Appendix A-5: Office of Workforce Relations (OWR)

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.

OWR 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 Strategic Goal I to determine HR policy direction to improve the human resources climate in the Federal Government. There are two indicators to assess whether or not the goal was achieved. Of these, the first indicator, the results of the HR Directors’ Customer Satisfaction Survey (DCSS), was identified at the beginning of the year as most critical for achieving the goal. This goal was met, as described under the indicator. For FY 2001 and FY 2002, this goal has been incorporated into new goals that are more global and include both policy and program initiatives that are associated with each of OWR’s three major program areas.

M Increase in the level of agency HR Directors’ satisfaction with regard to 1) OPM’s workforce relations policy leadership, and 2) their opportunity for involvement, as measured by informal customer feedback and/or an increase (the percentage of increase is listed below) over FY 1998 levels in percentage of favorable ratings (or maintenance at 90% or higher) in the DCSS. [Critical indicator]

This is the critical indicator because the community of HR Directors generally constitutes our primary client base. In some instances, agency staff responsible for work/life programs may not be assigned to HR.

The only program area in the survey where agency collaboration is addressed is the new child care subsidy. The satisfaction rating was 62%; however, this rating is provided by HR Directors who were not directly involved in the collaboration effort on the child care subsidy. Collaborations occurred with agencies and unions on the child care subsidy regulations.

It should be noted that the 94% positive rating for “Work and Family Programs” represents more than 12 different topic areas (elder care, child care, alternative work schedules, kinship care, fatherhood, nursing mother programs, etc.). In addition, only 3% of the respondents indicated that they did not know about these programs. This indicates that information about a wide array of work/life and wellness programs is broadly distributed.

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

Government Merit System Principle #2 -- “Treat employees and applicants fairly and equitably.” Percentage of favorable responses:

OWR Goal 2 M

Managers and HR practitioners use OPM-provided resources and assistance to more successfully address employee performance problems.

This program goal was established under Strategic Goal I because numerous studies show that supervisors do not have sufficient training or information on how to address poor performance. There are five indicators to assess whether or not this goal is achieved. Of these, the second, dealing with instructional materials, was identified at the beginning of the year as most critical for achieving the goal. We met this goal as demonstrated by positive feedback described under the indicator.

This goal has been revised for FY 2001 and FY 2002 to allow us to focus on the complete picture of our support to agencies that includes resolving performance and conduct deficiencies. This new focus also includes our continuing effort to encourage widespread use of alternative dispute resolution techniques.

D Increase over FY 1999 levels in the number of agencies that have implemented performance standards for senior level managers that address the process for identifying and resolving poor performance, as captured by an Employee Relations and Health Services Center (ERHSC) survey.

Last year we reported that the survey would not be conducted until FY 2000. Early in FY 2000 an Interagency Workgroup on Performance Management, established by the President’s Management Council (PMC) reviewed the usefulness of requiring agencies to establish specific performance standards in this area, and determined that such a requirement was not warranted and should not be pursued. Accordingly, we did not conduct the survey and this indicator was dropped from future use.

M Improvement in the extent to which instructional materials about identification and resolution of performance problems are available to Federal managers and supervisors, as measured by the creation and use of needed materials and by an increase in the number of hits on the poor performance Website. [Critical indicator]

This is the critical indicator because numerous studies conducted by OPM, GAO, and MSPB report that supervisors do not have sufficient training or information on how to address poor performance. Since one of the Merit Principles requires that the Federal Government only retain employees who can perform effectively, OPM must provide agencies with the tools to effectively remove employees who cannot perform.

OWR created a compendium of recent significant case decisions involving performance-based actions, checklists for performance-based actions, and a guide with “Frequently Asked Questions,” all of which are used frequently by customers, as determined by informal feedback.

The multimedia tools to assist supervisors address poor performance which OPM produced two years ago continue to be used by agencies and distributed to agency managers. This is demonstrated by both by the numbers of copies ordered through the Government Printing Office (3,640 CD-ROMs and 2,446 booklets) as well as anecdotal evidence that agencies are either printing the booklet directly from the Website and/or either placing the CD-ROM on their agency LAN or reproducing it themselves.

