Appendix A-2: Employment Service

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.

ES Goal 1 -- M

By the end of FY 2000, needed changes in all significant OPM program policies are identified and changes are introduced so that Federal agencies are better equipped to respond to changing human resources and agency needs in the 21st century.

This program goal was established under OPM Strategic Goal I. This leadership goal requires us to utilize our expertise to identify policy issues that need updating in order to improve the Federal human resource climate. There are seven indicators to assess whether or not this goal is achieved. Of these, the fourth indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by issuing new and revised policies as outlined in our critical indicator listed below.

M An increase in the level of agency HR Directors’ satisfaction with 1) OPM’s employment policy leadership, and 2) their opportunity for involvement, as measured by informal feedback and/or a 2% increase (or maintenance at 90% or higher) in the percentage of favorable ratings in the DCSS.

According to the HR Director’s survey satisfaction of employment policy are listed as follows:

We constantly receive complementary remarks from our colleagues on the quality of the advice, training and other assistance -- from the development of our Website information to our expert testimony on employment matters. The following is a small sample of the informal feedback we receive.

U.S. Postal Service,
-- “I was particularly impressed, but not surprised, that the administrative judge was swayed by your ‘persuasive evidence’.”

Dept. of the Air Force, Hill AFB, advice on VEOA
-- “Thank you for your reply and clarification. Now that we have your clarification, we’ll be on target again.”

NASA,
-- “One thing about your staff, I feel comfortable bouncing ideas around with them.”

DC Court Services, helping the agency transition to Federal status
-- “Wow! This has been so helpful!”

M Meet at least quarterly with key stakeholder groups (agencies, interagency groups, and external stakeholders) to determine their views on proposed and existing policies and programs and to obtain ideas for revisions.

ES met at least quarterly with key stakeholder groups (agencies, interagency groups, and external stakeholders) to determine their views on proposed and existing policies and programs (most notably the Career Intern Program), and to obtain ideas on revisions. For example:
• Interagency Staffing Group composed of senior staffing specialist meets every 6 weeks.
• Interagency workgroup on ES’ Solutions 2000 conference met from October 1999 to April 2000.
• Interagency workgroup on developing the regulations for the Governmentwide Federal Career Intern Program met in August and September 2000.

M Favorable perception of employees Governmentwide that staffing is conducted in accordance with Merit Systems Principle 1, “Recruit, select, and advance on the basis of merit,” as measured by a 50% favorable rating, or higher, on relevant questions in the MSPQ.

Merit Principle #1 -- “Recruit, select, and advance on the basis of merit.” Percentage of favorable responses:

Publishing the proposed regulations on the Repayment of Student Loans was critical because Federal agencies are continuing to experience difficulties attracting and retaining the caliber of people needed to carry out their missions and goals. The flexibility is another incentive that can be used to help them achieve the workforce they need.

On November 30, 1999, the President signed into law an amendment to the Veterans’ Employment Opportunity Act. By the next day, December 1, 1999, we forwarded interim regulations for approval. In December, we also forwarded a memorandum to agencies with detailed guidance on the amendment.

On May 3, 2000, the President issued Executive Order 13154, establishing the Kosovo Campaign Medal. OPM issued guidance on May 30, 2000.

The authority to non-competitively appoint post-Vietnam era veterans under the Veterans’ Readjustment Appointment authority expired on December 31, 1999, for those post-Vietnam era veterans who were last released from active duty more than 10 years ago. In early January, OPM issued guidance explaining this expiration of authority.

On June 22, 2000, OPM published proposed regulations to implement the Repayment of Student Loans (authorized by 5 U.S.C. 5379). This recruitment and retention incentive will help Federal agencies compete for highly qualified individuals and meet changing human resources and agency needs in the 21st century.

M The numbers of appointing authorities continue to be reduced.

The number of unsupported or unjustified appointing authorities have been reduced, eliminating confusion and providing focus.

M Indication by agencies that the new policies and programs are assisting them in recruiting and selecting a diverse, high-quality workforce, as measured through the CSS and/or informal customer feedback, after the new policies and programs have been implemented.

This survey was not conducted in FY 2000. Informal customer feedback has been very positive in response to new policies and programs and indicates these actions are assisting them in obtaining high-quality candidates.

For example, feedback from the interagency workgroup on the development of the Federal Career Intern Program regulations was positive. Some agency representatives indicated that they were pleased with the regulations and some of the flexibilities the program offered.

Federal agencies and the representatives of the disability community provided positive feedback on the development of the Diversity Guide and the Model Plan for the Employment of Persons with Disabilities during a ceremony held at OPM.

M The effectiveness of policies and programs available to recruit and select a high-quality workforce as measured by the results of external studies and program evaluations conducted by independent organizations, such as the U.S. Merit Systems Protection Board (MSPB), the General Accounting Office (GAO), and OPM’s Office of Merit Systems Oversight and Effectiveness (OMSOE.)

According to the December 1999 OMSOE Report on Recruitment, Retention and Relocation Incentives, the use of the 3R’s has been in an extended period of slow growth across 42 departments and agencies in the Federal Government. The 3 R’s Incentive program has increased almost 17 times since its inception in 1992.

ES Goal 2

With OCIO, leadership and support are provided to the Human Resources Technology Council (HRTC) so that Governmentwide HR business process redesign, systems modernization efforts, and planning initiatives fully exploit the use of modern automated technologies are pursued. [See OCIO Goal 1.]

This program goal was established under OPM Strategic Goal I. This leadership goal requires us to foster a collaborative partnership with the Human Resources Technology Council in order to improve and modernize Federal Human Resource systems.

The goal was transferred to OCIO during FY 2000. Activities and status are reported in that section.

ES Goal 3 -- M

Redesigned Qualifications Standards that integrate competency-based examining and Department of Labor (DOL)/Office of Management and Budget (OMB) Standard Occupational Classification systems are completed so that agencies are better able to coordinate selection, career development, and job mobility programs and to provide a simple, understandable framework for Government job applicants.

This program goal was established under OPM Strategic Goal I to evaluate and redesign the standards that agencies use to select and develop their employees. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by developing and releasing draft qualification standards for the occupations described below.

M Revised Qualifications Standards for critical occupations (accountant and information technology) are available to agencies as planned by the end of FY 2000. [Critical indicator]

OPM released draft qualification standards (job profiles) for Accountant and General Information Technology (IT) and IT Security Occupations for agency comment, developed a draft qualification standard for Human Resources clerical and technical series, implemented a “Keep in Touch” program to contact accountant and IT pilot participants weekly and provide assistance on implementing pilot hiring activities, and drafted an implementation and communications strategy, including a training plan and modules, to roll out the competency-based job profiles.

N Agencies indicate that the new standards are assisting them in recruiting and selecting a diverse, high-quality workforce, as measured through the CSS and/or informal, customer feedback, after the new Qualification Standards are issued.

Agency feedback has resulted in program improvements such as the way managers identify competencies for selection. Because of limited hiring activity by the pilot agencies, there is currently insufficient evaluation data to be meaningful. Increased hiring activity will occur in FY 2001. Anecdotal feedback from the pilot agencies has been positive.

NX In the longer term (FY 2002 and beyond), agency performance reports will indicate that they were able to hire the high-quality workforce needed to accomplish agency goals, and CPDF data will indicate that agencies were able to recruit from a diverse workforce.

No FY 2000 measures are required.

ES Goal 4 -- M

A flexible framework is in place to help agencies that are downsizing and restructuring to maximize their use of various alternatives to involuntary separations without reducing employee protections provided by the four statutory retention factors established in the Veterans Preference Act for use in reductions in force (RIF’s).

This program goal was established under OPM Strategic Goal I. This leadership goal provides guidance on how we can assist agencies that are downsizing and restructuring their workforce. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal.

M Alternative RIF processes will be developed and made available for use as planned. [Critical indicator]

We met our dual targets of providing agencies with multiple RIF avoidance options while at the same time expanding alternative procedures should agencies find RIF actions necessary.

RIF Avoidance: The voluntary early retirement program is one key component of OPM’s RIF avoidance strategy. To maximize benefits of this option, we published final voluntary early retirement regulations that implemented new statutory requirements. We published these regulations immediately after the effective date of the new controlling statute, thus expediting availability of the voluntary early retirement option for agencies striving to avoid involuntary separations and downgradings.

The other key component of OPM’s RIF avoidance strategy is the Career Transition Assistance Plan (CTAP), which provides internal selection priority to surplus and displaced employees within an agency. After publishing interim regulations that extended CTAP for an additional two years, OPM published final regulations that offered agencies additional flexibilities to place excess employees into continuing positions.

OPM is presently collecting data from agencies to measure the results of both the voluntary early retirement option, and CTAP. This data should be available in April. Our narrative reports from agencies indicate that each voluntary early retirement avoided one involuntary separation and in some instances also avoided one demotion by eliminating a RIF chain of displacements.

