legal Services and FOIA – to organize case management


• Financial operations – to streamline Accounts Receivables

The Boiler and Pressure Vessel Safety division utilizes a third party inspection and reporting system online called Jurisdiction Online.

Population increases, enhanced workforce opportunities, and new regulatory programs (affecting customer bases) create increased demand for agency services, particularly real-time automated interactive business processes to support on-line licensure and case management. Renewed emphasis on anytime/anywhere access to electronic data generates greater demand for enhanced delivery, readiness, and reporting capabilities.

On-going Agency IT Projects and Initiatives:

DOLI vision is guided by the organizational mission and is intended to better enable these critical processes through the goals, requirements, and considerations outlined as follows:

• Integrated operations:
  
  
  
  • Integrate systems and processes to increase efficiency and move as one organization.
  
  
  
  


• Best-in-class, online customer service:
  
  
  
  • Provide quality online services to the public to drive ease of stakeholder access and engagement and accessible service delivery.
  
  
  
  


• Unparalleled, citizen-centered user experience:
  
  
  
  • Provide seamless, convenient, effective, and eased digital access for DOLI customers.
  
  
  
  


• Leading business processes:
  
  
  
  • Maintain credit card payment capability for public use.
  
  
  • Automate and digitize citizen experience processes to reduce manual workflows, use of paper, duplication, and workarounds and lead the field in operational efficiency and technology.
  
  
  
  


• Empowered agency staff:
  
  
  
  • Provide best-in-class functionality and interfaces to staff to enable them to do their jobs efficiently and effectively and focus on agency mission.
  
  
  
  


• Operational visibility:
  
  
  
  • Enable robust reporting capabilities to clearly view performance and workflow, inform continual improvement, and meet other reporting demands.
  
  
  
  


• Modernized technology:
  
  
  
  • Adopt a system that provides a secure, stable, and high-performing technology environment that complies with requirements and leading practice.
  
  
  
  


• Streamlined technology:
  
  
  
  • Achieve more efficient system support, maintenance, and enhancement operations.
  
  
  
  


• Sustainable technology:
  
  
  
  • Allow for enhancements through a configurable, scalable, and adaptable system that can also be maintained and supported over time.
  
  
  
  

Like many other state agencies, DOLI has experienced significant challenges in recent years, including recruiting and retaining qualified individuals, a limited training budget, and an aging workforce. An analysis of workforce planning data reveals that the Agency is not receiving a large pool of applicants for each position, and many of whom do not possess the desired knowledge, skills, and abilities to effectively carry out the required duties. At the same time, the Agency continues to experience significant job enlargement for existing staff due to the inability to successfully recruit or retain existing staff, for a significant number of positions. The nature of the tasks, duties, and responsibilities associated with many of the positions within the Agency require skills that are very specialized, marketable, and in demand. As noted previously, the Agency continuously faces stiff competition from private sector organizations, federal agencies, and larger state agencies which are also seeking to hire similarly trained and skilled employees and who can offer more lucrative compensation packages.

The Agency faces workforce challenges due to an increasing number of employees who are eligible to retire; the loss of staff to federal and local governments; and private industry companies that offer highly competitive salaries.  In an effort to reduce turnover,  the Agency has developed a workforce strategic plan that includes a set strategic direction, analysis of workforce and skill gaps; an action plan, and lastly monitoring of plans to assure correct direction.

This plan will enable the Agency to align workforce requirements with business needs to fulfill the mission of the Agency, identify gaps between competencies the workforce currently possesses and future competency requirements, identify and implement gap reduction strategies, implement organization restructuring to meet business needs and identify and overcome internal and external barriers to accomplishing strategic workforce goals.

The Agency has key services that are required to respond to a continually increasing number of customers, even with facing increased employee turnover and retention issues and greatly diminished resources. Federal and state funding in the past has impacted staffing availability resulting in a major impact relative to retention of Agency employees. It has also caused significant salary compression which, over time, has compounded the loss of experienced long-term employees who leave the Agency for more lucrative employment elsewhere. In general, allocations for technology, staff training, and salaries have fallen far behind the pace of the rising costs of doing business in the Commonwealth.

