OPM Congressional Budget Justification and Annual Performance Plan

U.S. Office of Personnel Management

FY 2000
Budget Justification/Performance Plan

(Office of Workforce Relations continued)

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OWR Goal 4: FY 1999/2000	OWR leads the transformation of Federal training so that it is an outcome-oriented, measurable performance improvement function designed to assist managers and employees in better preparing the Federal workforce for the needs of the future.

OWR Goal 4:
FY 1999/2000 OWR leads the transformation of Federal training so that it is an outcome-oriented, measurable performance improvement function designed to assist managers and employees in better preparing the Federal workforce for the needs of the future.

Support and facilitate workplace learning and the development and operation of high performing organizations by various activities, including:

developing partnerships with public and private educational and training organizations in order to identify new workplace learning strategies and tools, including effective learning technologies.

participating in Governmentwide initiatives to share development and use of new learning technologies and to develop workforce capacity to meet critical needs.

providing educational and other activities that help agencies more effectively use performance measures for assessing the results and/or impact of HRD programs.

Improve the capacity of agency information systems to provide data about results and/or impact of learning, education, and training efforts agency-wide by various mec
to establish core requirements and a model for agency HRD information systems, including requirements for technology-based training; and

hanisms, including:

working with the interagency HR Technology Council, the HRD Council, and other stakeholders

identifying models, best practices and strategies for determining results and/or impact of HRD and providing them to agencies, to interagency groups, and to forums for "tutoring" agencies in developing internal systems.

Promote widespread access to effective workplace learning strategies and tools through a variety of means, including:

participating in or convening interagency groups dedicated to workplace learning and performance improvement.

providing workplace learning strategies and tools in a variety of formats, accessible to all employees and managers.



   Agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools, as measured by a survey to be administered in FY 2000.
A major OWR initiative in FY 1999 will be to reestablish OPM's leadership role in supporting Federal workforce development by providing state-of-the-art HRD strategies and tools through a national Learning Symposium and other educational forums. OWR will also become more proactive in the HRD policy arena and provide more support to agency personnel. In FY 1999, OWR will also expand the existing network of agency HRD officials with whom OPM shares information on HRD law, trends, and practices in training and developing Federal employees, and will also utilize the OPM web site to support increased access to HRD information. OWR will work to support Administration learning technology initiatives, promote agency sharing of the development and use of learning technology, and partner with the private sector to share best practices and technology standards.

   HRD strategies and/or programs of at least five Federal departments or independent agencies are recognized as best in class by nationally recognized evaluative bodies (such as the American Society of Training and Development, Society for Performance Improvement, etc.).

   A significant number of high performing Federal agencies respond that OPM's HRD policy supports their performance, as measured by an FY 2000 OPM survey of agencies recognized for high performance by external evaluative groups.
In FY 1998, OWR leveraged OPM’s influence in the Federal HRD community by working with the HRD Council and other strategic partners to showcase best practices in learning technology; conducting the first Federal track in a private sector multi-media conference; disseminating information on HRD roles and competencies and high performing organizations; developing a contract vehicle for agencies to access assistance in establishing practices that support high performing organizations; disseminating and implementing strategies in the Hammer Award winning handbook, "Getting Results Through Learning;" and promoting an agency participation benchmarking forum for gathering and sharing Federal training data.

   Improvement in the extent to which HRD policy information is available to OPM customers, as measured by a 10% increase in the number of hits on the human resources development home page over FY 1999 levels.
The HRD home page was established in October 1998 and baseline data will be collected in FY 1999.

   Improvement in the level of satisfaction of HR Specialists with regard to HRD information sharing and technical assistance, as measured by a 5% increase in the percentage of favorable ratings for each in the OPM customer survey over FY 1999 levels.
The level of satisfaction with regard to the timeliness and quality of HRD information sharing was 69.5% for HR Specialists in 1998.

The level of satisfaction with regard to the timeliness and quality of HRD technical assistance was 68.4% for HR Specialists in 1998.

Overall, the level of satisfaction of HR Specialists with the Training Policy Handbook was 69.7% in 1998.

   Improvement in HR Directors’ satisfaction with HRD policy leadership and their opportunity for involvement in the HRD policy-making process, as measured by a 5% increase in the percentage of favorable ratings in the OPM customer survey over FY 1999 levels.
In FY 1998 the overall percentage of satisfaction with policy leadership was 67.7%.

In FY 1998 the overall percentage of satisfaction with opportunity for involvement was 73.5%.

In FY 1998, OWR strengthened OPM's Federal Human Resources Development (HRD) leadership role by involving a diverse group of strategic partners in planning the FY 1999 Learning Symposium; serving major roles in local and national HRD organizations; participating in planning implementation strategies for the President's directive on learning technology; and giving presentations and workshops on Federal HRD policy.