Two examples of anecdotal feedback:

“Thanks for providing this. We have made copies and distributed them to our managers and supervisors. It has already had some positive results.”

“Thank you for the loan of the CD and the booklet. After review, we’re placing an order via GPO for 35 of each.”

Hits on the poor performance Website:

Only partial data are available due to systemic problems with continuing to count Website hits in the second half of the year. However, data for the first half suggest that we were on track to reach the FY 1999 figures.

NX Improvement in the level of satisfaction of HR Directors with regard to instructional materials about identification and resolution of performance problems, as measured by a 2% increase above FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the DCSS and/or informal customer feedback.

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

The FY 2000 survey of HR Directors did not include a specific question regarding satisfaction with instructional materials related to the identification and resolution of performance problems. However, anecdotal evidence, including the volume of requests for materials and guidance, suggests that the indicator was probably met.

M Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about identification and resolution of performance problems, as measured by a 2% increase above FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the CSS and/or informal customer feedback.

We received informal feedback from employee relations directors through OPM’s Symposium on Employee and Labor Relations (SOELR), emails, letters, and telephone conversations. Informal feedback indicates continued high levels of customer satisfaction with our CD-ROM on poor performance and other employee relations materials and publications.

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

There was no FY 2000 OPM Customer Satisfaction Survey of HR Specialists.

N Reduction in the perception that poor performance is tolerated in the Federal Government, as measured by a 2% decrease in the percentage of unfavorable ratings in the annual MSPQ. This increase is an annual increment to reach the 5-year strategic target of a 10% decrease in unfavorable ratings.

MSPQ question -- “In my work unit, steps are taken to deal with poor performers who cannot or will not improve.”

Percentage of unfavorable responses: FY 1999 - 32% FY 2000 - 31%

The change in responses from FY 1999 to FY 2000 was within the margin of error for the survey. We will continue to assess this indicator over time, however, we note several potential limitations for these data. First, there is no commonly understood definition of what is “poor performance.” Second, there are many steps that supervisors may take (such as counseling, training, or job restructuring) that are not necessarily known to other employees. Third, many employees likely respond to this question based on their overall impression of their supervisor, either good or bad, rather than on specific actions taken or not taken.

OWR Goal 3 -- M

In cooperation with Federal adjudicatory agencies, initiatives are undertaken to streamline the Federal adjudicatory process.

This program goal was established under Strategic Goal I to improve and streamline the adjudicatory process.

M Feedback is obtained from adjudicatory agencies on the feasibility of streamlining the mixed case appeal process.

We conducted an informal exchange of information with adjudicatory agencies on the feasibility of streamlining the appeals process. A consensus developed that any significant streamlining will require legislation and we will look for opportunities to pursue such an initiative.

OWR Goal 4 -- M

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

This program goal was established under Strategic Goal I to enhance and promote the role of OWR in assisting agencies in the development of their 21st century workforce and their capability to measure resultant performance improvements. There are seven indicators to assess whether or not this goal is achieved. Of these, the first and fourth indicators were identified at the beginning of the year as most critical for achieving the goal. We met this goal as demonstrated in the discussion under each indicator.

M Agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools, as measured by a survey to be administered in FY 2000. [Critical indicator]

This is a critical indicator because it assesses how well OHRD is accomplishing several priority initiatives for FY 2000, e.g., learning technology. Progress in these areas will have a positive impact on providing greater access to needed learning and education for Federal employees.

We did not use the survey as planned since we determined a more varied approach to gathering and measuring data was more effective. HRD used feedback from a structured focus group session as well as informal feedback from emails, telephone surveys, etc., to assess if agency HRD programs are developing the workforce through partnerships, learning technology, and other HRD tools.

The expansion and strengthening of significant partnerships, such as the restructuring of the Human Resource Development Council (HRDC), provide critical support to agencies and assist with the development of the Federal workforce. OPM, as the chair, and agency HRD Directors from across Government are partnered and positioned to improve Federal training and education.