We also worked closely with DoD as they developed demonstration projects for TACOM and the Communications-Electronics Command Research, Development, and Engineering Community. These demonstration projects included alternatives to standard reduction in force procedures. Our consultations yielded modifications that clarified and improved their final project proposals.

We reviewed and evaluated recent RIF alternatives, such as the GAO alternative to the Title 5 retention system approved by Congress in October 2000. We also began initial consultations with DoD on various alternative retention systems for intelligence personnel. Title 10 requires DoD to formally consult with OPM before implementing an alternative retention system for Defense intelligence agencies.

M Agencies will be able to implement new personnel practices that will be supported by alternative framework while preserving the four statutory retention factors mandated by the Veterans Preference Act.

We were able to build upon our prior expertise and to assist DoD in developing modified retention procedures for these two demonstration projects that provide managers with additional flexibilities to minimize disruption from a RIF while still respecting employees’ statutory retention rights.

Neither demonstration project is presently planning for an actual RIF. We have not received any negative feedback on these alternative retention provisions after publication in the Federal Register prior to implementation.

We also applied our expertise as we reviewed and evaluated a recent RIF alternative unrelated to demonstration projects. We began initial consultation with DoD on various alternative retention systems for intelligence personnel. Title 10 requires DoD to formally consult with OPM before implementing an alternative retention system for Defense intelligence agencies.

NX Agency satisfaction with the new framework will be at the 90% or higher level, as measured in the CSS, and/or informal customer feedback.

Satisfaction levels of in the 2000 CSS regarding Workforce Restructuring (Reshaping, Downsizing, etc.) are reported as follows:

Only 6% of the respondents disagreed with this item.

See Workforce Restructuring item in the chart on page 2 under “Opportunity for Involvement” for FY 98 and FY 99 Data.

We will receive more feedback when GAO and/or the DoD intelligence agencies undertake a RIF using these alternative retention procedures.

ES Goal 5 -- D

A new merit promotion process, supported by the merit principles, will provide agencies with practical and flexible processes that support a high-quality workforce.

This program goal was established under OPM Strategic Goal I to establish a new promotion process based on the merit principles. Based on strong stakeholder recommendations in FY 1999 and careful consideration, OPM decided not to move forward with this goal. At this time, no further action is planned.

D Agency satisfaction that their views were taken into account and that the new process will be effective at the 90% or higher level, as measured in the CSS and/or informal customer feedback.

OPM does not have data regarding agency satisfaction with the merit promotion process.

D The publication of new regulations regarding merit promotion policy will be issued as planned.

This action has been canceled.

D A merit promotion process guidebook will be developed and published as planned.

This action has been canceled.

D Orientation and training materials that assist agencies in meeting the regulatory requirements will be developed and published as planned.

This action has been canceled.

ES Goal 6 -- M

Agencies receive clear, accurate, timely advice and assistance to ensure that the lawful rights of employees and applicants, including veterans, are safeguarded.

This program goal was established under OPM Strategic Goal I to provide agencies with expert guidance and assistance enabling us to ensure that applicable laws are followed to protect Federal applicants and employees. There are eight indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by informing and assisting several agencies and displaced employees with the following activities: implementing the Career Transition Assistance Plan, informing displaced workers of their rights, and publishing final Reduction in Force Regulations.

OPM acted promptly in providing agencies with clear, accurate, and timely advice and assistance on several veterans’ related issues. Also, ES has successfully implemented the Plain Language initiative in developing written guidance and regulations.

M Report on guidance and models issued during the year. [Critical indicator]

This is a critical indicator because without this crucial information, agencies could potentially hire veterans under invalid appointments. Also, the veterans community needs to be aware of any changes that could affect their potential employment opportunities.

OPM assisted displaced Federal employees by publishing final regulations improving both the Career Transition Assistance Plan and ICTAP.

To inform displaced employees of their rights, OPM assisted displaced preference eligibles whose positions are privatized via OMB Circular A-76 by publishing final regulations that provide employees with additional intra- and interagency selection priority.

OPM assisted displaced employees of the Panama Canal Employment System by publishing final regulations that implement this interagency selection priority.

We assisted agencies searching for alternatives to involuntary separations and downgradings resulting from restructuring by publishing final regulations implementing new statutory voluntary early retirement provisions. ES also processed 65 voluntary early retirement authorities.

OPM published a Federal Register notice deleting obsolete regulations covering a selection priority program for certain displaced DoD employees. The statutory basis for the program expired.

OPM assisted the DoD by publishing final RIF regulations that deleted a mandatory 4-month notice period for certain large Defense reductions in force. The statutory basis for the longer notice period expired.

OPM acted promptly to implement the following policies and guidance:

-- On November 30, 1999, the President signed into law the Veterans Millennium Health Care and Benefits Act (Public Law 106-117). Section 511 of this new law amends the Veterans Employment Opportunities Act of 1998 (VEOA) in several ways. OPM issued regulations in March 2000. Extensive guidance was issued to agencies prior to March 2000.

-- The authority to non-competitively appoint post-Vietnam era veterans under the Veterans’ Readjustment Appointment authority expired on December 31, 1999, for those post-Vietnam era veterans who were last released from active duty more than 10 years ago. In early January, OPM issued guidance explaining that certain veterans were no longer eligible for appointment under this program.

-- the President issued Executive Order 13154 on May 3, 2000, establishing the Kosovo Campaign Medal. OPM issued guidance on May 30, 2000.

M Evaluate qualitative feedback from agencies on the usefulness of guidance provided, including feedback on the OPM Website.

Effective use of agency feedback is essential to our success.

Informal customer feedback indicates that agencies are very satisfied with the guidance provided. For example, we have received positive feedback from key members of the Human Resources Management Council who noted the value of attention ES has paid to providing veterans’ information.

The Delegated Examining Operations (DEO) Handbook is under revision based on discussions with HRMC staffing group, OMSOE and OPM’s Service Centers. A draft of the Handbook was sent to all the shareholders for comments. The following are some of the major changes:
• Removal of the five-day public notice requirement for vacancy announcements;
• Expansion of the guidance on special hiring authorities subject to the Luevano consent decree, that is, Outstanding Scholar and Bilingual/Bicultural Programs;
• Expansion of the guidance on the special hiring procedures for shortage category positions;
• Addition of Reasonable Accommodations requirements;
• Modification of the Time Limit on Appointment After Selection guidance;
• Addition of the Handbook for Agency Test Administrators and Test Control Officers; etc.

The Delegated Examining Operations Handbook and Website received many positive comments since the Handbook was revised in October 1998 and put on a Website shortly after. Comments from participants in the training sessions indicated that the “handbook is easy to follow and work from” and the “handbook is well organized and will be very helpful.” The rating given by the participants on whether the student materials of which the Handbook was an important part of the materials and were well organized was 4.41.

We received similar comments from customers who accessed the DEU Website during the last customer survey.

M An increase in the level of agency HR Specialists’ satisfaction with information sharing and technical assistance in employment areas, as measured by informal feedback and/or a 2% increase 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 following are examples of the informal feedback we received:

U.S. Department of Energy, Office of Transportation Safeguards
-- “Thank you for being the primary speaker at the first DOE/OTS Medical Conference in Albuquerque. Your professional manner and overwhelming knowledge that you brought to the discussions regarding the medical standards and the legal aspects for the Government employee was outstanding contribution to the overall success of the conference.”

Dept. of Defense
--“You have a really responsive, Cracker Jack group there – everyone is so knowledgeable and helpful.”

Dept. of the Air Force, Hill AFB, advice on VEOA
-- “Thank you for your reply and clarification. Now that we have your clarification, we’ll be on target again.”

U.S. Postal Service, Associate Medical Director
-- “As a result of the presentation, and decision making concepts provided, I anticipate a significant improvement in our handling of medical conditions as they relate to an employees’ ability to perform the functional requirements of a job.”

NX Satisfaction levels at 80% or higher for specific guidance materials issued in FY 2000 as measured by HR Specialists’ ratings in the CSS.

There was no appropriate measure for this indicator in FY 2000.

M Evaluate the results of the annual MSPQ to determine if there has been at least a 2% improvement in perception of equity and merit base of agency staffing decisions over the FY 1999 levels.

Oversight reviews are regularly evaluated. Problems and improvements are noted and acted upon. Also, in monthly meetings with OPM’s Office of Merit Systems Oversight and Evaluations (OMSOE), various evaluations are discussed, particularly evaluations with serious and on-going problems.

The problems identified by OMSOE include adjudicating of veterans preference, applications of the rule of three, proper information on the vacancy announcements, when to accept applications, etc.

M All proposed and new rules published in the Federal Register meet Plain Language criteria.

