OPM Congressional Budget Justification and Annual Performance Plan

U.S. Office of Personnel Management

FY 2000
Budget Justification/Performance Plan

(Administrative Services - OHREEO)

Additional Information Available on the Next Page

OFFICE OF HUMAN RESOURCES AND EEO

The program covers the operation of internal personnel management and equal employment opportunity programs agencywide. The Office of Human Resources and EEO (OHREEO) is responsible for position management, policy development, employee and labor relations, pay administration, staffing services, classification, training, EEO complaint processing, automated personnel information systems, and employee benefits.

ANNUAL PERFORMANCE GOALS FOR FY 2000
BY STRATEGIC PLAN GOAL AND OBJECTIVE

OPM STRATEGIC PLAN GOAL V: ESTABLISH OPM AS A LEADER IN CREATING AND MAINTAINING A SOUND, DIVERSE, AND COOPERATIVE WORK ENVIRONMENT.

FY 2000 Resource Summary:	Obligations (000) $2,826	Full-Time Equivalent: 22

Develop and maintain a well-trained and versatile OPM workforce to support our mission.

HREEO Goal 1: FY 1999/2000	Diverse applicant pools are recruited to meet our future workforce needs and training and developmental opportunities are provided to meet our workforce and succession plans.

HREEO Goal 1:
FY 1999/2000 Diverse applicant pools are recruited to meet our future workforce needs and training and developmental opportunities are provided to meet our workforce and succession plans.

Having forecast strategic workforce needs for the future, will recruit from all sources individuals with the competencies that will be needed for the future. Manage intern, career development and mentoring programs to ensure a pipeline of future leaders.

Ensure that employees have the technical skills to succeed within our IT architecture.

Deploy a cost-effective training delivery strategy that maximizes the benefits of the agency’s intranet. Field employees will have electronic access to training offered via CD ROMs.

Implement a training management information system that allows analysis of training costs and patterns and also creates a transcript of individuals’ work-related training and education.



   Improve the recruitment of Hispanics in the OPM workforce.
In FY 1998, developed and implemented a 10 Point-Plan to Improve the Recruitment and Development of Hispanics in the OPM Workforce. As a direct result, 35 percent of all vacancy announcements were open to all sources, up from 15 percent in FY 97. The hiring rate for Hispanics increased from 3.0 percent in September 1997 to 8.8 percent in September 1998. The overall representation of Hispanics in OPM rose from 2.9 percent to 3.1 percent in FY 1998.

Surpassed Welfare-to-Work hiring goals for the second straight year in FY 1998. OPM committed to hire 15, and actually hired 22. Four of these hires were the Hispanics, the first Hispanics hired by OPM under the welfare reform initiative.

Surpassed goals to hire students from the District of Columbia for summer jobs in FY 1998. OPM committed to hire 27, and actually hired 40. Two of these hires were Hispanic students, the first Hispanic students hired by OPM under this initiative.

In FY 1998, established and started recruitment for a new OPM Intern Program.

Will hire and orient two classes of OPM Interns in FY 1999 and FY 2000, with approximately 40 interns per class.

   Increase the diversity of the executive and management cadre within OPM.
In FY 1998, developed a plan to improve the diversity of OPM’s executive and managerial cadre.

In FY 1998, developed a protocol for conducting exit interviews to determine causes of turnover.

In FY 1999 and FY 2000, will develop baseline data on turnover, by occupation and group.

In FY 1999 and FY 2000, will implement a plan to develop and sustain a diverse executive and management cadre within OPM and refresh the charter of the Executive Resources Board to oversee strategic workforce planning and succession planning, based on forecasts of turnover and staffing needs.

In FY 1999 and FY 2000, will implement a formal mentoring program for interested OPM employees, beginning with individuals who recently completed leadership development programs. Open the nomination process for leadership development programs to employee self-nomination.