OHRD also continued its partnership with the American Society of Training and Development (ASTD) to maintain a Federal presence in the private sector and ensure the sharing of HRD best practices in both sectors. ASTD is the world’s premier professional association and leading resource on workplace learning and performance issues. We participated in the FY 2000 planning committee for the May 2000 International Conference and delivered the anchor presentation at the ASTD Federal Forum.

OPM’s sponsorship of the Training Technology Implementation Group (TTIG) promoted an educational forum for all Federal agencies to partner, share information and best practices, and leverage resources. Interest in the group ran so high that OPM developed a ListServ to facilitate further collaboration and partnerships in the development and application of agency workforce initiatives using learning technology, which has over 80 participating members from many Federal agencies. The impact of TTIG may best be summarized by one participant comment: “Learning technology is just starting for us. One of my staff has gone to two of your TTIG sessions. It allows us to see where we can take our agency. We like your Website and it is most useful. It helps us to connect. If you can pull out best practices, that is the key to your success.” The TTIG is providing agencies with information and assistance to develop learning technology programs in their agencies that will provide greater access to necessary training for their workforce.

The demand for and expectation of proactive, cutting-edge HRD tools to help agencies develop their workforce has increased. OHRD held a Governmentwide learning event, The Premiere of “A Guide to Strategically Planning Training and Measuring Results,” which provided real life examples and stories shared by a cabinet level agency and a headquarters department, as well as OMB and OPM expectations. This ‘Guide’ was posted on the OHRD Website, which was instrumental in sharing HRD information and providing technical assistance Governmentwide. A number of agency and educational Websites linked to the Guide and various electronic media immediately picked up the Guide. These unexpected releases significantly increased its distribution and promotion and indicated the value placed upon this publication by both the public and the private sectors.

A focus group composed of HR Directors and Senior HR Specialists met for the first time this year to establish a baseline measurement for comparison in future years. Topics addressed included: the HRD Website; documents and publications developed by OHRD; partnerships OHRD helped promote and establish; OHRD technical expertise; and the OHRD consultative and assistance role. Focus group summary data indicated that the formulation and enactment of partnerships was important to participants (mean of 8.7 and mode of 10) and that they thought OHRD was providing an above average level of quality service in this arena (mean of 6.8 and mode of 10).

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

ASTD, the National Society for Performance Improvement, and the like are professional organizations in the forefront of HRD issues. Their awards highlight outstanding private and Federal organizations that exhibit exceptional innovation and accomplishments in the arena of HRD. Agencies receiving these awards are evaluated on their HRD programs that develop their workforce. The five agencies we surveyed are:

(1) Tennessee Valley Authority --
Excellence in Practice Citation from ASTD;
(2) Federal Aviation Administration --
International Personnel Management Association (IPMA), 2000 Agency Award for Excellence;
(3) Federal Emergency Management Agency --
Telly Award;
(4) Nuclear Regulatory Commission --
W. Edwards Deming Outstanding Training Award; and
(5) Alcohol Tobacco and Firearms --
Training Officers Conference Award.

Although we collected data, it is difficult to make a direct connection between OPM HRD strategies and the agency awards. Validation is difficult. This indicator was removed for FY 2001.

M A significant number of high performing Federal agencies respond that OPM’s HRD policy supports their performance, as measured by an FY 2000 OPM survey of agencies recognized for high performance by external evaluative groups.

This was a new indicator. We defined high performing agencies based on their receipt of awards from professional organizations such as ASTD, IPMA, and the Training Officers Conference. When we conducted a telephone survey of several high-performing agencies, we discovered that it was difficult to make a connection between OPM HRD strategies and agency awards. Validation is difficult. However, the nature and requirements for these awards indicate that the Federal agencies have sound and appropriate HRD policies in order to qualify for and receive the awards.

Due to the difficulty in establishing a direct connection and validity, this indicator was removed for FY 2001.