ES has successfully implemented the Plain Language initiative in development of written guidance and regulations. Plain Language examples include the regulations related to the Veterans Millennium Health Care and Benefits Act (Public Law 106-117) and the OPM-issued guidance related to the expiration of the authority to non-competitively appoint post-Vietnam era veterans under the Veterans’ Readjustment Appointment.

N At least half of all existing ES policy documents are rewritten in Plain Language by the end of FY 2000.

The Interagency Delegated Examining Agreement was rewritten in Plain Language. Due to limited resources, other rewrites have been postponed to FY 2001and FY 2002.

ES Goal 7 -- M

Agency requests for variations, exceptions, extensions, waivers, adjudications, and Schedule C activities are responded to in a manner that is both timely and consistent with law and merit staffing principles so that agencies can proceed in a timely manner.

This program goal was established under OPM Strategic Goal I to assist agencies with special requests so that they may adhere to the merit staffing principles and thus, meet the needs of their employees. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by receiving positive verbal feedback from the Federal community on several issues described below.

ES processed two broad buyout repayment waivers for the OPM’s Director’s approval. These waivers covered former employees who had received buyouts who were needed by the Departments of Agriculture and Interior to fight the massive fires that broke out in the western states in the summer of 2000.

M An increase in the level of agency HR Specialists’ satisfaction (or maintenance at 90% or higher) with the timeliness, courtesy, and responsiveness of staffing casework service as measured in the CSS, and/or informal customer feedback. [Critical indicator]

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

This is the critical indicator because staffing casework is a direct service that we provide to our customers.

ES received positive verbal feedback from the Departments of Interior and Agriculture upon receiving prompt response to their requests for approval for an exception to 5 CFR part 316. This approval allowed temporary firefighters to work beyond the annual season in an effort to deal with the unusually severe fire season in the west.

ES received positive verbal feedback from the Court Services Agency established under title 5 when the new agency had to have an appointing authority to hire individuals into the agency within 1 week’s time. We received the request on July 17th and provided the appointing authority along with implementing instructions on July 20th.

ES received positive feedback when we instituted a 24-hour turn around time to approve dual compensation waivers for IT professionals during the Y2K crisis.

This was critical to make sure the Federal Government had the right individuals available to ward off potential crises.

M Improve timeliness standards by 5% over FY 1999 levels.

ES achieved the 10-day completion goal for variations to staffing regulations. With the exception of those cases that required agency submission of additional information, we completed staff work within eight days or less. While the goal was consistently achieved, we do not recommend a change to the 10-day completion goal.

ES also processed numerous time-limited promotion extensions within a 1 to 3 day time frame. We processed requests for OPM, GSA, Justice, IRS, and Treasury. We also processed extensions for time-limited appointments for agencies involved in the protection of life and property – USDA and Interior. These extensions were also processed in less than a week’s time.

N Evaluate the results of the review of exceptions through qualitative analysis to determine if standards for documentation and justification have been met.

During the past year, we made significant changes to the review process as a result of evaluating the result of reviewing exceptions. It was determined that improvements could be made and they were made during FY 2000. We recently proposed additional changes and we need more time to fully access their impact to the overall process.

ES Goal 8 -- M

A model for workforce planning, analysis, and forecasting (initially enhanced by a direct link to the Census Bureau, DOL, and educational institution data, with expansion of databases in later versions) is in place so that agencies can enhance workforce quality for mission-critical occupations by selecting from a diverse pool of well-qualified applicants, and by conducting effective succession planning.

This program goal was established under OPM Strategic Goal I to address the workforce planning needs of the entire Federal Government due to the high numbers of employees that will be eligible to retire in the next several years. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by sharing our model by conducting presentations with Federal agencies and by hosting the first Governmentwide workforce planning conference in September 2000.

M The model is available to agencies as planned by the end of FY 2000, and at least two agencies will have begun to use the model. [Critical indicator]

This is the critical indicator because the workforce planning model will serve as the foundation to many agencies as they begin to develop plans that address their future workforce needs.

OPM’s Workforce Planning Model is available to agencies on a Website launched in September 2000. OPM is using the model in its own agency workforce planning for corporate leadership positions. Workforce planning team members have provided the model to agencies that requested briefings and demonstrations, some of whom are just beginning their workforce planning efforts and need the model as a guide. These agencies include: the Social Security Administration; Air Force Civilian Personnel; the Federal Aviation Administration; Housing and Urban Development; Health and Human Services; Commerce; the General Services Administration; Customs Service; Agency for International Development; and Bureau of the Census.

Workforce Planning and Analysis is a leadership activity for OPM and will be provided to agencies free of charge, rather than on a reimbursable basis.

M Agencies indicate that the model is assisting them in their internal workforce planning, analysis, and forecasting and additional agencies will use the model with positive feedback.

A number of agencies are currently undertaking Workforce Planning initiatives. The comprehensiveness of these efforts varies from agency to agency. For instance, some agencies have extremely detailed models, while others are just getting started. In order to facilitate this process, OPM’s five-step model guides them through the intricacies and complexities of workforce planning. Our main goal is to provide leadership, guidance and information for Federal agencies. In order to reach this goal, we have formed a solid coalition with the HRMC. We have used this partnership to develop and market our Workforce Planning Model to the Federal Government.

We have provided it in hard-copy form to the agencies where we gave briefings and demonstrations as follows: Social Security Administration; Air Force Civilian Personnel; Federal Aviation Administration; Housing and Urban Development; Health and Human Services; Commerce; General Services Administration; Customs Service; Agency for International Development; and Bureau of the Census. We also display the model on our Website and have invited all the attendees (over 200) at our September 2000 conference to use it. We responded to the Federal Aviation Administration last summer when they asked for guidance on workforce planning by meeting with them, discussing the model, and providing the draft text for how to conduct workforce planning.

N In the longer term, agency performance reports will indicate that they were able to hire the high-quality workforce needed to accomplish agency specific goals, and that CPDF data indicate agencies were able to recruit from a diverse workforce.

Not applicable for FY 2000. Most agencies are not yet fully engaged in recruitment and hiring in response to the “retirement wave.” However, CPDF data indicate that the percentage of Hispanics in the Federal workforce is increasing.

ES Goal 9 -- N

Flexible, cost-effective, Governmentwide intern programs that incorporate competency-based assessment tools, and are built on the successful recruitment model of the Presidential Management Intern (PMI) program and other successful agency intern programs, are available so that agencies can identify high-quality, diverse candidates for mission-critical occupations. [Also See ES Goal 12 for Related Performance.]

This program goal was established under OPM Strategic Goal I. This leadership goal allows us to create a Governmentwide intern program so that we may enhance and maintain the quality of the federal workforce. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal in FY 2000.

However, the executive order establishing the Federal Career Intern Program was signed and regulations implementing the program were issued in the Federal Register in December 2000. Satisfaction with the program will be assessed after full program implementation.

N Agency satisfaction with program design and their involvement in the process will be measured in the CSS, focus groups, and other qualitative analysis efforts. [Critical indicator]

Qualitative analysis from the Career Intern interagency work group may suggest agency satisfaction with the program design and their involvement in the process. There is no formal feedback yet.

N Agency satisfaction with the speed of the hiring process and the quality of hires made through the program, assessed through focus groups and other qualitative analysis efforts.

The program was not implemented in FY 2000.

N External stakeholders’ satisfaction with effectiveness of policies and programs available to recruit and select a high-quality workforce, as measured by the results of studies conducted by such independent organizations as the MSPB and GAO.

Data measuring this program is not yet available and relies on data from independent reports and studies. Data will be available in FY 2001 or 2002.

ES Goal 10 -- D

The USACareers web-based system is placed in 100 universities and colleges with diverse enrollments in academic disciplines related to mission-critical occupations in Government to enhance agency recruitment efforts.

This program goal was established under OPM Strategic Goal I to provide colleges and universities with a Human Resource system that will help college students assess their competencies and align them with Federal careers so that they may conduct a targeted job search. There are four indicators to assess whether or not this goal is achieved. This program was unfunded and cancelled, so this goal was dropped.

In FY 2000, USACareers was unfunded and therefore could not be placed in any college or university.

Future work with USACareers will be completed on a reimbursable basis and will not be set as an individual goal. USACareers currently operates solely under reimbursable funding generated through sales and maintenance fees to public institutions (i.e., Federal agencies, state and local Governments, colleges and universities). It has not generated enough revenue to remain solvent. Thus it is likely that USACareers will be discontinued in its current form with its more valuable features available through USAJOBS in the out-years, pending identification of funding resources.

D USACareers usage will increase (as measured by increased hits to the Website).

These data are unavailable.

D Longitudinal studies conducted in conjunction with the National Association of Colleges and Employers (NACE) will monitor increases in the number of students hired from the schools where USACareers is placed.

