U.S. Office of Personnel Management FY 2000 Budget Justification/Performance Plan

		Increase the efficiency and productivity of Federal agencies and develop the leadership skills of senior level executives by providing high quality, affordable, interagency leadership training through the Federal Executive Institute for members of the Senior Executive Service corps and high potential GS-15 managers who are candidates for the SES.
		Improve government performance of Federal career leaders by providing high quality, competency based, intellectually challenging, affordable, interagency residential seminars for senior-level managers in the areas of leadership, management and policy implementation at the Management Development Centers (Denver, CO, and Shepherdstown, WV).
		Promote leadership skills and provide an overview of current Government policies and issues by developing and delivering orientation programs for new senior executives and Schedule C employees.
		Recognize annually Federal organizations that have demonstrated exemplary quality improvements by managing the President’s Quality Award Program.
		Outcome evaluation assesses the extent to which a program achieves its outcome-oriented objectives. It focuses on outputs and outcomes to judge program effectiveness, but may also assess program process to understand how outcomes are produced. Course evaluations (described above) are used to assess overall program quality and effectiveness and how well courses improve participant’s individual and organizational effectiveness (outcome). The analysis of those evaluations is used to continually review and update the training and development programs and curriculum (process). Finally, ER output is measured primarily as the net increases and decreases in participants, and participant training days. FY 1998 FY 1999 FY 2000 Sessions 228 218 225 Participants 6,770 7,476 7,795 Participant Training Days   66,745 72,513 75,233
		Increases in participant training, coupled with high course evaluations and a systematic approach to improvement in program delivery and curriculum based on the course evaluations is the basis for ER’s overall outcome evaluation.
		ER’s financial strategies continue to support current and future program needs, as well as maintain a strong fiscal condition. Financial performance for each organization is measured as a function of annual income and cost in the context of a three-year financial plan which includes meeting the requirements to "break-even" and setting a 3-year investment horizon to ensure that ER is careful and thorough about providing full value to its customers. In FY 1998, ER’s investment strategy included the outfitting and start-up of the Federal Executive Institute’s annex, and the relocation and start-up of the new Eastern Management Development Center in Shepherdstown, WV. In FY 1999, ER’s strong financial condition and investment strategy will be used to develop new computer based simulations and case studies. These techniques greatly enhance learning by efficiently recreating realistic working situations for participants to resolve. When completely integrated into the programs of the ER delivery system, these computer based simulations maximize the learning required to assure improved leadership in government.
		In FY 2000, financial performance standards for each organization will include actual performance within tolerances of initial estimate (+$250k,–$125k), sufficient cumulative retained earnings reserves to accommodate appropriate contingencies, and an investment strategy consistent with program requirements and break-even over a three-year period.

• Baseline estimates of production (i.e., sessions, participants and participant training days) and financial data (i.e., income, obligations, costs and cumulative results of operations) are prepared annually during the planning process. Actual data on production is collected and maintained locally (i.e., at FEI, EMDC and WMDC), reported to the program’s Director on a monthly basis, and analyzed relative to baseline estimates. Actual production data on sessions and training days are verifiable based on an assessment of published program schedules. Actual data on participants is verifiable based on an analysis of income data by course. Financial data is collected and maintained in the OPM financial management system. Verification of the financial data is the responsibility of the Office of the Chief Financial Officer, OPM. Financial management information from the financial management system is reviewed, reconciled and analyzed at the operating level on a monthly basis. The local analysis is further analyzed at the nationwide program level relative to initial estimates and performance tolerances. Analysis at the highest level will result in feedback to the operating programs on performance to date, future expectations, and/or remedial actions needed.

• Participant surveys are collected for each session at the operating level, summarized, reported, explained and forwarded to the program’s Director. Analysis at the nationwide program level will result in feedback to the operating programs on performance to date, future expectations and/or remedial actions needed.

• Results of the OPM Customer Satisfaction Survey will also aid in measuring the responsiveness and value of programs and services.

FY 2000 BUDGET CHANGES:

An increase of $394,000 is estimated to cover the cost of pay raise and inflation.

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Web Page Created 14 May 1999