M Improvement in the extent to which HRD policy information is available to OPM customers, as measured by a 10% increase in the number of hits on the HRD Website over FY 1999 levels. [Critical indicator]

This is a critical indicator because agencies specifically told us that they need more HRD information and they want it on the Internet.

We exceeded the FY 1999 number of hits on the Website by 85%.

Number of hits on the HRD Website:

In addition to Website hits, we have informal data about the HRD directory and from learning events that are related to the Website. In FY 1999, the HRD directory averaged 21,214 hits per week; ranked 13th out of the listed directories; and captured 0.8% of the total hits to the top 20 OPM directories. In FY 2000, the HRD directory averaged 39,288 hits per week; ranked 15th among listed directories; and captured 1.0% of the total hits to the top 20 OPM directories. The increase in the number of hits from FY 1999 to FY 2000 significantly exceeded our target. Most importantly, the Website extended our outreach and increased the scope and availability of HRD policy information.

The HRDLEADERSHIP corporate mailbox is also showing increasing usage, averaging 27 questions per month during FY 2000. In addition to requests for publications, the mailbox receives questions on computer-based training; upward mobility; tuition assistance; time off for education; educational requirements; Executive Order 13111; training courses; online universities; internships, and learning technology – as well as international inquiries.

We have also developed an online survey approved by OMB at the end of FY 2000 and now on the Website. It will be used to provide additional data on the effectiveness and usefulness of the OHRD Website.

M Improvement in the level of satisfaction of HR Specialists with regard to HRD information sharing and technical assistance, as measured by a 5% increase in the percentage of favorable ratings for each over FY 1999 levels in the CSS, and/or informal feedback.

Reported levels of satisfaction of HR Specialists were as follows:

While no survey data is available for FY 2000, we used sample focus group data, telephone interviews, anecdotal data and qualitative data such as TTIG and the Website. The information from these sources indicates that satisfaction rates continue to improve. A focus group composed of HR Directors and Senior HR Specialists met for the first time this year to establish a baseline measurement for comparison in future years. Topics addressed included: the HRD Website; documents and publications developed by OHRD; partnerships OHRD helped promote and establish; OHRD technical expertise; and the OHRD consultative and assistance role. Focus group summary data (a scale of 1-10, 10 being the most important) indicated that technical expertise was important to participants (mean of 9.9 and mode of 10) and that they thought OHRD was providing an above average level quality of service in this area (mean of 8.8 and mode of 10). They also indicated that information sharing was important (mean of 8.12 and mode of 10) and OHRD was providing above average level of quality of service (mean 6.74 and mode of 9).

Evaluations of the learning event “The Premiere of A Guide to Strategically Planning Training and Measuring Results” indicated that 90 percent agreed that they received beneficial information to take back to their organization. When asked about the guidance, learning activities, and tools that OHRD provided, 79% of participants agreed that this assistance was useful. Anecdotal comments received from telephone interviews concerning OHRD learning events indicate increasing levels of satisfaction, such as: “I attended the one (Premiere learning event) you held in September 2000 and the seminar was excellent and the handouts were excellent. Since the training part of it was posted on-line, we were able to pass it on to our managers.”

Federal agencies are continuing to request specialized technical assistance from OHRD because agencies want OPM’s involvement, Governmentwide perspective, and expertise. One example is the Department of Energy (DOE), which was hosting a high-level workshop for its senior managers to design a Project Management Course that would be delivered throughout the department. We delivered a module to the group on developing skill competencies. Their satisfaction was evidenced in a letter of recognition from an Assistant Secretary of DOE recognizing OHRD’s contribution. We were asked to participate in a GSA-sponsored conference for all Federal agency Section 508 coordinators to begin developing guidance and technical assistance. We served as a facilitator for one of the six designated teams -- agency training plans and programs -- with other teams focusing on strategic plans, budget, legal issues, procurement, and team building.

M Improvement in HR Directors’ satisfaction with HRD policy leadership and their opportunity for involvement in the HRD policy-making process, as measured by a 5% increase above FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the DCSS and/or informal customer feedback.

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

N Improved perception Government-wide that employees are well educated and well-trained, as measured by a 2% increase in the percentage of favorable ratings in the annual MSPQ. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings.