The Agency’s Top Five initiatives form the foundation of the talent management strategy, ensuring that we not only attract skilled professionals but also support their career growth and edification. The Agency’s Top Five initiatives are to:

1. Enhance organizational capability throughout Agency


2. Strengthen Leadership capabilities with a focus on development and delivery progression


3. Establish and edify career attraction, selection, retention, and pathing strategies and approaches


4. Simplify and empower program infrastructure to drive decision-making clarity throughout the Agency


5. Advance culture and recognition throughout the programs and organization

 By enhancing organizational capability, the Agency builds the structures, systems, and culture needed to empower employees and improve performance across all levels. Efforts to strengthen leadership capabilities ensure that current and emerging leaders are equipped to guide teams effectively, foster collaboration, and drive mission success. Finally, by establishing and edifying career attraction, selection, retention, and pathing strategies and approaches, the Agency creates clear professional growth opportunities, cultivates a motivated workforce, and reinforces our commitment to training and retaining top talent in public service.

The Agency completed a classification and compensation study to address salaries for front line staff and compliance officers, to meet the median salary ranges in an effort to be more competitive. However, the salary adjustments have not been sufficient to retain staff and the Agency continues to see turnover. A data analysis shows that if the Agency can retain staff through the first five years, turnover drops significantly.

The Agency maintains a central headquarters office in Henrico County, Virginia within a multi-agency privately-owned building. It also maintains leased office spaces in the Northwest, Southwest, Central and Tidewater regions, as well as field office spaces in Verona, Lynchburg, and Abingdon, which provide services throughout the Commonwealth.  All of these properties are managed/leased through the Department of General Services-Division of Real Estate Services.

1. Of the fifty-nine (59) VOSH Compliance Safety and Health Officer positions, forty-seven (47) are currently filled. Of those forty-seven (47), 19% are filled by CSHO apprentices. The VOSH program has an experience gap for a robust program. Though the Agency is actively recruiting to fill vacant positions, there are obstacles to recruitment and retention, primarily related to compensation.
   
    


2. In addition, staffing remains at a critical level, given Agency mission, and based on the 59 benchmark positions. In 1984, three years after the VOSH Program achieved operational status, there were 109,238 establishment and 2,098,046 employees in the Commonwealth.  More recently, the Virginia Employment Commission, Quarterly Census for Employment and Wages for the 2024 indicates that VOSH has jurisdiction over approximately 310,000 establishments and  4.1 million employees – a 183% increase in establishments and a 95% increase in employees. However, funding and staffing has not been commensurate with expansion.
   
    


3. Information Technology Demands: Increasing technology changes and related costs continue to present critical challenges to meeting program business needs and security standard requirements including staff support, infrastructure, equipment, software, development, ongoing maintenance, related service provider support, and staff training on the use of newer software and technology.
   
    


4. Workforce Impact: As more of the Agency's most qualified employees retire or are nearing retirement, there is cause for serious concern. Their departure results in a loss of significant institutional knowledge and expertise, leaving vacancies to be filled by less experienced employees, who require training and/or other certifications.

Finance

The Agency is funded by Federal Funds from the U.S. Department of Labor, State General Fund Appropriations, and Special Revenue Funds from various sources, including Indirect Cost Recoveries, Asbestos/Lead Project Permit Fees, Consultation and Voluntary Protection Program (VPP) Grant Matching Funds, and registration fees for the VOSH Conference.

The Agency's programs contribute significant revenues to the state that offset program costs. For state fiscal year 2025, the Agency's revenues were $ 14,129,564.55, representing 64% of annual agency expenditures. These revenues were a result of fees collected in the Boiler and Asbestos programs and penalties collected by the Agency's VOSH and Labor and Employment Law Divisions.

The Agency's programs contribute significant revenues to the state that offset program costs. For state fiscal year 2025, the Agency's revenues represented 64% of annual Agency expenditures. These revenues were a combination of certificate fees collected in the Boiler and Asbestos programs, and penalties collected by the Agency's VOSH and Labor and Employment Law Divisions.

The following statistics provide a comprehensive snapshot of the magnitude of the Agency's operations during state fiscal year 2025.

The Agency's employees serve more than 4.1 million employees and 310,000 establishments in the Commonwealth of Virginia. 

The Agency's maximum employment level (MEL) is 180. This is a 23 FTE reduction from SFY24 due to the transition of the Division of Registered Apprenticeships (RA) to Virginia Works.

The number of members on the Safety and Health Codes Board is expected to remain stable at 12 members, with two standing ex-officio members covering the Virginia Department of Health and the Virginia Department of Environmental Quality.