   Improved perception Governmentwide that employees are well-educated and well-trained, as measured by a 2% increase in the percentage of favorable ratings in the annual Merit System Principles Questionnaire. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings.
The overall percentage of favorable ratings was 50% in the 1998 survey (reported out in FY 1999).

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		Support and facilitate workplace learning and the development and operation of high performing organizations by various activities, including: developing partnerships with public and private educational and training organizations in order to identify new workplace learning strategies and tools, including effective learning technologies. participating in Governmentwide initiatives to share development and use of new learning technologies and to develop workforce capacity to meet critical needs. providing educational and other activities that help agencies more effectively use performance measures for assessing the results and/or impact of HRD programs.
		Improve the capacity of agency information systems to provide data about results and/or impact of learning, education, and training efforts agency-wide by various mec to establish core requirements and a model for agency HRD information systems, including requirements for technology-based training; and hanisms, including: working with the interagency HR Technology Council, the HRD Council, and other stakeholders identifying models, best practices and strategies for determining results and/or impact of HRD and providing them to agencies, to interagency groups, and to forums for "tutoring" agencies in developing internal systems.
		Promote widespread access to effective workplace learning strategies and tools through a variety of means, including: participating in or convening interagency groups dedicated to workplace learning and performance improvement. providing workplace learning strategies and tools in a variety of formats, accessible to all employees and managers.

		Agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools, as measured by a survey to be administered in FY 2000. A major OWR initiative in FY 1999 will be to reestablish OPM's leadership role in supporting Federal workforce development by providing state-of-the-art HRD strategies and tools through a national Learning Symposium and other educational forums. OWR will also become more proactive in the HRD policy arena and provide more support to agency personnel. In FY 1999, OWR will also expand the existing network of agency HRD officials with whom OPM shares information on HRD law, trends, and practices in training and developing Federal employees, and will also utilize the OPM web site to support increased access to HRD information. OWR will work to support Administration learning technology initiatives, promote agency sharing of the development and use of learning technology, and partner with the private sector to share best practices and technology standards.
		HRD strategies and/or programs of at least five Federal departments or independent agencies are recognized as best in class by nationally recognized evaluative bodies (such as the American Society of Training and Development, Society for Performance Improvement, etc.).
		A significant number of high performing Federal agencies respond that OPM's HRD policy supports their performance, as measured by an FY 2000 OPM survey of agencies recognized for high performance by external evaluative groups. In FY 1998, OWR leveraged OPM’s influence in the Federal HRD community by working with the HRD Council and other strategic partners to showcase best practices in learning technology; conducting the first Federal track in a private sector multi-media conference; disseminating information on HRD roles and competencies and high performing organizations; developing a contract vehicle for agencies to access assistance in establishing practices that support high performing organizations; disseminating and implementing strategies in the Hammer Award winning handbook, "Getting Results Through Learning;" and promoting an agency participation benchmarking forum for gathering and sharing Federal training data.
		Improvement in the extent to which HRD policy information is available to OPM customers, as measured by a 10% increase in the number of hits on the human resources development home page over FY 1999 levels. The HRD home page was established in October 1998 and baseline data will be collected in FY 1999.
		Improvement in the level of satisfaction of HR Specialists with regard to HRD information sharing and technical assistance, as measured by a 5% increase in the percentage of favorable ratings for each in the OPM customer survey over FY 1999 levels. The level of satisfaction with regard to the timeliness and quality of HRD information sharing was 69.5% for HR Specialists in 1998. The level of satisfaction with regard to the timeliness and quality of HRD technical assistance was 68.4% for HR Specialists in 1998. Overall, the level of satisfaction of HR Specialists with the Training Policy Handbook was 69.7% in 1998.
		Improvement in HR Directors’ satisfaction with HRD policy leadership and their opportunity for involvement in the HRD policy-making process, as measured by a 5% increase in the percentage of favorable ratings in the OPM customer survey over FY 1999 levels. In FY 1998 the overall percentage of satisfaction with policy leadership was 67.7%. In FY 1998 the overall percentage of satisfaction with opportunity for involvement was 73.5%. In FY 1998, OWR strengthened OPM's Federal Human Resources Development (HRD) leadership role by involving a diverse group of strategic partners in planning the FY 1999 Learning Symposium; serving major roles in local and national HRD organizations; participating in planning implementation strategies for the President's directive on learning technology; and giving presentations and workshops on Federal HRD policy.
		Improved perception Governmentwide that employees are well-educated and well-trained, as measured by a 2% increase in the percentage of favorable ratings in the annual Merit System Principles Questionnaire. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings. The overall percentage of favorable ratings was 50% in the 1998 survey (reported out in FY 1999).