MSPQ question:

Merit System Principle #7: Educate and train employees when it will result in better organizational performance.

The change is well within the margin of error of the survey. We will continue to monitor trends over time.

OWR Goal 5 -- M

Liaison activities are conducted with administration and agency officials and Federal labor organizations in order to maintain and enhance agency ability to deal effectively with labor relation’s matters in a manner consistent with OPM policy and objectives.

This program goal was established under Strategic Goal I. It fulfills our obligation to work with major stakeholders to maintain and enhance the ability of Federal agencies to deal effectively with labor relations matters in a manner consistent with OPM policy and objectives. There are seven indicators to assess whether or not this goal is achieved. Of these, the first and sixth were identified at the beginning of the year as critical for achieving the goal. The goal was met as described below under these two indicators.

We determined whether we met this goal by evaluating attendance from meetings of the HRMC Network on Labor-Management Relations, taking into account very positive feedback from stakeholders, ensuring that all statutory consultation requirements were met, and reviewing a response to the MSPQ survey.

This goal has been modified for FY 2001 and FY 2002 because we determined it was measuring performance that was also reflected in the FY 2000 Goal 6 (below) and Goal 1 (above). The modified language for this Goal reads: Federal agencies have an increased understanding of and commitment to effective and cooperative labor-management relationships that continually improve performance and service to the public. (See Goal 2 in OWR’s FY 2001 and FY 2002 annual plans.) We believe this new language streamlines the FY 2000 goal 5 and goal 6 into one goal that allows us to more effectively measure the impact of OPM’s policies and programs on labor-management relations.

M Improvement in the extent to which information on developing labor relations case law, trends, and best practices in working with labor organizations is disseminated, as evidenced by continued high levels of attendance at meetings of the Human Relations Management Council (HRMC) Group Network on Labor-Management Relations and positive feedback from members. [Critical indicator]

This is a critical indicator because Executive Order 11491 requires OPM to develop programs for the dissemination of labor-management information to Federal agencies.

Six meetings of the HRMC Network on Labor-Management Relations were held in FY 2000. Each meeting had between 40 and 50 attendees. Attendance at network meetings remained high compared with FY 1999 sessions and informal feedback was very positive. In an email survey sent to all Directors of Labor Relations, we asked whether OPM’s Labor-Management Relations Division did better this year in meeting their needs than we did in previous years. All respondents said “yes.”

D An increase in the number of hits on the labor-management relations and National Partnership Council Websites.

Hits on the labor-management relations and National Partnership Council Websites were determined to be a poor measure of the goal and were discontinued in FY 1999. Therefore, no data were collected in FY 1999 or FY 2000. This activity will not be an indicator in the future.

M Continued positive evaluations of OPM issuances, such as the Significant Cases publications.

Five issues of “Significant Cases in Employee and Labor Relations” have been published. Each has drawn positive responses from customers. In an email survey of Directors of Labor Relations, all respondents stated that “Significant Cases” was helpful and that its content was appropriate. On a scale of 1 through 5 (5 indicating the highest quality,) respondents gave “Significant Cases” a cumulative average rating of 4.6.

N Improvement in agency HR Directors’ satisfaction with policy leadership and their opportunity for involvement in the LR policy-making process, as demonstrated by a 1% increase in the percentage of favorable ratings over FY 1998 levels (or maintenance at 90% or higher) in the DCSS and/or informal customer feedback.

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

The DCSS survey did not ask about Opportunity for Involvement. However, in a separate survey conducted by the Labor-Management Relations Division via email, respondents provided positive feedback. The email survey asked Directors of Labor Relations whether OPM’s Labor-Management Relations Division did better this year in meeting their needs than we did in previous years. All respondents said “yes.”

M Improvement in the level of satisfaction of agency HR Specialists with regard to LR information sharing and technical assistance, as demonstrated by a 2% increase over FY 1999 levels in the percentage of favorable ratings for each in the CSS and/or informal customer feedback.

