Appendix A-1: Office of Merit Systems Oversight and Effectiveness (OMSOE)

FY 2000 Performance Report
Goal & Performance Indicators Checklist

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OPM STRATEGIC PLAN GOAL I

PROVIDE POLICY DIRECTION AND LEADERSHIP TO RECRUIT AND RETAIN THE FEDERAL WORKFORCE REQUIRED FOR THE 21ST CENTURY.

OMSOE Goal 1 -- M

Federal human resources management (HRM) policies and programs are merit-based, mission-focused, and cost-effective.

Merit-based, mission-focused, and cost-effective Federal HRM policies and programs enable agencies to recruit and retain the workforce they need to accomplish their mission. Below we describe how our activities helped meet this goal.

Each year OMSOE produces studies on HR topics that help inform policy deliberations. This year we produced four studies that started in FY 1999 and began six more studies to be published in FY 2001. The critical indicator of our success is whether these studies are useful to HR policy-makers and program managers. Feedback from OPM program offices and agency HR managers indicates that they rely heavily and confidently on the findings and recommendations in our reports. For example, our study on benefits counseling has been of great help to OPM’s Retirement and Insurance Service as that office continues its Retirement System Modernization efforts.

M OMSOE studies produce valuable information, which contributes to policy or program proposals.

OMSOE conducted four studies in FY 1999 that were completed and distributed in early FY 2000. They should have significant impact on human resources management operations. The first is a study of the HR workforce in transition, and it is already guiding the work of the Human Resources Management Council as that inter-agency group of HR leaders addresses the issues outlined in the report. The second study describes the effects of recruitment, retention, and relocation bonuses within agencies, and it has contributed valuable data to OPM’s total compensation effort. The third study deals with performance recognition, and the fourth study reviews what authorities agencies are using to make employee work life more family friendly. The Governmentwide perspective offered by all of these reports has helped individual agencies put their programs in perspective.

OMSOE also completed data gathering and analysis on several special studies in FY 2000. We anticipate the studies on benefits counseling, veterans hiring, telework, and supervisors to be published in early FY 2001. We also studied pass/fail performance management, classification, technology workforce development, internet recruiting, and public notice, and we plan to publish our findings later in FY 2001. Some of these studies will be published for external audiences, and all of them will provide input to OPM policy-making efforts. It is through studies such as these that we encourage merit-based, mission-focused, and cost-effective HRM policies and programs. The findings of these studies help us focus our oversight efforts on areas that may need attention.

OMSOE Goal 2 -- M

The Central Personnel Data File (CPDF) is modernized to acquire data electronically, to make the CPDF more accessible, and to use it to replace the employment history function now served by paper Official Personnel Folders (OPF).

[OMSOE Goals 2 and 10 both address our workforce information activities. In order to streamline our Annual Performance Plan, we have combined these two goals in our FY 2001 plan. The new, combined goal is: “Provide and enhance accessibility of workforce information to meet the needs of Federal agencies, Congress, the White House, and the public.” (OMSOE Goal 4—FY 2001).]

We serve as the authoritative source for statistical information on the size and composition of the Federal civilian workforce. We offer customers free electronic publications that contain hundreds of tables and charts, and we provide specialized services (fee may be required) for customers who need additional data or statistics. The primary source of our data is the Central Personnel Data File.

At the beginning of the year, we established five indicators to assess our achievement of this goal. The first two indicators are critical to success, and the next two are no longer applicable. As described below, we went beyond accomplishing the tasks outlined in our critical indicators, and the approval ratings in our final indicator tell us that our customers are pleased with our efforts.

M Technical requirements for electronic exchange of CPDF submissions and quality control information are developed. Significant progress is made on the CPDF Modernization Plan, including a tracking system for contract milestones, approval of technical requirements by the Chief Information Officer (CIO), and agency satisfaction with proposed technical requirements.

An electronic submission process was formally opened to all agencies in March 2000. Because of the need for careful quality review and testing, we are approving agency requests to join the new process on a flow basis. Our customer satisfaction data indicate that our customers are extremely satisfied with the clarity, timeliness, and quality of our statistical products (over 95% satisfaction rates).

Another aspect of our CPDF modernization effort is FedScope, described below.

M Detailed design specifications for a CPDF online information retrieval system are developed, taking into account feedback from CPDF users.

We have gone beyond design and have actually constructed the new system, which we call FedScope. FedScope went on-line to the public in October and continues to receive very positive feedback from users. In addition to positive feedback, we continue to help FedScope users troubleshoot problems with their own systems so they can more easily access the data.

FedScope allows our customers to access Federal workforce data over the Internet. FedScope is an On Line Analytic Processing (OLAP) tool which provides a free and easy way for our customers to access and analyze a large array of Federal employment data on their own. It uses multidimensional data sources called “Cubes”. A FedScope cube brings together 13 key dimensions (data elements) on the Federal workforce and lets you explore any combination of the data: up, down, and across the dimensions.