This was unfunded and cancelled.

D Agencies indicate that recruitment of diverse, high-quality candidates is enhanced (as measured in the CSS) and through specific follow-up with agencies to assess recruitment.

There was no follow-up activity with agencies.

M Welfare to Work and other school-to-work initiatives show gains in the number of individuals moving into paid employment.

ES Goal 11 -- M

Required competencies are identified for all major Federal occupations and occupational analyses of three Governmentwide mission-critical occupations (auditing, accounting, information technology) are completed in order to provide information to support improved recruitment, selection, promotion, and career development tools needed for a high-quality Federal workforce.

This program goal was established under OPM Strategic Goal I to provide agencies with an innovative way to improve the way the Federal Government recruits, selects, promotes and develops its workforce. There are four indicators to assess whether or not this goal is achieved. Of these, the third indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by completing the mission critical occupations for the goal. We also initiated two additional occupational studies that cover 99 trades and labor occupations, and 45 science and engineering occupations. We have also received positive feedback regarding this program from the Federal human resource community and our stakeholders.

M Agency and stakeholder satisfaction with the design and results of the studies, and with the strategies developed, as measured by qualitative analysis of feedback from agencies and stakeholders.

The program is ongoing with informal and formal satisfaction feedback and program improvements as a result.

Stakeholders continue to adopt new occupational databases as they become available. OPM is repeatedly asked to make presentations at major agencies and public sector conferences – in excess of 60 presentations in FY 2000.

N In future years, by assessing results of longitudinal studies of the quality of the workforce in these occupations to determine if the new tools were useful.

No FY 2000 report is available. An evaluation is being conducted this spring.

M An increase in the Federal occupations for which competency information is available. [Critical indicator]

This is the critical indicator because it helps agencies by providing them with an innovative way of reviewing the knowledge, skills, and abilities of candidates for Federal employment.

OPM completed the critical occupations identified for the goal. We also initiated 2 more occupational studies that cover 99 trades and labor occupations, and 45 science and engineering occupations. In addition, we released the information technology competency-based qualifications standards for information technology occupations.

Also In FY 2000, ES accomplished the following:

-- Worked with Chief Financial Officer and Chief Information Officer councils and subject matter expert groups to finalize technical competencies and to develop and review the IT occupational survey tasks and competencies.
-- Drafted IT Recruitment and Retention report.
-- Incorporated competency models from the MOSAIC studies into the Delegated Examining Handbook for broad agency use. Through issuance of competency-based job profiles, continued to provide agencies with occupation-specific competency information for critical Government occupations.
-- Distributed survey to consortium agencies and states; contracted for Governmentwide survey to be administered in FY 2001.
-- Completed information technology and security job profiles, which are now being pilot tested and incorporated into the Federal Cyber Service Scholarship for Service Program.
-- Initiated the administration of the Governmentwide information technology survey.
-- Conducted benchmark study of the States’ use of competencies and qualifications delegation.
-- Created an Internet version of the HR Manager, that includes features to readily incorporate new MOSAIC data bases as they become available.

M Competency data are made widely available through the HR Manager and USACareers automated systems.

This has been successfully accomplished for the limited number of organizations that have entered into reimbursable agreements with OPM for these services, including U.S. Mint, NASA, the Department of the Navy, and the Department of Energy.

The Trades and Labor Study (TLOS) is scheduled to be completed in late summer or early fall of 2001.

ES Goal 12 -- M

The value of the continued use of valid, fair, merit-based examining procedures, and the improved automated, competency-based assessment tools designed to support them, is communicated so that agencies have a better understanding of the impact of such procedures on workforce quality. [Also See ES Goals 9 and 21 for Related Performance.]

This program goal was established under OPM Strategic Goal I to enhance our communication strategy so that we can keep agencies educated and informed on important Federal human resource issues. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by receiving a favorable score for this goal on the MSPQ which is a Governmentwide survey.

M Favorable perception of employees Governmentwide that staffing is conducted in accordance with Merit Systems Principle 1 (“Recruit, select, and advance on the basis of merit”), as measured by a 50% or higher favorable rating on relevant questions in the MSPQ. [Critical indicator]

This is the critical indicator because the Merit System Principles are the foundation for the hiring practices in the Federal Government.

Government Merit System Principle #1 -- “Recruit, select, and advance on the basis of merit.” Percentage of favorable responses:

This was dropped effective FY 2000 because the CPDF data did not support a true measure of the goal.

M Documentation of effective uses of objective competency-based assessment procedures in a variety of situations and at various Government levels.

In FY 2000, OPM:

• Developed structured interview questions, probes, and materials; benchmarks; and web-based assessments (i.e., on-line interview, application and computer adaptive technical tests) for use by participating pilot agencies.
• Developed automated versions of structured interview and work sample assessment tools.
• Developed and implemented scoring procedures for the new qualification standards.
• Developed and delivered competency fundamentals, structured interview, and web-based assessment training for pilot agency participants.
• Drafted a report on Qualification Requirements in the Selection Process, which discusses the validity and return on investment of various selection procedures.
• Competency based assessment tools have been incorporated into the PMI and the new OPM Career Intern programs and a new clerical examination currently being piloted.

ES Goal 13 -- M

Information and strategies (including a model target recruitment plan) are available to agencies to increase the levels of underrepresented groups in key Federal occupations and at key grade levels by 2% over FY 1999 levels where necessary to be equivalent to their percentage in the relevant external labor market.

This program goal was established under OPM Strategic Goal I to provide information that will enhance recruitment strategies that attract a diverse Federal workforce. There are ten indicators to assess whether or not this goal is achieved. Of these, the second indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by issuing a diversity guide that provided recruitment, selection and retention strategies for agencies to follow. Providing this information to the Federal human resource community was an important step in educating them on how to hire and maintain a diverse workforce.

M Evaluate comparative data to determine if minority hiring and retention has resulted in a 2% increase in numbers in key occupations and at key grade levels where underrepresentation in the relevant labor market was shown in FY 1999.

Comparing the FY 1999 workforce against the FY 2000 workforce, the Federal representation of minorities increased from 30.0 percent of the Federal workforce to 30.3 percent.

All of the under represented groups showed increases at GS and related grades 13 to 15, as follows: Blacks went from 9.3 percent to 9.7 percent; Hispanics went from 3.9 percent to 4.0 percent; Asians/Pacific Islanders went from 4.4 percent to 4.6 percent; Native Americans remained the same at 1.0 percent.

The level of under represented groups increased from 30.0 percent in FY 1999 to 30.3 percent in FY 2000, an increase of 0.3 percent. Notwithstanding, the levels of representation for individual under represented groups varied between the two years. Blacks went from 17.4 percent to 17.5 percent, an increase of 0.1 percent; Hispanics went from 6.4 percent to 6.5 percent, an increase of 0.1 percent; Asians/Pacific Islanders went from 4.2 percent to 4.3 percent, an increase of 0.1 percent; Native Americans went from 1.9 percent to 2.0 percent, an increase of 0.1.

M Specific guidance is issued to assist agencies. [Critical indicator]

This is a critical measure because it provides Federal agencies with tools, ideas, and several best practices to use to develop their own recruitment and retention strategies. The Agency issued a diversity guide, “Building and Maintaining a Diverse, High-Quality Workforce: A Guide for Federal Agencies,” that contains extensive information, examples, and best practices on recruiting, hiring, and retaining a diverse workforce. The guide was issued in June 2000.

M Model recruitment plan is issued.

The Agency issued two recruitment plans. The first one was contained in the June 2000 diversity guide, “Building and Maintaining a Diverse, High-Quality Workforce: A Guide for Federal Agencies.” The second one, a specialized recruitment plan and guide for employing people with disabilities, is contained in two companion documents: “People with Disabilities in the Federal Government: An Employment Guide,” and “The Plan for Employment of People with Disabilities in the Federal Government.” Both documents were issued in October 1999. All three documents are available on the OPM Website.

M Agencies are satisfied with the usefulness of the model recruitment plan, as measured in the CSS and/or informal customer feedback.

Federal agencies have provided very positive, albeit informal, feedback. We have received several calls and electronic messages from agency HR and EEO officials commenting on the thoroughness of the guides and their usefulness to them in developing their own agency targeted recruitment plans.

Federal agency representatives participating in OPM’s Management Development Centers’ one-week seminar, “Diversity: A Business Necessity for the New Millennium” have provided very positive feedback to our presentation about the Diversity Guide.

Several agencies (such as the Navy) and stakeholder organizations (such as the President’s Committee on the Employment of Persons with Disabilities and Blacks in Government) have asked for formal presentations about the contents of the guides.

