OPM Congressional Budget Justification and Annual Performance Plan

U.S. Office of Personnel Management

FY 2000
Budget Justification/Performance Plan

(Executive Resources continued)

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EXECUTIVE RESOURCES

By the year 2002, foster movement by senior executives as a means of broadening the executive’s perspective and bringing fresh insight to agency programs.

ER Goal 4: FY 1999/FY 2000	Continual learning is highly valued as a strategy for maximizing executive effectiveness with the result that agencies and executives increasingly use training, sabbaticals, details, temporary assignments and movement within and between agencies to broaden perspectives and gain fresh insights on leadership.

		In FY 1999 and 2000, ER will work to bring about change in the value placed upon continual learning and mobility as strategies for executive growth and change, with a resulting change in the extent to which agencies and executives use them to refine the skills of executives. The desired end state is an increase in the effectiveness of executives.
		Initiate a project to assess the Governmentwide norms and expectations regarding executive mobility and develop a strategy for change. We will use a survey to gather information on SES members’ perceptions and attitudes about their federal management experience, including their perspectives on mobility in the SES. We will seek ways for ER to break down attitudinal barriers to and serve as a broker for mobility, so that agencies come to view it as an important tool for mission accomplishment and executives use it to gain valuable experience and develop themselves for still more responsible and rewarding federal service.
		Implement an internet forum (supplemental to USAJOBS) to facilitate connections between executives seeking new challenges and agencies which have SES vacancies.
		Create a mechanism to allow temporary exchanges of executives between federal agencies and the private sector. This will significantly expand opportunities for broadening experience skills of federal executives.
		Work with GSA to examine logistical barriers to mobility (e.g., travel, moving expenses, etc.).
		Use communications vehicles such as the SES home page, publications, presentations and seminars to promote the benefits of continual learning and mobility to agencies and executives.

		In FY 1999, ER will determine and implement methods to quantify how much continuing learning, e.g., executive training and mobility, are taking place and assess the qualitative impact on federal programs to initiate tracking and determine a baseline for future years. No baseline data is currently available.
		In FY 1999, ER will include in its new survey on SES members’ perceptions and attitudes items on mobility that can be used to establish a baseline for measurement of changes in attitudes in future years. No baseline data is currently available.
		Increases in intra/interagency, intergovernmental, and/or interdisciplinary selections for senior executive positions as measured through the Executive Information System.
		Increased emphasis by agency management on encouraging and supporting executives’ pursuit of continual learning activity, as shown by policy statements, training program activity and commitment of resources. For example, one agency has shared with ER a proposal to allocate funds exclusively for executive training and require each executive to seek such training every year.

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Web Page Created 14 May 1999