Products and services with a direct impact on external customers include:

Regulatory Programs

• VOSH Program:
  
  
  
  • Consultation programs and outreach to assist employers with compliance
  
  
  • Voluntary protection programs
  
  
  • Virginia Institute of Learning and Outreach
  
  
  • Alliances
  
  
  • Training services
  
  
  • Injury and illness rates by industry reports
  
  
  • Variances
  
  
  • Asbestos and Lead Notification Program to include Project Permits, and Fees
  
  
  • Whistleblower Protection Program
  
  
  • Compliance Program
    
     
  
  
  
  


• Labor and Employment Law:
  
  
  
  • Wage and Hour
  
  
  • Prevailing wage
  
  
  • Youth Employment certificate
  
  
  • Prevention of human trafficking, with focused efforts on forced labor trafficking involving both youth and adults
    
     
  
  
  
  


• Boilers and Pressure Vessels:
  
  
  
  • Certifying registered boilers and pressure vessels
  
  
  • Variances
  
  
  • Overseeing private sector inspections and inspectors of boilers and pressure vessels of certain sizes and pressures
    
     
  
  
  
  


• Hearings and Legal Services:
  
  
  
  • General legal services and litigation
  
  
  • Legislative support
  
  
  • Information Management (FOIA)
    
     
  
  
  
  


• Policy and Planning
  
  
  
  • Safety and Health Codes Board administration
  
  
  • Policy analysis and plan development (including strategic planning)
  
  
  • Regulatory coordination and development
  
  
  • Records management
  
  
  
  

Business Services

• Risk management


• Budget and financial management
  
  
  
  • Procurement and contract management
  
  
  
  


• Business continuity planning


• Information technology and systems development


• Facilities management and access control


• Mail processing and delivery


• Employee benefits administration development


• Employee recruitment and succession planning
  
  
  
  • Marketing and communications
  
  
  
  

External Affairs

• Constituent responses


• Stakeholder engagement


• Legislative support

• Launched and completed a Transformation initiative throughout DOLI. Through this initiative, DOLI restructured the agency to support collaboration and strengthen decision making. Established Top Five initiatives for agency focus, and integrated Values-in-Action to guide how DOLI achieves results. Key outcomes include:
  
  
  
  • Increased retention of top talent in both leadership and technical roles. Achieved an overall agency retention average of 84%; an increase of 6% from January 2022 to 2025. Larger retention improvements were seen in key functions such as Voluntary Cooperative Programs, which increased its retention from 48% to 90%.
  
  
  • Re-establishment of the Boiler and Pressure Vessel program
  
  
  • Integration of Labor and Employment Law division into regional and statewide Human Trafficking task force and committees
  
  
  • Creation and implementation of first-ever electronic portals to ease stakeholder access to agency services
  
  
  • Significant increases in program outreach and performance across all Regulatory programs
    
     
  
  
  
  


• Transitioned the Apprenticeship program to support the creation of a new agency, Virginia Works. This accomplishment supported a broader, more strategic approach to job creation and skilled labor in Virginia.
  
   


• DOLI achieved a 43% reduction in regulations, which surpassed the Governor’s established regulatory reduction goal of 25%. Moreover, the agency achieved a 91% reduction in guidance documents, which surpassed the Governor’s established reduction goal of 25%. These accomplishments included the elimination of 160 discretionary requirements and two regulations along with the reduction of 7,057 pages of guidance, demonstrating our commitment to streamlining processes, driving efficiency, and assuring easier access to compliance and best practices. DOLI achieved a Governor’s award for being one of the top three departments to reduce regulations.
  
   


• DOLI led a multi-year effort to redevelop the Virgin Islands OSHA territorial plan. This initiative, assigned by the U.S. Department of Labor, highlights the strong reputation of Virginia's program. As a result of this collaboration, Virgin Islands OSHA successfully regained its approved plan status.
  
   


• DOLI issued two major variances for tunnel boring operations in hyperbaric environments for the Chesapeake Tunnel Joint Venture (CTJV) and the Hampton Roads Connector Partners (HRCP).
  
   


• The Agency successfully passed legislation through the General Assembly to implement asbestos construction permit fees, supporting compliance with the National Emissions Standards for Hazardous Air Pollutants (NESHAP). This strategic initiative provides dedicated funding to enhance awareness and expand outreach efforts around asbestos—a known carcinogen. With these resources, DOLI can engage approximately 55 asbestos contractors across the Commonwealth, significantly advancing occupational health protections in this critical area.
  