You can easily:

• Use our shortcut canned reports that we have provided.
• Free-style with our OLAP tool to create your own reports.
• Export data to your favorite software (i.e. Excel Spreadsheet) for analysis and presentation.
• Export reports to Adobe Acrobat PDF for printing.

D Assessment of the quality of CPDF historical dynamics records is completed, taking into account feedback from human resources (HR) management offices and employee organizations.

This indicator is no longer valid, as the project was superceded by the Human Resources Data Network (HRDN) project.

D Quality control procedures for the CPDF Employment History File are developed using the following to measure success; number of issues addressed by procedures, feedback from technical experts on feasibility of the procedures, and feedback from agency officials on workability of quality control feedback.

This indicator is no longer valid, as the project was superceded by the HRDN project.

M Increase in the level of agency HR Directors’ satisfaction with regard to 1) OPM’s leadership in this area, and 2) their opportunity for involvement, as measured by informal customer feedback and/or an increase of 2% over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the OPM HR Directors’ Customer Satisfaction Survey (DCSS).

Reported level of satisfaction as measured in the DCSS was as follows:

OPM STRATEGIC PLAN GOAL II

PROTECT AND PROMOTE THE MERIT-BASED CIVIL SERVICE AND THE EMPLOYEE EARNED BENEFIT PROGRAMS THROUGH AN EFFECTIVE OVERSIGHT AND EVALUATION PROGRAM.

OMSOE Goal 3A -- M

Agencies, Governmentwide, adhere to the merit system principles and the laws, rules, and regulations governing Federal HR management.

[OMSOE Goals 3A and 3B are somewhat redundant. To reduce that redundancy, we have combined these two goals in our FY 2001 plan. The new, combined goal is: “Improve and support the high standard of agency adherence to the merit system principles and other laws, rules, regulations, and public policies governing Federal HR management.” (OMSOE Goal 2--FY 2001).]

This goal is critical to meeting OPM’s strategic goal 2, and the first two indicators below are critical to assessing our success. Through our oversight reviews, we analyze data from several sources and produce a final report detailing the health of the merit system in the agency being reviewed. Our scheduled reviews of seven large and eight small agencies revealed that agencies continue to adhere to the merit system principles and laws, rules, and regulations governing Federal HR management. We found no systemic problems during our reviews, and the problems we did find were corrected by the agencies. Therefore, we met this goal.

There is no single measure of agency adherence to the merit system principles, making it difficult to establish a baseline of agency adherence. Besides our onsite reviews, we also use the Governmentwide Merit System Principles Questionnaire (MSPQ) data as a gauge of employee perceptions regarding the merit system principles. Because the MSPQ is administered on an annual basis, we are, in most cases, able to compare results from year to year. For FY 2000, we did not meet our 2% goal as stated in this measure. For future years we have discontinued the use of a percentage increase as a measure of our success.

Beginning in FY 2001, we use the word “stable” to describe our goal with regard to several MSPQ percentages because the current positive responses are at a level that is acceptable to us. The term “improved” means that we expect an increase in the favorable aggregate response for specific merit system principles. Minor annual numerical changes have limited statistical validity, so our focus is on ensuring that the positive response rate is either maintained or improved.

Another reason we no longer use specific changes in MSPQ responses as indicators of our success is explained in our revised FY 2000 – FY 2005 Strategic Plan. Changes in response rates are only an indirect result of our actions. While we can and will be held accountable for providing the guidance and oversight that should lead to improved adherence to merit system principles, we can only influence the activities of agencies. It is these agency activities that directly determine employee perceptions.

M Improved adherence to the merit system principles and improved HRM effectiveness.

OMSOE reviewed seven large agencies and eight small agencies (including some alternative personnel systems within these organizations). These reviews focus on whether agencies are doing things right (adhering to merit principles) as well as whether they are doing the right things (implementing HRM programs that help managers do their job). We also conducted 78 delegated examining audits.

We continued to explore new evaluation approaches, particularly for organizations outside of the coverage of Title 5, United States Code, to ensure that the merit system operates effectively in the Federal Government. We published Oversight Notes, which is a tool used for sharing best practices and warnings about pitfalls. Prompted by this oversight and guidance, close adherence to the merit system principles remains stable. In cases where we do find infractions, we require and obtain immediate correction.

We began to experiment with an alternative oversight approach this year. Using this approach, when an agency has established an effective onsite oversight system and the agency agrees to allow us to participate in all reviews and provide us copies of its reports, we will forego our cyclic review. In 2000, we signed an agreement with the Social Security Administration and laid the groundwork for one with the Department of the Army to use this approach. Rather than the one view provided every four years by our cyclic reviews, these agreements have the potential to provide us constant information about the state of the merit system in these agencies. We will closely monitor the effectiveness of this experimental approach.