Ensure that the OPM workforce is well-trained for current and future needs.
During FY 1998 provided training in core competencies to OPM employees. OHREEO directly sponsored 39 workshops or training programs, benefiting 420 employees at the cost of $250,000. This does not include training paid for by OPM program offices.

During FY 1999 and FY 2000 implement a system for capturing training records in the Personnel Data System. Introduce the training module of the DOD Modern Civilian Personnel Data System to enable managers to approve training electronically and to directly generate training reports. Submit annual training data to the benchmarking Forum sponsored by the American Society for Training and Development.

Improve the cost effectiveness of staffing operations.
In FY 1999/ FY 2000 establish a delegated examining unit for all competitive staffing services to improve quality and timeliness. Reduce the time it takes to issue a certificate from 60 days to 45 days.

In FY 1999/ FY 2000, design a more cost-effective merit promotion plan.

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		Having forecast strategic workforce needs for the future, will recruit from all sources individuals with the competencies that will be needed for the future. Manage intern, career development and mentoring programs to ensure a pipeline of future leaders.
		Ensure that employees have the technical skills to succeed within our IT architecture.
		Deploy a cost-effective training delivery strategy that maximizes the benefits of the agency’s intranet. Field employees will have electronic access to training offered via CD ROMs.
		Implement a training management information system that allows analysis of training costs and patterns and also creates a transcript of individuals’ work-related training and education.

		Improve the recruitment of Hispanics in the OPM workforce. In FY 1998, developed and implemented a 10 Point-Plan to Improve the Recruitment and Development of Hispanics in the OPM Workforce. As a direct result, 35 percent of all vacancy announcements were open to all sources, up from 15 percent in FY 97. The hiring rate for Hispanics increased from 3.0 percent in September 1997 to 8.8 percent in September 1998. The overall representation of Hispanics in OPM rose from 2.9 percent to 3.1 percent in FY 1998. Surpassed Welfare-to-Work hiring goals for the second straight year in FY 1998. OPM committed to hire 15, and actually hired 22. Four of these hires were the Hispanics, the first Hispanics hired by OPM under the welfare reform initiative. Surpassed goals to hire students from the District of Columbia for summer jobs in FY 1998. OPM committed to hire 27, and actually hired 40. Two of these hires were Hispanic students, the first Hispanic students hired by OPM under this initiative. In FY 1998, established and started recruitment for a new OPM Intern Program. Will hire and orient two classes of OPM Interns in FY 1999 and FY 2000, with approximately 40 interns per class.
		Increase the diversity of the executive and management cadre within OPM. In FY 1998, developed a plan to improve the diversity of OPM’s executive and managerial cadre. In FY 1998, developed a protocol for conducting exit interviews to determine causes of turnover. In FY 1999 and FY 2000, will develop baseline data on turnover, by occupation and group. In FY 1999 and FY 2000, will implement a plan to develop and sustain a diverse executive and management cadre within OPM and refresh the charter of the Executive Resources Board to oversee strategic workforce planning and succession planning, based on forecasts of turnover and staffing needs. In FY 1999 and FY 2000, will implement a formal mentoring program for interested OPM employees, beginning with individuals who recently completed leadership development programs. Open the nomination process for leadership development programs to employee self-nomination.
		Ensure that the OPM workforce is well-trained for current and future needs. During FY 1998 provided training in core competencies to OPM employees. OHREEO directly sponsored 39 workshops or training programs, benefiting 420 employees at the cost of $250,000. This does not include training paid for by OPM program offices. During FY 1999 and FY 2000 implement a system for capturing training records in the Personnel Data System. Introduce the training module of the DOD Modern Civilian Personnel Data System to enable managers to approve training electronically and to directly generate training reports. Submit annual training data to the benchmarking Forum sponsored by the American Society for Training and Development.
		Improve the cost effectiveness of staffing operations. In FY 1999/ FY 2000 establish a delegated examining unit for all competitive staffing services to improve quality and timeliness. Reduce the time it takes to issue a certificate from 60 days to 45 days. In FY 1999/ FY 2000, design a more cost-effective merit promotion plan.