   


• Launched the VOSH Institute of Learning and Outreach (VILO). VILO is key infrastructure within DOLI that provides training and information to drive awareness and best practice compliance to prevent fatalities, injuries, and illnesses across Virginia. In 2025, VILO offered and completed 26 technical courses to strengthen business and workforce performance through occupational safety and health.
  
   


• VOSH Voluntary Protection Programs (VPP) included:
  
  
  
  • 37 active STAR sites, a 6% increase from 2022.
  
  
  • Virginia STAR is a recognition program that promotes worksite-based safety and health excellence at no cost.
  
  
  • 11 BEST Partnerships, a 120% increase from 2022.
  
  
  • Virginia BEST is a strategic partnership between the VOSH and the Associated General Contractors of Virginia (AGCVA) designed to encourage and recognize AGCVA members who voluntarily implement highly effective safety and health management systems to benefit construction workers and reduce or eliminate injuries, illnesses and fatalities on construction sites in Virginia.
    
     
  
  
  
  


• On July 30, 2025, the final regulation 16VAC15-70, Local Government Union Requirements and Employee Protections was officially adopted. This regulation responds to a 2020 legislative change that allows counties, cities, and towns to recognize labor unions through local ordinances or resolutions. The Department issued this regulation to clarify that existing laws governing union elections, membership solicitation, and dues collection also apply to local government employers, employees, and labor organizations.
  
   


• During the last state fiscal year, DOLI successfully met its commitments while operating under a flat budget, finishing just 0.9% below its allocated funding. This achievement highlights the continued success of DOLI’s Transformation efforts.

DOLI has experienced significant challenges in talent management in recent years in recruiting and retaining qualified individuals, having a limited training budget, and dealing with an aging workforce. The goal is to create a high-performing workforce by enhancing recruitment practices, strengthening leadership development, and improving employee engagement and career growth. This goal aligns with the Agency’s vision to develop an organization capable of meeting Virginia’s growing service demands through motivated and mission-driven employees.

Objectives:
• Enhance postings
• Drive efficiency in selection process
• Invest in career pathing and leadership development

Promote a safe and healthful workplace culture through worker involvement in all aspects of safety and health by:
• Establishing voluntary, cooperative relationships with employers and employees to achieve measurable reductions in workplace injuries, illnesses, and fatalities.

• Enhancing awareness of safety and health in Virginia’s workplaces by providing consultation, training, outreach services, education, technical assistance, and employer recognition programs to employers and workers.

• Enhancing worker involvement in all aspects of safety and health in the workplace.

Objectives:
• One hundred percent (100%) of VOSH on-site activities (e.g., inspections) will include a worker involvement component annually, such as interviews, informal conferences, and walk-around inspections

Establish VILO as a training center for excellence in occupational safety and health, designed to build workforce capability, enhance employer engagement, and promote a culture of injury- and illness-free careers across Virginia.
Objectives:
• Develop and implement a pilot training curriculum tailored to high-risk industries such as construction and manufacturing.
• Build partnerships with industry, labor organizations, and educational institutions to expand VILO’s reach and program offerings

VOSH will reduce the rate of workplace injuries and illnesses and reduce the rate of workplace fatalities through compliance inspections; onsite consultation surveys, training and outreach; and employer recognition and outreach programs such as the Voluntary Protection Programs (VPP) and the Safety and Health Achievement Recognition Program (SHARP).

Objectives
• Reduce the rate of workplace injuries and illnesses
• Reduce the rate of workplace fatalities
• Increase the number of employers participating in the VPP

Enhance child labor certification requirements and promote safety and health awareness and practices in the workplace.

Objectives
• Expand outreach and education campaigns for employers, parents, and youth workers to increase awareness of legal requirements, prohibited occupations, and safe work practices for minors

Confirm that all Vessels subject to inspections and permitting are current. Identify additional vessels in operations that should be inspected and permitted.

Objectives
• Implement system upgrades to the Jurisdiction Online platform to improve stakeholder access, streamline payment of inspection certificates, and enhance overall service efficiency.
• Establish a structured process for the Agency to review and evaluate inspections conducted by private industry special inspectors to ensure consistency, accuracy, and compliance with the Commonwealth’s laws and regulations.

This service area is now part of the Virginia Workforce Development.