M HRM improvements and correction of abuses that result from oversight reviews.

We continue to work with agencies to solve problems in a timely and satisfactory manner. The problems we did find continue to be sporadic rather than systemic. It is difficult to generalize a time frame for resolution of problems because the types of problems we find are varied. When we find a small number of violations, we expect them to be resolved quickly—often before our onsite visit is over. Sometimes we find a problem involving many errors in a specific type of transaction; this may take more time to correct because it involves correction of both the error and the system. In very rare situations, we find serious, systemic problems that involve time consuming correction. Agencies are truly striving for compliance, and they continue to be cooperative. OMSOE found that, for the most part, agencies are in compliance with law and regulation. We identified several examples of excellent practices to share with agencies.

OMSOE also participated in reviews with the Department of the Army and the Department of Veterans Affairs with an eye toward accountability and improvement of operational procedures. We provided recommendations designed to enhance HR strategic planning, to integrate HR activities into mission accomplishment, and to provide an evaluation of program accomplishments and shortcomings. We also provided assistance to agencies in providing enhanced service by correcting improper actions, ensuring that all external vacancies were publicized, and reviewing Official Personnel Folders to make sure veterans preference and service computation dates were correct.

M Agencies score their satisfaction with our evaluations an average of at least 4.25 on a five-point scale.

Agencies complete a form assessing our evaluation of their operations based on factors such as: providing useful information and feedback, addressing important human resource issues, articulating clear expectations and explaining the reasons for required and recommended actions. They rate their satisfaction on a scale of 1 to 5 (1 = Poor, 5 = Outstanding). Each performance report shows an average of ratings received during the past fiscal year. Because of the way we distribute our workload over the year and because of the time we allow agencies to respond to our evaluations, this yearly average will include some ratings for evaluations conducted late the previous year and will not include ratings for evaluations conducted late in the current year, but all ratings will be reflected over the years.

FY 2000 average score 4.37

This figure indicates high satisfaction with our evaluation activities. However, in the FY 2000 Customer Satisfaction Survey of HR Directors, only 56% either “agreed” or “strongly agreed” with the following statement: “OPM’s oversight activities provide information and guidance that contribute to the strength of my agency’s HR programs.” Nearly one in five respondents indicated they had neither positive nor negative perceptions of OPM’s oversight activities. Through our revitalized and refocused oversight program, created in 1995, we are still working to change the perception of oversight in the Federal HR community. The results of this HR Directors’ survey indicate that we still have some more work to do.

M Agencies reviewed as scheduled.

OMSOE reviewed the seven large agencies and eight small agencies that were scheduled for review during FY 2000 (including some alternative personnel systems within these organizations). We tested our new internal guidance for evaluating non-Title 5 agencies by focusing on alternative systems within the agencies scheduled for review this year.

We have either produced reports or completed all on-site activity for reports on these agencies: Departments of State, Treasury, Justice, and Air Force; Equal Employment Opportunity Commission; General Services Administration; Federal Emergency Management Agency; Inter-American Foundation; Federal Energy Regulatory Commission; National Credit Union Administration; National Endowment for the Arts; National Endowment for the Humanities; National Science Foundation; Defense Nuclear Facilities Safety Board, and the International Trade Commission.

N Improvement in the percentage of employees responding favorably to the Merit Systems Principles Questionnaire (MSPQ). By FY 2000, a 2% increase in the favorable responses and a 2% decrease in unfavorable responses over the FY 1999 figures. The increases/decreases are annual increments to reach the 5-year strategic targets.

OMSOE collects the Governmentwide data from the MSPQ in the last quarter of every fiscal year so that results are available for use in oversight reviews beginning in the first quarter of the next fiscal year. We distribute the survey to a Governmentwide sample of Federal employees, including supervisors and managers.

The FY 1999 MSPQ Governmentwide data was collected in late FY 1999. We significantly revised the FY 1999 MSPQ, shortening it 20% (from 72 to 57 questions) and editing questions to improve understandability. The substantial revisions and improvements to the MSPQ for FY 1999 meant that the results for FY 1999 are not comparable to those obtained in earlier years.

The perception of these underlying values is influenced by many factors, including Federal personnel policies and practices and current Governmentwide economic, cultural, and social conditions. We would therefore expect substantive change in the perception of these principles to occur only over a period of years. Over the next five years, we hope to maintain the high percentage levels of favorable responses for many of the principles. OPM programs will continue to use the results of the MSPQ as an indicator of policy areas which need attention, with a long-term focus on improving the responses for those principles with less favorable responses.