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

Executive Order 13163 of June 2000 mandated Federal agencies to hire a total of 100,000 persons with disabilities in the next five years. During FY 2000, Federal agencies developed and began submitting their plans for implementing the Executive Order for OPM’s review and approval. By the end of the first quarter of FY 2001, 52 agencies had submitted plans that detailed their numerical goals and specific strategies to recruit, hire, develop and accommodate persons with disabilities. We designed a composite model plan and provided it to each submitting Federal agency with feedback on their plans sufficiency.

M Touchscreens are placed in minority-serving academic institutions, such as Hispanic-Serving Institutions (HSI’s) and Historically Black Colleges and Universities (HBCU’s).

Note, this effort will be discontinued in future years. Touchscreen computers are not accessible for people with disabilities and do not meet section 508 requirements. In addition, college students already have access to the Internet, where this information is also available. There will not be a new indicator.

M Evaluate satisfaction with assistance through a qualitative analysis of direct feedback from external stakeholders, including feedback posted on the Website.

Agencies regularly provide us with informal feedback through telephone calls or electronic messages. This includes very positive comments we have received from DOD, Navy, Treasury, GSA, Education, Interior, Energy, and EPA. For instance, the Department of Education told us that they used the OPM Plan and Guide to Employ People with Disabilities as a basis for their agency plan to recruit their share of 100,000 persons with disabilities.

In addition, several agencies and stakeholder groups have asked us to make presentations about the Diversity Guide, the efforts to hire persons with disabilities, and the status of minority groups in the Federal workforce. The agencies include the Defense Intelligence Agency and the Navy, while the stakeholder groups include Federally Employed Women, League of United Latin American Citizens, Blacks in Government, the President’s Committee on Employment of People with Disabilities, Federal Asian Pacific Advisory Council, and National Image.

NX An increase in the level of agency HR Specialists’ satisfaction with information sharing and technical assistance as measured through informal feedback and/or a 2% increase over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the CSS.

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

No examples of informal feedback are available.

M Satisfaction levels at 80% or higher as measured by HR Specialists’ ratings on specific guidance materials issued in FY 2000, as measured in the CSS and/or informal customer feedback.

Agencies provide us with informal feedback through telephone calls or electronic messages. Also, agencies ask us to make presentations on the Diversity Guide, the efforts to hire persons with disabilities, and about the status of minority groups in the Federal workforce. We received positive informal feedback on our Diversity Guide.

M Evaluate the results of the MSPQ to determine if there has been at least a 2% improvement in perception of equity and merit base of agency staffing decisions over the FY 1999 results.

Government Merit System Principle #1 -- “Recruit, select, and advance on the basis of merit.” Percentage of favorable responses:

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.

ES Goal 14 -- M

An effective program of support to agency Delegated Examining Units (DEU’s) is maintained so that agency DEU’s are continuing to operate according to merit system laws, regulations, and principles.

This program goal was established under OPM Strategic Goal II to support and improve the Delegated Examining Unit program. There are five indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by training and re-certifying Federal Delegated Examining Units. We also developed and installed a tracking system so that we could maintain important data on this program.

M Adherence to schedule for DEU training and recertification; revisions to schedule made if warranted by FY 1999 review. [Critical indicator]

This is the critical indicator because training and recertification are the heart of the DEU process.

Delegated Examining Offices are responsible for notifying their local OPM Service Center when initial or refresher training is necessary for delegated examining staff members. Recertification training is conducted within 3 to 5 years from the initial training. Refresher/recertification training contains new information from the Delegated Examining Operations Handbook and problems identified in the agency’s delegated examining review.

Revisions to the training program were made based on changes to policies and/or guidance in the basic Delegated Examining Operations Handbook.

N Results of OPM oversight reviews indicate fewer findings of systemic problems are found in agency DEU’s and improvements are noted.

These reviews are scheduled at periodic intervals and may vary across the country. However, in monthly meetings with the Office of Merit Systems Oversight and Evaluations (OMSOE), various evaluations are discussed, particularly, evaluations with serious and on-going problems.

Some of the problems identified by OMSOE are adjudicating of veterans preference, applications of the rule of three, proper information on the vacancy announcements, when to accept applications, etc.

M New tools will be introduced to support DEU’s, and existing tools will be improved as needed.

The DEU training guide was the primary tool developed this fiscal year. At the end of each training session, participants are requested to complete an evaluation form on the Delegated Examining training. The evaluation survey forms were reviewed. Based on a 5-point scale, the ratings ranged from 4.29 to 4.63. The highest rating was given to “Objectives were Achieved”. Additionally, the participant’s knowledge/skill level before the course (3.147) and after the course (4.252) increased by a full point.

The narrative comments from participants were very complimentary ranging from “interesting to excellent.”

• “Excellent training that will be very useful - interesting. Handbook well organized and will be very helpful”.
• “Very good class. It is nice to have the recertification to verify you are on the right track or just to learn something new. Every time I take this course I learn something new. New materials and course format were real clear and concise.”
• “Training was very resourceful and on target.”

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

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

Informal feedback that we have received include the following:

U.S. Department of Energy, Office of Transportation Safeguards
— “Thank you for being the primary speaker at the first DOE/OTS Medical Conference in Albuquerque. Your professional manner and overwhelming knowledge that you brought to the discussions regarding the medical standards and the legal aspects for the Government employee was outstanding contribution to the overall success of the conference.”

General Services Administration
— “It’s amazing how much your staff knows about their programs. I’m rarely disappointed.”

Dept. of Defense
— “You have a really responsive, Cracker Jack group there – everyone is so knowledgeable and helpful.”
Dept. of the Air Force, advice on probationary periods
— “Thanks a million. I really appreciate it.”

Dept. of the Air Force, Hill AFB, advice on VEOA
— “Thank you for your reply and clarification. Now that we have your clarification, we’ll be on target again.”

U.S. Postal Service, Associate Medical Director
— “As a result of the presentation, and decision making concepts provided, I anticipate a significant improvement in our handling of medical conditions as they relate to an employee’s ability to perform the functional requirements of a job.”

Federal Aviation Administration, Office of Aviation Safety
— “…has provided extraordinary support to the Federal Aviation Administration; Overall, …has provided valuable support to the mission of the office of Aviation Medicine, to optimize aeromedical factors relevant to aviation safety.”

M Satisfaction levels at 80% or higher as measured by HR Specialists’ ratings on specific guidance materials issued in FY 2000 as measured in the CSS and/or informal customer feedback.

Informal feedback that we have received included the following:

Dept. of Defense, advice on the Veterans’ Employment Opportunity Act (VEOA)
— “Thank you so much for your interpretation.”

USDA, Forest Service, advice on VEOA
— “Thank you for your prompt response.”

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.

ES Goal 15 M

Federal agencies receive timely, clear, accurate, and useful advice and assistance on existing employment policy flexibilities, tools, and models so that they can apply them to reaching their strategic objectives.

This program goal was established under OPM Strategic Goal III to enhance our communication strategy to provide advice and assistance on important Federal human resource policies and practices. There are nine indicators to assess whether or not this goal is achieved. Of these, the second indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by providing information to the Federal human resource community in a variety of ways. We also hosted a major staffing conference and wrote and distributed several manuals and newsletters.

N Evaluate satisfaction with advisory service process through a qualitative analysis of direct feedback, including feedback posted on the Website. Qualitative analysis of direct feedback and complaints received from agencies indicates that agencies are more aware of existing policy flexibilities.

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

This critical indicator was met through the publication of the ES Newsletters, the Solutions Conference, and various meetings with constituent agencies. Without these sources of information dissemination, agencies would not have up-to-date information on our programs and initiatives. These sources included information on key initiatives, such as:
• Hiring flexibilities
• Workforce planning
• A-76 bargaining
• Human resource data network
• Competencies
• Recruitment
• Increasing the employment of persons with disabilities

M An increase in the level of agency HR Directors’ satisfaction with 1) OPM’s employment policy leadership and 2) their opportunity for involvement, as measured by informal feedback and/or a 2% increase over FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the DCSS.

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

We can show satisfaction levels by the informal feedback received on various workshops, presentations, and newsletters. For example:
• OPM offered 3, 4-hour workshops on the use of all available hiring authorities. We received 100% agency satisfaction from the 32 agencies that participated in the workshops.
• OPM published two newsletters covering a variety of employment topics. We received very favorable comments on those newsletters
• OPM received a 99% favorable rating for Solutions 2000.

N Evaluate whether standards for “one call does it all” have been met.

This indicator has been dropped.

M Numbers and scope of requests received by staff to give presentations at external conferences, workshops, etc.

OPM staff received many requests from agencies and organizations to give presentations at external conferences, workshops, etc., in FY 2000. These included presentations for the following stakeholders: Veterans Service Organizations, Internal Revenue Service, Interagency Staffing Issues Group, Human Resources Management Council, Department of Interior, Veterans Issues Conference, Department of Justice, Public Health Service, Air Force, Federal Aviation Administration, Department of Energy, and the Department of Agriculture.