It oversees Virginia's Registered Apprenticeship Program, implements the mandates and requirements of the Virginia Voluntary Apprenticeship law, and provides staff support for the Virginia Apprenticeship Council, which is the policy board responsible for adopting regulations for this program.

The Apprenticeship Program is funded by State General Fund Appropriation.

This Service Area administers Virginia’s labor and employment laws that govern the payment of wages, prevailing wages, minimum wage, anti-retaliation, and youth employment laws.  Additionally, the Division of Labor and Employment Law enforces miscellaneous labor laws, including right to work, prevention of employment, human trafficking notices in certain establishments, administering polygraphs, equal pay, and payment for medical exams.

This Service Area aligns with the Agency’s mission of making Virginia a better place in which to work, live, and conduct business by administering and enforcing laws that govern wage payments, prevailing wage determinations, youth employment, garnishee rights, discharge for work-related injuries, and other employment laws.

• Wage and Hour


• Prevailing wage


• Youth Employment certificate


• Prevention of human trafficking, with focused efforts on forced labor trafficking involving both youth and adults

Labor Law Services is funded by State General Fund Appropriation.

This Service Area administers occupational safety and health activities in Virginia according to the Virginia State Plan agreement between the VOSH Program and the USDOL Occupational Safety and Health Administration (OSHA), as required by § 40.1-1 of the Code of Virginia, for general industry, agriculture, construction, and the public sector.

This Service Area directly aligns with the Agency's mission of making Virginia a better place to work, live and conduct business by promoting safe and healthy workplaces, and fostering safe work practices by employers. VOSH also provides consultation, training, recognition programs, information, and technical assistance to employers, employees, and safety/health professionals.

• Consultation programs and outreach to assist employers with compliance


• Voluntary protection programs


• Virginia Institute of Learning and Outreach


• Alliances


• Training services


• Injury and illness rates by industry reports


• Variances


• Asbestos and Lead Notification Program to include Project Permits, and Fees


• Whistleblower Protection Program


• Compliance Program

The VOSH Program is funded by State General Fund Appropriation, Federal Funds from the U.S. Department of Labor, Special Revenue Funds for Asbestos/Lead Project Permit Fees, Consultation and Voluntary Protection Program (VPP) Grant Matching Funds, and registration fees for the Annual Safety and Health Conference. 

This Service Area implements Virginia's Boiler and Pressure Vessel Safety Act (the Act), which enhances both public safety and occupational safety through monitoring the installation, operation, and maintenance of boilers and pressure vessels. The Act permits the Agency to certify inspectors to act on behalf of the Commissioner of Labor and Industry and conduct inspections, which serve as a basis for issuance of a Certificate of Inspection for boilers and pressure vessels.s.

This service area aligns with the Agency's mission of making Virginia a better place to live, work, and conduct business through the objective of ensuring the safety of boilers and pressure vessels located in businesses, public buildings, such as schools, apartment buildings, and other structures, where both the general public and workers may be present.

• Certifying registered boilers and pressure vessels


• Variances


• Overseeing private sector inspections and inspectors of boilers and pressure vessels of certain sizes and pressures

Boiler and Pressure Vessel Safety Services are funded by State General Fund Appropriation. Fees are collected and deposited to the State General Fund in support of this program.

This Service Area provides overall financial and administrative support to the Agency's other service areas.

This Service Area directly aligns with the Agency's mission of making Virginia a better place in which to live, work and conduct business by providing effective and efficient administrative and resource support to achieve the Agency’s mission, while ensuring full compliance with all applicable state and federal rules and regulations, laws, and executive orders.

The Code of Virginia, Chapter 1 of Title 40.1, provides for the establishment of the Department of Labor and Industry and establishes the authority of the Commissioner. The Code of Virginia, Chapter 1 of Title 40.1, at subsection 5 of §40.1-6, authorizes the Commissioner "to appoint such representatives as may be necessary to aid him in his work; their duties shall be prescribed by the Commissioner." 

• Risk management


• Budget and financial management
  
  
  
  • Procurement and contract management
  
  
  
  


• Business continuity planning


• Information technology and systems development


• Facilities management and access control


• Mail processing and delivery


• Employee benefits administration development


• Employee recruitment and succession planning
  
  
  
  • Marketing and communications
  
  
  
  

Agency Administrative and Support Services are funded by State General Fund Appropriation and Nongeneral Indirect Cost Recovery Funds.