We did not meet our 2% target as stated in this measure. For future years we have discontinued the use of a percentage increase as a measure of our success. Beginning in FY 2001, we use the word “stable” to describe our target with regard to several MSPQ percentages because the current positive responses are at a level that is acceptable to us. The numbers under the FY 1999 (baseline) column in the chart below represent the summary percentages of favorable responses for each of the nine merit system principles. Although we expect changes in the perception of the merit system principles to occur over a period of years, we have not established numerical targets for meeting/exceeding each merit system principle. The term “improved” means that we expect an increase in the favorable aggregate response for specific merit system principles. Minor annual numerical changes have no statistical validity, so our focus is on ensuring that the positive response rate is either maintained or improved.

Results from the FY 1999 and FY 2000 MSPQ follow:

This measure was discontinued because efficiency and productivity trends for personnel office operations are not an indicator of compliance with merit system principles and the laws, rules, and regulations governing Federal HR management.

OMSOE Goal 3B

HRM practices in non-title 5 agencies adhere to the merit system principles.

[OMSOE Goals 3A and 3B are somewhat redundant. To reduce that redundancy, we have combined these two goals in our FY 2001 plan. The new, combined goal is: “Improve and support the high standard of agency adherence to the merit system principles and other laws, rules, regulations, and public policies governing Federal HR management.” (OMSOE Goal 2 -- FY 2001).]

This goal is critical to meeting OPM’s strategic goal 2. As we mentioned under OMSOE Goal 3A, there is no single measure of agency adherence to the merit system principles, which makes it difficult to establish a baseline of agency adherence. Still, our reviews of non-Title 5 agencies revealed that the agencies continue to adhere to the merit system principles and laws, rules, and regulations governing Federal HR management. Therefore, we met this goal.

Through our oversight reviews we analyze data from several sources and produce a final report detailing the health of the merit system in the agency being reviewed. As scheduled, we reviewed non-Title 5 activity in several agencies. We found no systemic problems during our reviews, and the problems we did find were corrected by the agencies. Agencies continue to report high satisfaction ratings with our oversight reviews -- 4.5 on a scale of 1 to 5, with 5 being outstanding.

M The systems and practices of non-Title 5 agencies adhere to the merit system principles.

OMSOE reviewed the Air Force Research Laboratory as part of the Air Force oversight review. The Alternative Personnel System Review protocol approved by the OMSOE Business Council in March 2000 was used as a guide during the review. The results of the review, published in our Oversight Report to the Air Force Research Laboratory, indicated that this particular non-Title 5 agency is adhering to the merit system principles. Our resources do not allow us to visit every non-Title 5 entity every year, so our annual reviews of non-Title 5 systems is limited, but we are doing more every year. The agencies with non-Title 5 systems listed under the last measure under this goal were also visited, as scheduled. Like the Air Force Research Laboratory, these sites were adhering to the merit system principles.

M Merit principle abuses are corrected.

We continue to work with agencies to solve problems in a timely and satisfactory manner. The problems we did find continue to be sporadic rather than systemic. It is difficult to generalize a time frame for resolution of problems because the types of problems we find are varied. When we find a small number of violations, we expect them to be resolved quickly -- often before our onsite visit is over. Sometimes we find a problem involving many errors in a specific type of transaction; this may take more time to correct because it involves correction of both the error and the system. In very rare situations, we find serious, systemic problems that involve time consuming correction. Agencies are truly striving for compliance, and they continue to be cooperative. OMSOE found that, for the most part, agencies are in compliance with law and regulation. We identified several examples of excellent practices to share with agencies.

M Agencies score their satisfaction with OMSOE evaluations at an average of at least 4.25 on a 5-point scale.

The focused reviews of time-limited interchange agreements do not lend themselves to this type of satisfaction survey. Reviews of demonstration projects and alternative personnel systems are part of broader Agencywide reviews. Agency evaluations of these are reported under Goal 3A.

M Agencies are reviewed as scheduled.

As scheduled, we reviewed non-Title 5 activity in these agencies: Army, Navy, and Air Force (Civilian Intelligence), Defense Nuclear Facilities Safety Board, Comptroller of the Currency, and State Department. We also reviewed the administration of non-title 5 pay authorities, including administratively determined pay at the National Credit Union Administration and special pay for disaster assistance employees at the Federal Emergency Management Agency.

OMSOE Goal 4 -- M

Agency systems assure accountability for the merit system principles and the laws, rules, and regulations governing Federal HR management.

“Authority to make many HRM decisions has historically been held in the HR or Personnel Office (for example, classification of positions to title, series and grade). Managers obviously participated in these decisions, but the HR Office often retained final authority. The primary concern was for compliance with HR laws and regulations, not how well the HR system supported mission accomplishment. The new model does not abandon compliance concerns, but rather represents a major shift in balance toward outcomes and results.