M Numbers of reports issued and/or workshops and other events held to share information on best practices with the HR community.

OPM conducted a Delegated Examining Unit (DEU) training workshop with agency stakeholders, shared best practices withheld the Solutions 2000 conference, and presented 4-hour workshops on hiring and recruitment as described earlier. Also, best practices were shared with key agency stakeholders at our Solutions 2000 conference.

M Successful participation in key national association meetings.

OPM staff met with members of the Veterans Service Organizations (VSO’s), presented employment information at the National Association of Public Administration’s Annual Conference, and presented information at the Blacks in Government National Training Conference.

M Successful annual staffing conference held.

OPM held its third conference for agency HR employment professionals in FY 2000. Almost 550 attendees participated in Solutions 2000, a two and a half-day conference at the University of Maryland Inn and Conference Center.

Individual session evaluations reflected the same level of satisfaction.

N Increased requests for advisory assistance and information as measured by the number of hits in employment program areas on the Website.

The Website is not yet structured to count usage.

ES Goal 16 -- M

Organizational assessment tools are available to agencies to improve Government performance, including customer service.

This program goal was established under OPM Strategic Goal III to provide agencies with innovative ways of improving the performance of their workforce. There are two indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by conducting organizational assessments in ten Federal agencies. We conducted these assessments on a fee for service basis. All future work with the Organizational Assessment Survey will be conducted on a reimbursable basis.

M The Organizational Assessment Survey (OAS), developed by OPM, is used by agencies and other organizations to contribute to the measurement and improvement of Government performance. [Critical indicator]

This is the critical indicator because extensive use of this service provides the greatest benefit to the Federal Government at the lowest cost.

In FY 2000, OPM conducted 10 organizational assessments on a fee-for-service basis. The ten assessments included: Department of Labor; Department of Education; U.S. Mint; Defense Finance and Accounting Service; Environmental Protection Agency, Region VI; Strategic Petroleum Reserve; Veterans’ Health, San Diego; Department of Transportation, Office of Inspector General; Department of Transportation, Maritime Administration; and Department of Transportation, Bureau of Transportation Statistics.

Once the survey was completed, the agencies had information to target their improvement activities. For instance, if an agency was striving to improve its customer focus and the results on the Customer Orientation dimension were low, it 1) had a baseline to measure improvement, and 2) had information to target action plans.

During FY 2000, the survey results Website served over 658,000 page views. Total pages viewed to date are over 900,000. Detailed and current statistical data on the usage of the site is available. The survey results Website was developed and is maintained entirely using OPM expert resources from appropriated funds.

Thirty-two items make up the survey. They cover employee perceptions of the quality of work done in their organizations, quality of work life, job satisfaction, the degree of customer service orientation in the organization, and the level of reinvention activity.

M The customer service measurement tools are used by agencies and other organizations to contribute to improved Government customer service.

The customer service instrument was administered to the human resources offices of OPM, Defense Finance and Accounting Service (DFAS) and the Health and Human Service’s Agency for Health Care Policy in FY 2000. This provided the opportunity to further refine the instrument and document the research foundation. Based on this initial work, DFAS plans an agency-wide implementation for FY 2001, and other agencies are very interested.

ES Goal 17 -- M

OPM Websites and other communication improvements are in place so that agencies are well informed of changes in Employment Service policies and programs.

This program goal was established under OPM Strategic Goal III. It is designed to improve our existing communications structure so that we can inform the Federal human resource community of changing employment policies. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by presenting information on our Website using the Plain Language requirement and by publishing new studies such as the Fourth Annual Career Transition Report.

In FY 2001, we will continue to explore new ways of communicating with our customers.

M New communications methods will be introduced and current processes improved. [Critical indicator]

This is the critical indicator because improving existing means of communications and exploring new means is key to providing our customers with information regarding changes in ES policies and programs. OPM did make changes in the way information is presented on our Website during FY 2000. For example, we now publish regulations using the Plain Language requirement. We also update and maintain our policy sites on a regular basis. We also made effective use of our Website in order to provide information to an increasing number of our customers.

OPM published the Fourth Annual Career Transition Report covering placement efforts under both the Career Transition Assistance Plan and the Interagency Career Transition Assistance Plan.

OPM also published the revised employees’ guides to reduction in force and related programs, including career transition assistance. The three guides are available on the OPM Website.

NX An increase in the level of agency HR Directors’ and HR Specialists’ satisfaction with the methods used for communication of policy and other information, as measured by informal feedback and/or a 2% increase over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the CSS.

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

There was no informal feedback from stakeholders on this issue.

N The number of hits on the Website will increase by 5% over the FY 1999 level.

This Website feature has not been developed yet for our use.

ES Goal 18 -- M

Agency demonstration projects and other alternative personnel approaches address employment issues effectively.

This program goal was established under OPM Strategic Goal III. This goal provides innovative ways of addressing employment. There are two indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by providing support to, and receiving positive feedback from OMSOE and other agencies on demonstration projects as described below.

M Positive comments and feedback provided informally and/or through customer satisfaction surveys. [Critical indicator]

Two new demonstration projects, U.S. Army Tank-automotive and Armaments Command (TACOM) and U.S. Army Communications and Electronics Command (CECOM), were developed as a result of the successful interaction between OPM and Department of Defense in discussions over alternative personnel systems under Title 5.

M Increased number of successful demonstration projects result in legislative and regulatory changes allowing greater flexibility in agency HR practices.

ES provided well-received support to OMSOE and to the Department of Defense on demonstration projects using innovative approaches in the fields of compensation, classification, and performance management, including the Army’s Tank-automotive and Armaments Command (TACOM) and the Communications Electronics Command (CECOM) that are currently under development, and helped OMSOE with modifications to Federal Register notices. For further details, see OMSOE Goal 9.

OPM STRATEGIC PLAN GOAL IV

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

ES Goal 19 -- M

The Governmentwide employment information system, USAJOBS, is operated effectively and efficiently, and enhanced as needed, so that it contributed to Governmentwide cost-savings and a high-quality Federal workforce.

This program goal was established under OPM Strategic Goal IV to maintain and update the Federal Government’s employment information network. There are five indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by increasing the number of times our network was accessed and by making necessary improvements to the network as described below.

M Obtain 5% increases in rates of access and numbers of requests for information on the Website and other components of USAJOBS, as measured by the online employment information systems. [Critical indicator]

This is a critical indicator because an increase in usage points to success in providing information to our customers. The FY 2000 target increase/goal was exceeded — 15.5 percent systemwide, compared with a 17.5 percent increase for the Website hits.

Over the past four fiscal years, there has been a dramatic shift in usage of the USAJOBS system. Our customers are accessing the Website in greater proportion than any other component of the system. This trend has allowed us to adjust the system to keep up with the technological demands of our customers created by the Internet age. Therefore, in the future, we will only be tracking Website hits because we are phasing out the touchscreen kiosks and electronic bulletin boards. We will continue to offer access to USAJOBS via the telephone. All of these adjustments will allow us to lower our costs while we continue to provide excellent service by exceeding the demands of our customers.

M Enhancements introduced as planned.

USAJOBS continues to successfully provide critical employment information to Federal agencies, employees, and the public. It’s a centralized, one-stop shopping service for vacancy announcements and various items of relevant employment information available 24 hours a day, 7 days a week, in multiple formats accessible to a variety of customers. Because agency job postings and employment information are located in one Governmentwide system, it saves considerable time and resources for both users and Federal employees. As testament to its success, the number of job postings has steadily increased over the last few years to almost 15,000 daily in FY 2000. There were also over 16 million visitors in FY 2000 — up from 14.8 million in FY 1999 and 11.1 million in FY 1998. Online customer satisfaction ratings remain at least 90% satisfactory.

Therefore, enhancements to the USAJOBS system are critical to keep up with the demands of customers and incorporating new functionality through technology.

We implemented two new job searches in FY 2000, a student search and part-time job search. Improved geographical structures were implemented that simplify searches by geographic area. A vacancy announcement improvement working group created a list of enhancements for vacancy announcements to be implemented with job entry revisions. We developed a new USAJOBS logo along with corresponding outreach materials. In FY 2001 additional materials will be distributed to NACE organizations and special interest groups.

A number of fact sheets were placed on USAJOBS. There were many updates to those currently on the system. New ones include Selective Service procedures; how Federal jobs are filled; Census 2000 job information; job opportunities for persons with disabilities; Hispanic employment initiative.

M An increase in the levels of satisfaction of agency HR Directors with USAJOBS operations and with USAJOBS system improvements as measured by informal feedback and/or a 2% increase 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:

An IAG ad hoc work group was established for employment information and USAJOBS in 1996 to discuss pertinent issues with agency representatives. The group meets at least quarterly now, more frequently in past years. At each meeting, there are discussions with agencies about different issues and enhancements to USAJOBS to gain agency feedback and perspective about features agencies would like to see in the system. Feedback and comments from those meetings are generally favorable to the USAJOBS system and its accomplishments.