“The new, though still evolving, Federal HRM model places the direct responsibility for human resources management on those whose immediate task is mission accomplishment—line managers. These managers, supported by the human resources staff, must be given authority to manage human resources and then be held accountable for the results or outcomes of their decisions. This makes good business sense. Those with authority and responsibility for accomplishing the agency mission should also have authority and responsibility over HRM. Those who run an agency’s business should know best what kind of employees are needed and how they should be deployed...”(From the HRM Accountability System Development Guide)

Of the five indicators listed below, the most critical measures are the number of agencies that have established accountability systems and our evaluations of those systems. During the current review cycle (2000-2003), we are assisting agencies in establishing accountability systems. During the next review cycle (2004-2007), we will track the number and quality of HRM accountability systems that have been established. We are, therefore, on track to meet this goal.

M The number of internal accountability systems established or improved.

During FY 2000, we reviewed the accountability efforts of the seven large and eight small agencies in this year’s oversight review cycle. Most of these agencies are still in the process of developing accountability systems. Our goal is to have all agencies in our review cycle establish accountability systems. We will know whether this has occurred by the end of the cycle.

Our “HRM Accountability System Development Guide” continues to be available at the OPM Website as a basic primer in accountability and as a tool for agencies seeking to improve their accountability systems. We also continue to work individually with agencies seeking assistance in developing HRM accountability systems. We worked with the Department of Interior this year to help implement the system developed with our help the previous year. We also took on a new client, IRS, which sought our help in designing an accountability system after the model described in the “Guide.” We provided IRS and Interior with access to CPDF data that could be used for measurement purposes, and sent a team to IRS in July 2000 to teach the accountability staff there how to use it. We also consulted with the Bureau of Land Management to improve the Personnel Services Customer Survey used in conjunction with their accountability program.

M Interagency projects produce accountability models and measures.

A model that came to the forefront in FY 2000 was one that we had developed in FY 1999. FY 2000 was a breakthrough year in terms of the impact of our HRM accountability program within OPM itself. The “hierarchy of accountability” model found in our “HRM Accountability System Development Guide” became the basis for OPM’s HR strategic alignment pyramid, which was unveiled to HR executives in June 2000. This new strategic thrust was also strongly influenced and informed by our September 1999 special report, “Strategic Human Resources Management: Aligning with the Mission.” To promote interagency cooperation, we have established a web-based Accountability Clearinghouse.

M Evaluations of accountability systems in key agencies according to the Accountability Program Coverage Guide.

We reviewed internal HRM accountability efforts at seven large agencies and eight smaller ones, as part of the OMSOE agency reviews. Assessment and tabulation of the results is not yet complete. However, as of mid-year, we had over 60 agencies or major agency components in our database, a number that will continue to grow as the OMSOE review cycle proceeds. Mid-year results show that a gradually increasing percentage of the agencies in the database have established HRM goals aligned with agency goals (currently 76%), and a large minority (43%) have now also identified and are tracking HR measures.

N Increase in the level of agency HR Directors’ satisfaction with regard to 1) OPM’s leadership in this area, and 2) their opportunity for involvement, as measured by informal customer feedback and/or an increase of 2% over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the HR Directors’ Customer Satisfaction Survey (DCSS).

Reported level of satisfaction as measured in the DCSS was as follows:

These figures show that HR Directors are not as satisfied as we had hoped with our policy leadership in this area. We will continue our efforts to strengthen our leadership role with regard to accountability. We are receiving higher satisfaction ratings from HR Directors on our collaborative efforts.

M Increase in the level of agency HR Specialists’ satisfaction with regard to 1) information sharing, and 2) technical assistance, as measured by informal customer feedback and/or an increase of 2% over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the Customer Satisfaction Survey (CSS).

The OPM Customer Satisfaction Survey of Human Resource Specialists was not administered in FY 2000. However, we do have some anecdotal customer service data.

• There have been a large number of downloads reported of our HRM Accountability System Development Guide off the Website, approximately 1500 the first week it was posted.
• Individual agencies such as IRS, SSA, and DOI have reported to us that our guidance has been very useful to them in developing accountability systems.
• We have received an increasing number of opportunities to speak about our Accountability approach at interagency and other forums, including the GPRA Interest Group, IPQC HR Measurement Summit, OPM Solutions Conference and Public HR Conference.
• We continue to upgrade our Internet site and to provide HR innovation information based on customer input and inquiries.

Reported level of satisfaction as measured in the CSS was as follows:

OMSOE Goal 5 -- M

The Federal workforce understands and is guided by the merit system principles.

One of the keys to establishing accountability systems in agencies is educating the Federal workforce on the merit system principles. We have developed several products for agencies to use in fostering awareness and understanding of the merit system principles and prohibited personnel practices.

The clearest indicator of employee awareness of merit system principles is the Merit System Principles Questionnaire. As discussed under OMSOE goal 3A, we no longer rely on year-to-year shifts in specific response rates to indicate the direct impact of our work. Still, questionnaire responses indicate that this goal has been met, that managers and employees have a fairly high and stable understanding of the merit system principles (MSP). As a result of guidance and tools we have provided to them, several agencies have begun intensive education initiatives to raise awareness of the merit principles among their employees.

M Increased understanding of the principles by managers and employees as measured by questions #27 and #28 of the MSPQ.

Due to the substantial changes that we made in the MSPQ for FY 1999, we could not compare the results for that year with those for previous years. We do not expect to make any substantial changes in the MSPQ for the next several years. Consequently, we will be able to use the FY 1999 MSPQ results as baseline for comparison purposes with MSPQ results in upcoming years. We will be looking for long-term stability or improvement rather than specific annual increases in positive response rates.

Percentage of favorable ratings:

Agency responses to the recommended actions included in our evaluation reports provide numerous examples of steps they have taken to strengthen their application of the merit systems principles. Several agencies have begun to include merit principles education in the annual refresher courses for managers and supervisors. Other agencies have included information about the merit principles and prohibited personnel practices during annual ethics briefings. Actions based on our recommendations include:

• The Department of State has hosted a training seminar for personnelists conducted by OPM.
• HHS and IRS also conducted training seminars for personnelists and other staff in the merit principles.

M Educational materials are used by agencies to increase awareness of principles.

We continued to make available to agencies a variety of merit principle educational tools, including our award-winning video with accompanying training module, wallet cards, brochures, and mouse pads to promote awareness among the agencies of the MSPs. OMSOE staff also made over 15 merit principles presentations at the OPM Management Development Centers, reaching directly some 1000 current or aspiring managers from across Government.

The volume of requests for these educational materials indicates that agencies are using or intend to use them. For instance, during FY 2000, the Department of State has ordered and distributed several copies of the MSP video and more than 1000 wallet cards. The Office of Thrift Supervision ordered 1200 wallet cards. SSA ordered 4000 wallet cards and brochures. The Department of Education ordered and distributed MSP posters to all their HR field offices.

We will continue to utilize various educational approaches toward maintaining and improving the awareness and understanding of the merit principles and prohibited personnel practices. We will continue to develop new products and to work with agency training offices, the OPM Management Development Centers, and other training vendors.

OMSOE Goal 6 -- M

Delegated examining is conducted in accordance with merit system laws, regulations, and principles. [See ES Goal 14.]

The authority for OPM to delegate competitive examining derives from the Civil Service Reform Act of 1978, and is now codified in 5 U.S.C. § 1104. OPM delegates examining authority to the headquarters level of an agency. OPM is tasked with ensuring that activities delegated to agencies under 5 U.S.C. § 1104(a) are in accordance with the merit system principles and the standards established under 5 U.S.C. § 1104(b)(1). The principal merit system objectives for recruiting and selection are to provide adequate public notice of the opportunity to compete for consideration and to select from among the best qualified available candidates on the basis of job-related measures.

OMSOE, therefore, conducts periodic reviews of competitive examining activities. A review is not necessarily intended to be a problem-finding exercise. However, when problems are identified, corrective actions are specified, and OPM may conduct future reviews on a more frequent basis and with more intensity. When we find agency actions that are contrary to any law, rule, or regulation, we require that those actions be corrected.

Both of the indicators below are critical. We surpassed the first, conducting more than the scheduled number of reviews. Agencies complied with the required actions included in our reports, so this goal was met.

M Reviews conducted as scheduled.

Our goal was to conduct 50 Delegated Examining Unit (DEU) audits, and we were able to conduct 78.

M Violations are corrected.

There were no major violations found as a result of the audits. There were, however, several isolated problems that were corrected.

OMSOE Goal 7 -- M

The Department of Justice’s (DoJ) requests for assistance under the Voting Rights Act are fully supported.

OMSOE supports the Voting Rights Act of 1965 (Public Law 89-110) by providing observers for elections, and examining and producing lists of eligible voters who are protected under the provisions of the Act. This support is provided at the request of the Department of Justice. Justice is our primary customer with regard to this program, and meeting the Department’s requirements is our critical indicator of success. Feedback from DoJ has been positive, as we have met 100% of the requirements they have put before us.

M DoJ’s requirements are met.

According to the feedback we have received from the Department of Justice, OMSOE met 100% of Department of Justice requirements.

M Skilled observers are provided for exercises.

We provided 500 skilled observers for elections in Alabama, Arizona, California, Georgia, Louisiana, Mississippi, New Jersey, New Mexico, New York, and Texas. This included support for ten language-based elections held at locations where the predominate language of voters was not English. We provided Examiner-only support for 22 elections in Alabama, Arizona , Georgia, Louisiana, Mississippi, New York, North Carolina, South Carolina, Texas, and Utah.

M High-quality election day reports, accurate voter lists, resolution of voting problems, and timely voter list maintenance.

As requested by the Department of Justice, we also processed the removal of 2,776 names and 877 changes in names, addresses, and/or voting precincts in the lists of Federally registered voters for jurisdictions in Alabama, Georgia, Louisiana, Mississippi and South Carolina. Theses large numbers represent a major effort with the counties in the State of Mississippi to make their lists current.