M An increase in the levels of satisfaction of HR Specialists with USAJOBS operations and with USAJOBS system improvements as measured by informal feedback and/or a 2% increase 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 ad hoc work group as discussed above is the best source of informal feedback we have. Comments from specialists are generally favorable for system operations and improvements.

M Improved public customer satisfaction with employment information as indicated by a 2% increase in the percentage of overall “satisfied” ratings reported in online user surveys from FY 1999 levels (or maintenance at 90% or higher).

Satisfied ratings from online surveys were as follows:

ES Goal 19a

New technology is introduced to USAJOBS in order to improve access for disabled information-seekers of employment information.

This program goal was established under OPM Strategic Goal IV to maintain and update the Federal Government’s employment information network. There is one indicator to assess whether or not this subgoal is achieved. This portion of the goal was not met due to resource and budget constraints.

Some progress was made since the USAJOBS team has been evaluating a variety of products to make the USAJOBS system more accessible such as text readers. We have not actually acquired any software or other products. We have been involved in discussions with stakeholders for ideas and areas to focus on. The USAJOBS employment information is available through three system — web, telephone, and kiosk. This does allow some flexibility to individuals with differing needs. The USAJOBS Website also has a text version that can be used with a text reader.

N Evaluate the satisfaction of stakeholders with the decisions on new equipment and processes, through a qualitative analysis of direct feedback, including feedback posted on the Website.

USAJOBS stakeholder feedback and is used regularly to evaluate and improve service. This group meets quarterly and provides recommendations to OPM.

The employment information ad hoc work group is our stakeholder group—Federal agencies. We evaluate suggestions made during discussions at regular meetings. Some examples would be new searches to be developed (e.g., part-time, IT, student). Another would be topics for new fact sheets (e.g., Selective Service registration, benefits, etc.) We have used this feedback and source to make changes to the USAJOBS system.

ES Goal 19b

Additional linkages between USAJOBS and other employment information sources are integrated to ensure comprehensive service to the public.

This program goal was established under OPM Strategic Goal IV to maintain and update the Federal Government’s employment information network. There is one indicator to assess whether or not this subgoal is achieved. We met this subgoal by creating direct linkages between USAJOBS and several Federal agencies.

M New linkages are made and additional job opportunities from a variety of sources are added to the USAJOBS database. [Critical indicator]

Three new excepted service agencies are posting some of their jobs to USAJOBS—FBI, Postal Service, and FAA. These agencies are not required to post jobs since they are excepted service. We do encourage these agencies to use USAJOBS.

USAJOBS includes all job vacancies in the competitive service open to outside applicants and many vacancies in the excepted service. Some jobs from State and local Governments and the private sector are available. There are also job opportunities for developmental assignments with other agencies and Legislative Branch positions including opportunities with the U.S. Senate Office of the Sergeant At Arms and the United States Capitol Police. ES provides internal search pages on the USAJOBS Website for agencies to link to from their own Websites. These pages allow agency employees to view all agency-specific vacancies and integrate employment information delivery for agencies into a single, comprehensive system.

Internal and/or external search pages were established for seven agencies during FY 2000. Modifications were made for two agencies to existing pages.

We will be distributing new marketing materials to NACE organizations and special interest groups in FY01. We are also taking action to make our jobs database accessible to the Department of Labor’s America’s Job Bank. A meeting of each agency’s technical representatives is scheduled for January 2001. We continue to work with a variety of potential customers and encourage them to advertise jobs on our site.

ES Goal 20 -- D

Career Transition Center Services (CTCS) continue to be available and flexible enough to meet changing needs of the year 2000 and beyond.

This program goal was established under OPM Strategic Goal IV to provide career transition services to the Federal Government. We discontinued this goal because the program completed its mission and was closed in FY 2000.

ES Goal 21 -- M

A broad range of cost-effective and high-quality reimbursable HR services are available to increase agency access to cutting edge technologies, expertise, and systems, and thereby to contribute to Governmentwide cost savings and mission accomplishment.

This program goal was established under OPM Strategic Goal IV to allow us to provide our Federal human resource expertise on a reimbursable basis to the Federal Government. There are seven indicators to assess whether or not this goal is achieved. Of these, the third indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by offering new services and products to meet customer needs.

M OPM’s widespread customer base indicates ES is providing products and services that are effective and useful.

In the past year, our customer base has expanded to include additional agencies such as the Department of State, Department of Transportation, Department of Energy, and the State of Hawaii.

Examples of ES support to agencies in filling mission critical occupations:

• The Defense Contract Audit Agency (DCAA) hired over 400 entry-level Auditors at more than 30 duty locations Nationwide during FY 2000 with the direct support of OPM’s automated applicant evaluation services. DCAA has the responsibility for auditing defense and non-defense related contracts that Federal agencies have with contractors ranging from small companies to Fortune 500 firms. Succession planning as well as an overall increase in projected future workload caused DCAA to decide to embark upon an extensive hiring effort supported by OPM’s automated applicant evaluation services. Over 2000 individuals applied for these vacancies and were evaluated by OPM during FY 2000. Overall, DCAA has made nearly 600 hires through this effort.

• For several years, ES has used its automated examining system to support the Defense Commissary Agency (DeCA) in recruiting, evaluating, and hiring qualified applicants for their commissary management positions worldwide. DeCA operates the largest food store chain in the world today, as part of the Department of Defense benefit package for active-duty military personnel, their dependents, and retirees. In addition to commissary management positions, commissary store level positions such as sales store checker and store worker are critical operating positions that typically have a high turnover rate. However, OPM’s automation of the applicant evaluation and referral process has greatly reduced the timeframe for filling vacancies. Applicants can apply over the telephone, through the USAJOBS Website, and for some positions overseas by fax. Applicant notices of results and referral lists are generally mailed and/or processed within 48 hours.

ES staff recently trained 12 staff members in DeCA’s human resources office on the USA Staffing system. DeCA subscribed to the USA Staffing system as part of their efforts to ensure that they can continue to recruit, evaluate, and refer the quality candidates necessary to maintain their unique mission.

• OPM partnered with the Bureau of the Census on the development, operation, and enhancement of an electronic hiring system. The ultimate challenge was to expedite the hiring of top talent for three of their mission critical occupations. Meeting this challenge required developing and implementing a set of automated tools that creates a recruitment and examining process that sets speed records in the hiring process. The electronic hiring system provides managers with desktop, web-based access, and control of the applicant referral process. An applicant-tracking feature allows managers to see images of applicant resumes and transcripts within 24 hours of receipt. Using the electronic hiring system, the Census Bureau has been able to reduce the time required to fill Computer Specialist, Statistician, and Mathematical Statistician positions 6 months to as little as 3 days.

OPM implemented a similar system at the Department of Labor, Bureau of Labor Statistics. The system is serving more than 300 managers.

M Ongoing positive feedback from agency executives and managers that programs and services are high quality, timely, and customer oriented and that they are relevant to individual and organizational performance improvement.

Our customer tracking system shows that 85% of our total business base are repeat customers. Customer feedback include the following:

On March 21, 2000, the INS Commissioner met with the Director to express her appreciation for OPM’s support for the agency over the past few years. The Commissioner specifically cited our Nationwide testing efforts, our implementation of compressed testing for Border Patrol Agents, and our implementation of a new scoring routine during the Y2K conversion.

ES management received the Social Security Administration’s Regional Commissioner Award on May 5, 2000. The award was given in recognition of the outstanding support ES has rendered to SSA in its efforts to secure a number of new hires for many geographic locations throughout the Southeast.

M New products and services are developed as needs are identified. [Critical indicator]

This is a critical indicator because OPM is required to develop and offer reimbursable products and services.

We implemented USA Staffing in all OPM Service Centers for use in providing reimbursable staffing and examining services to Federal agencies.

OPM has a solid history of applying automation and innovation to solving agency recruiting and staffing problems. USA Staffing is OPM’s latest automated examining system. As stated, agencies face many challenges as they strive to fill vacancies in an extremely competitive labor market, by rapidly identifying and hiring the best quality candidates. Through the use of its automated processes, ES provides examining services to agencies in direct support of their efforts to create and maintain a high performance workforce.

Effective use of automated tools is an essential element in a strategic approach to streamline the hiring process. USA Staffing has been designed to provide a global solution to agency application receipt and examining activities, and applies cutting-edge technology. In an effort to make USA Staffing available to all Federal agencies, ES has included this key initiative in OPM’s FY 2002 Budget and Planning Justification.