OMSOE Goal 8 -- M

Classification appeals, Fair Labor Standards Act (FLSA) claims, and the mobility provisions of the Intergovernmental Personnel Act (IPA) are properly administered.

[While OMSOE Goal 8 details important activities, they are not primary activities of OMSOE. The classification appeals and FLSA claims portion of this goal have become a strategy under OMSOE Goal 2 in our FY 2001 Annual Performance Plan. The strategy reads: “Address individual employee equity concerns through the classification appeals and Fair Labor Standards Act complaint processes.” OMSOE Goal 2 has also subsumed the IPA portion of this goal.]

In FY 2000, we met the critical indicators for each of these programs (the first, third, and fourth indicators below) by carrying out our program administration responsibilities and issuing correct, consistent, and timely decisions. Our regular oversight reviews revealed that the IPA delegations in the agencies reviewed are being properly administered.

M Correct, consistent, and timely decisions, as tracked by the Classification Appeals Program Management Information System (CAPMIS).

In a timely manner OMSOE adjudicated the following cases and provided correct and consistent decisions: 139 classification appeals, 13 FLSA claims, and 24 pay claims. We are also in the process of making improvements to regulations which pertain to the classification appeals process for both General Schedule and Federal Wage System positions.

M Publication of Digest

Periodically we publish the Digest of Significant Classification Decisions and Opinions. In each Digest we present summaries of several decisions and opinions that we believe have Governmentwide applicability. The Digest is designed to aid classifiers in exercising their judgment. Digest items do not supersede or supplement classification standards and do not constitute “case law.” As a classification or job grading standard or guide is updated, Digest articles issued under the old standard or guide may be deleted. In FY 2000, we published two Digests, as scheduled.

M Publication of FLSA decisions on OPM’s Website.

All FLSA claims decisions are posted on OPM’s Website, as well as all classification appeal decisions. We are in the process of establishing a Website for posting our pay claims decisions.

M IPA delegations are properly exercised.

In keeping with the revitalized IPA oversight program begun in FY 1999 and to ensure that IPA delegations are properly exercised, we continued to 1) conduct onsite reviews of agency IPA programs as part of the broader review cycle and 2) require agencies to submit an annual report of IPA Mobility program activity. This year four agency IPA programs were reviewed – National Science Foundation, Air Force, Justice, and EEOC. The annual reports, which found that the delegations have been properly exercised in those agencies, have allowed OMSOE to create a database showing the number and type of IPA assignments across Government. This is useful both for responding to inquiries and for tracking program participation over time. In addition, we continued to act in an advisory role to agencies seeking to use the program, fielding an estimated 5-6 calls on average each day.

OPM STRATEGIC PLAN GOAL III

PROVIDE ADVICE AND ASSISTANCE TO HELP FEDERAL AGENCIES IMPROVE THEIR HUMAN RESOURCES MANAGEMENT PROGRAMS TO EFFECTIVELY OPERATE WITHIN THE ECONOMY, DEMOGRAPHICS, AND ENVIRONMENT OF THE 21ST CENTURY.

OMSOE Goal 9 -- M

Personnel demonstration projects and alternative personnel systems are successfully implemented. [See ES Goal 18, WCPS Goal 13, and OWR Goal 13.]

As prescribed by the Civil Service Reform Act of 1978, a demonstration project provides a means for testing change in an agency’s HRM system. A Federal agency may obtain authority from OPM to waive existing Federal HRM law and regulations to propose, develop, test, and evaluate interventions for its own HRM system that have the potential to shape the future of Federal HRM.

The critical indicator of the success of this program is the number of interventions that are adapted through new HRM laws, regulations, or lessons learned. There were several new or modified demonstration projects in FY 2000, so we met our goal. We provided technical assistance to the agencies requesting these projects and modifications, and we addressed some stakeholder concerns. As evidence of their success and usefulness, agencies continue to show interest in implementing, expanding, and making permanent the innovations tested in demonstration projects.

M The number of demonstration projects and alternative personnel management systems approved by OPM for publication in the Federal Register and the number implemented.

The DoD Acquisition Workforce Demonstration Project began implementation on February 8, 1999. We have been working with the Department of Defense to ensure that the Acquisition Evaluation Plan and Acquisition Evaluation Baseline Implementation report meet our standards and criteria as outlined in the Demonstration Project Evaluation Handbook.

The Army Research Lab Demonstration Project incorporated competitive examining and Distinguished Scholastic Achievement Appointment authorities and clarified performance management in an amendment published in the Federal Register January 21, 2000.

The Air Force Demonstration Project modified demonstration project procedures in an amendment published January 21, 2000.

The Army Engineer Research & Development Center modified demonstration project plans to recognize performance-based scores in three out of four current years in establishing Reduction-in-Force retention registers in an amendment published May 22, 2000.

The Naval Sea Systems Command Warfare Center Demonstration Project established a new category of positions designated as Senior Scientific Technical Manager (SSTM) in an amendment published August 29, 2000.

Two separate Army demonstration projects were merged into one project as published in a Federal Register amendment under the new designated S&T Reinvention Laboratory Personnel Demo Project at the U.S. Army Aviation and Missile Research, Development and Engineering Center (AMCOM RDEC) on August 31, 2000.

M New HRM laws, regulations, or lessons learned from demonstration projects.

Bureau of Indian Affairs published proposed (3/00) and final (6/00) demonstration project regulations based on the designs of Chapter 47 demonstration projects. OPM’s HR legislative reform proposals included innovations based on Chapter 47 demonstration project results. IRS crafted and published (12/00) regulations this fiscal year based on Chapter 47 broadbanding demonstration projects. Treasury began its demonstration project in March, 1999, and it is scheduled to last until October, 2001. This project is largely based on Chapter 47 demonstration project innovations. It also draws lessons learned from Chapter 47 evaluation reports. Treasury is following OPM guidance for its baseline evaluation analysis, which is underway this fiscal year.

M Increase in the level of agency HR Directors’ satisfaction with regard to 1) OPM’s leadership in this area, and 2) their opportunity for involvement, as measured by informal customer feedback and/or an increase of 2% over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the DCSS.

Reported levels of satisfaction as measured in the DCSS were as follows:

These responses indicate that HR Directors are more satisfied with their opportunity to be involved, but that we must continue our efforts to strengthen our policy leadership role.

M Increase in the level of agency HR Specialists’ satisfaction with regard to 1) information sharing, and 2) technical assistance, as measured by informal customer feedback and/or an increase of 2% over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the CSS.

Reported levels of satisfaction as measured in the CSS were as follows:

The OPM Customer Satisfaction Survey of Human Resource Specialists was not administered in FY 2000. However, we do have some anecdotal customer service data.

We received positive written and oral feedback (emails, letters, phone calls) from human resource professionals at Federal departments and agencies regarding our Internet site, flexibility handouts, demo factsheets and HR innovation tools. We continue to upgrade our Internet site and to provide HR innovation information based on customer input and inquiries.

OPM STRATEGIC PLAN GOAL IV

DELIVER HIGH-QUALITY, COST-EFFECTIVE HUMAN RESOURCES SERVICES TO FEDERAL AGENCIES, EMPLOYEES, ANNUITANTS, AND THE PUBLIC.

OMSOE Goal 10 -- M

The workforce information needs of OPM, other central management agencies, the Congress, the White House, and the public are met.

[OMSOE Goals 2 and 10 both address our workforce information activities. In order to streamline our Annual Performance Plan, we have combined these two goals in our FY 2001 plan. The new, combined goal is: “Provide and enhance accessibility of workforce information to meet the needs of Federal agencies, Congress, the White House, and the public.” (OMSOE Goal 4 -- FY 2001).]

This goal is critical to meeting OPM’s strategic goal three. We serve as the authoritative source for statistical information on the size and composition of the Federal civilian workforce. We offer customers free electronic publications that contain hundreds of tables and charts, and we provide specialized services (fee may be required) for customers who need additional data or statistics. The primary source of our data is the Central Personnel Data File.

The first two indicators below are critical to assessing how well we meet workforce information needs. We met our goal of building timely CPDF files, while maintaining a data accuracy rate of 97%.

Our customer feedback indicates they are very satisfied with the timeliness, clarity and quality of our data and products—over 95% satisfaction ratings. Realizing that most of our customers want to access workforce data online, we developed and released (in October 2000) a new tool called FedScope. This new product has become very popular in its short existence, receiving much attention from our primary customers and the media. There is clearly growing interest in our web products.

M Accurate and timely CPDF and other workforce information systems.

We built 4 CPDF Status and 4 CPDF Dynamic files this fiscal year. To ensure data accuracy, we maintain a strong set of submission edits, which all files must meet before they are accepted for analysis.

M The records of at least 97% of employees per major agency are correct on all core elements.

Although data quality has slipped in some agencies (primarily because of new HRIS implementation), we did meet this measure—data for 97% of employees per major agency is correct on all core elements. Data is compiled quarterly, and overall indicators remain in the high ninetieth percentile range.

M User satisfaction with OPM’s record keeping requirements, workforce information, and data services.

In FY 2000, we surveyed our working level customers through our automated email services. Although we provide two separate email services so we can focus our materials to the particular customer’s interests, we asked similar questions of both sets of customers. The combined results were overwhelmingly positive.

OMSOE continues to track web traffic using OPM’s WebTrends software. Our publications and manuals continue to receive strong interest on the web, and new offerings are planned. In a typical week, our Website receives more than 100,000 hits.