OPM also developed the Senior Executive Service (SES) Senior Opportunity and Resume Service (SOARS) Website. This Website, which will become operational in FY 2001, will provide SES members with a centralized, safe and confidential mechanism to post on-line resumes containing their work and education qualifications. Federal agencies throughout the world will be able to access and search through on-line resumes. They can search for potential hires using a variety of search characteristics to facilitate their finding the best possible applicants for the positions they have available.

The SES SOARS Website will also enable Federal agencies to post information on their short-term and permanent SES opportunities, so SES members can view and inquire about them. SES SOARS will further provide OERM with the ability to administer access to the Website, which involves screening requests for access and assigning user identifications and passwords.

OPM’s intent for this Website is to increase the mobility of the SES by providing a means for SES members to get together with agency officials and talk about assignment possibilities. OPM leadership indicates that increasing the mobility of the SES has been a major goal. They envision this Website as a supplement to USAJOBS. In their view, SES SOARS will be very helpful in assisting current SES members to find new and interesting short-term and permanent assignments. USAJOBS would remain the primary mechanism for attracting new members to the SES.

OPM staff began development work on the SES SOARS Website in March 2000. Site testing began in July. Testing was essentially completed in the early fall of 2000.

In FY 2000, OPM continued maintenance of an Interactive Voice Response (IVR) System for the Bureau of the Census. This IVR was part of the Census 2000 automated recruiting system. An important feature of OPM’s system, created for Census, was the transcription ability. If all other automated identification methods failed then OPM had the capability to transcribe the call. There were 4,762 OPM transcribed calls. OPM was officially honored for these achievements at the Census Recruiting 2000 Awards Ceremony.

Also in FY 2000, OPM created another IVR System for the Postal Service. This system is used to process applications for Postal Service job examinations. The menu-driven telephone system collects a variety of data and transmits it to the USPS for actual applicant scheduling. The system worked so well in its first three weeks of operation that USPS asked OPM to expand the capacity of the system in anticipation of up to 10,000 calls a day from applicants.

N Improved customer satisfaction with reimbursable services as indicated by a 2% increase in the percentage of overall “satisfied” ratings obtained in customer assessments from FY 1999 levels (or maintenance level at 90% or higher).

Customer satisfaction with reimbursable services is monitored and evaluated in several ways:
• Number of new agencies serviced;
• Number of repeat agencies serviced;
• Number of agencies serviced;
• Dollar value for contracts;
• Formal input is gathered and documented from closeout project meetings with agencies; and
• Feedback/input on systems and services is gathered and documented from our consortium network 2 to 3 times per year.

N Financial balance of costs and income.

We were unable to fully recover costs in FY 2000. With a “plateaued” workload, shrinking S&E funding, and lagging price adjustments, the delivery system is faced with an over-capacity relative to demand.

Realigning and streamlining service centers and the Technology Support Center is a major step toward correcting this situation. In addition, we initiated a number of actions including: reorganized to eliminate positions; targeted a hiring freeze; tailored FY 2002 budget initiatives in order to discharge our core leadership priorities; and began plans for streamlining service center operations.

M Enhancements to technological products and programs are introduced.

We implemented USA Staffing in all OPM Service Centers for use in providing reimbursable staffing and examining services to Federal agencies. ES unveiled USA Staffing at the Solutions 2000 conference with several agencies expressing immediate interest in considering USA Staffing to fulfill their automated staffing needs. Since the introduction of USA Staffing, demonstrations of the system have been given to approximately 21 agencies.

We are developing an Internet-based version of the HR Manager and an Internet version of the Organizational Assessment Survey. We continue to invest in product enhancement.

M Customers continue to contract for technological products and programs (i.e., repeat business is maintained at the same levels as in the previous year).

Our level of repeat reimbursable business has continued at a high level.

ES Goal 22 -- M

The DoD Testing Program is operated to maintain high customer satisfaction and fiscal balance.

This program goal was established under OPM Strategic Goal IV to provide a resource for the Department of Defense to maintain and operate their testing program. There are four indicators to assess whether or not this goal is achieved. Of these, the first indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal because we maintained a high level of customer satisfaction and were thus able to continue the contract with the Department of Defense.

M Continuation of the contract by DoD. [Critical indicator]

This is the critical indicator because the project ceases to exist without the contract. The contract between OPM and DoD was continued for FY 2000 and has been executed for FY 2001.

M Requests for number of student test sessions by DoD is met.

During FY 2000, OPM met all DoD requirements for student test sessions. These sessions were running approximately 7 percent ahead of projections.

In FY 1999, we conducted 14,789 student test sessions for DoD. At the beginning of FY 2000, we projected conducting 15,000 student sessions. We actually conducted 15,954 student sessions in FY 2000.

M Increased customer satisfaction as tracked through quarterly feedback sessions with DoD program managers.

During FY 2000, feedback sessions with DoD were held quarterly and, in addition, on an as needed basis. DoD program managers continue to indicate that they are extremely satisfied with the test program as administered by OPM.

DoD was particularly pleased with the decrease in test loss/compromise incidents over FY 1999. In addition, they indicated at the quarterly feedback sessions that they were very pleased with our planning for their implementation of the New Order Anchoring Study and the new Enlistment Test Battery.

M Financial balance of costs and income.

The income and costs for the DoD testing program are balanced.

ES Goal 23 -- M

The PMI program is operated to result in the hire of at least 300 PMI’s in FY 2000.

This program goal was established under OPM Strategic Goal IV. The objective is to maintain and operate the Federal Government’s most prestigious intern program. There are four indicators to assess whether or not this goal is achieved. Of these, the second indicator was identified at the beginning of the year as most critical for achieving the goal. We met this goal by increasing the number of Presidential Management Interns hired into the Government.

M Evaluate the satisfaction of agency and external stakeholders of the PMI Program through a qualitative analysis of direct feedback.

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

Agency HR offices continue to be pleased with the PMI Program. Hiring from the PMI Finalist pool continues to remain strong. The PMI Class of CY 1999 was 366 and the PMI Class of CY 2000 is 344. We continue to receive verbal and written compliments regarding the way the Program is administered and managed.

M Assess the number of PMI’s hired in FY 1999 against the target established for the year (300 hires), against the number hired in previous years, and against the ceiling of 400 hires. [Critical indicator]

This is the critical indicator because it determines whether or not the Program has met its goals. The goal of hiring 300 PMI’s was met. Agencies selected 366 PMI’s for the PMI Class of 1999 (FY 2000). These numbers are the highest in the history of the Program. Information regarding PMI Finalists who have been selected by which agencies is updated weekly and available to agency hiring officials on the newly created pmi.opm.gov Website. Agencies continue to use the PMI Program as a source of outstanding talent to staff Federal positions involving the management and analysis of public policies and programs.

N Evaluate comparative data to determine if minority PMI hires for FY 1999 increased by at least 2% for groups where underrepresentation for the relevant labor market was reported in FY 1999.

Data on the number of minority PMI hires are not complete. The CPDF is dependent upon agencies logging PMI hires and agencies do not timely report their PMI hires. The PMI Program Office does not collect Race and National Origin (RNO) data at the time of application and hence cannot report accurately minority hiring information without the assistance of the agencies through their timely and accurate CPDF submissions. As a result of these incomplete filings, accurate PMI minority hiring data will not be available.

This indicator will be dropped in FY 2001 because of the difficulty in collecting accurate data.

M Financial balance of costs and income.

$1,467,000 in costs were balanced by a corresponding identical amount of income for FY 2000.

ES Goal 24 -- N

The Administrative Law Judge (ALJ) personnel program is operated to continue to ensure compliance with applicable laws and regulations.

This program goal was established under OPM Strategic Goal IV to maintain and operate the Administrative Law Judge program. There are two indicators to assess whether or not this goal is achieved. Of these, the first was identified at the beginning of the year as critical for achieving the goal. The Administrative Law Judge examination was suspended due to a class action lawsuit.

OPM is taking steps to reinstate this exam during FY 2001 through redesigning the examining process.

A class-action lawsuit brought by 1,400 non-preference applicants required OPM to suspend the ALJ examining during FY 2000.

N Evaluate agency satisfaction with the ALJ personnel program through qualitative analysis of direct feedback. [Critical indicator]

This is the critical indicator because customer satisfaction is the key to ES’ ability to improve this program over time.

Agency satisfaction with the ALJ program could not be accurately determined for FY 2000 due to the suspension of ALJ examining. Efforts were made, however, to meet with the ALJ community to discuss the impact of this litigation within the ALJ Office. Through correspondence, attendance at ALJ conferences, meeting with various agencies’ representatives, and public notices posted on the ALJ web page, agencies were kept informed as to the nature and status of the ongoing litigation.

N Timeliness of services provided meets standards established in FY 1998.

Due to the class-action lawsuit, the ratings of ALJ examinations were suspended during FY 2000.