We received positive feedback from labor and employee relations Directors through the HRMC Labor Relations Network, OPM’s SOELR conference, training conferences, emails, letters, and telephone conversations. Feedback indicates an increase in customer satisfaction. The email survey asking Directors of Labor Relations whether OPM’s Labor-Management Relations Division did better this year in meeting their needs than we did in previous years solicited the following remarks:

“You have always been responsive when I have had inquiries. Also appreciate your office’s other support (e.g., the Network meetings, dissemination of case summaries, etc.). Keep up the good work!”

“I will say that in the five months I have been with the Dept of Commerce, I have been to three IAG LR network meetings, SOELR, and the LR Directors’ Retreat in Shepherdstown. All were well-organized and extremely valuable. In my book, the LMRD does an exceptional job of reaching out to its customers.”

“You have continued to do a splendid job in keeping the LR community up to date on changes and developments in labor management relations. Your case updates and notices of upcoming programs are timely and informative. Keep up the good work.”

“Both the issuances and the meetings were better than the previous year. I particularly appreciate the renewed effort to provide a venue for the exchange, orally as well as in writing, of views on emerging issues relating to labor-management relations.”

Reported levels of satisfaction of HR Specialists were as follows:

The CSS was not conducted in FY 2000.

M Labor organizations and agency officials are regularly informed of proposed Governmentwide HR policies and regulations and their recommendations are considered in their development. All statutory consultation requirements are met. [Critical indicator]

This is a critical indicator because 5 USC 7117(d) requires that OPM ensure that labor organizations are consulted on proposed changes to HR policies and regulations.

All statutory consultation requirements have been met. In FY 2000, 39 proposed changes in OPM policies, regulations, or rules were forwarded to the Labor-Management Relations Division from OPM program offices. All 39 were transmitted to unions who hold Governmentwide consultation rights for their comments and/or questions.

M Improvement in employees’ perception that employees are treated fairly and equitably, as demonstrated by a 2% increase in the percentage of favorable ratings in the annual MSPQ. This increase is an annual increment to reach a 5-year strategic target of a 10% increase in favorable ratings.

Percent of favorable ratings in employee perception of fair treatment on the MSPQ:

OWR Goal 6 -- M

Effective agency labor-management relations and partnerships result in improved performance and service to the public.

This program goal was established under Strategic Goal I to fulfill an earlier Administration initiative. It is no longer a stand-alone initiative and has been integrated into future Performance Plans as an overall goal of effective labor relations. Its purpose is to promote the use of cooperative labor-management relations as an effective and proven human resources strategy. It is understood, however, that other strategies, including more traditional labor relations approaches, can be just as effective.

There are seven 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. We met this goal as demonstrated through the preliminary results of a major National Partnership Council research study examining the impact of partnership at eight federal agencies; data collected by OPM for a Report to the President on the status of labor-management partnership; information contained in some 50 nominations for the National Partnership Award; and, a response in the MSPQ survey. We did not have any data from the National Partnership Council to support a conclusion that there is consistency in partnership councils and agreements, and the Council has no plans to survey for this information in the future. This goal was modified for FY 2001 and FY 2002.

M Improvements in the results and value of collaborative labor-management relationships, as evidenced by the NPC’s 1999 research project, which focused on linkages between partnership and improved organizational performance at selected sites. [Critical indicator]

This is a critical indicator because the NPC research project is the most in-depth and comprehensive effort yet attempted to measure the impact of partnership on the labor relations climate and the performance of Government agencies.

Preliminary reports (April 25, 2000, and December 11, 2000) show considerable success in this area. Final results will be available during FY 2001.

Here are some of the preliminary findings from the research project:

• 61 % of union and management survey respondents agreed that partnership council meetings are productive.
• 73% agreed that partnership has improved labor-management communications.
• 63% believed that partnership has improved labor-management relations.
• 51 % agreed that partnership has cut costs and saved money.

We believe a casual connection between partnership and organizational performance can be inferred from the American Customer Satisfaction Index.

• The United States Mint is a 4-time winner of the National Partnership Council Award (1995, 1996, 1999, & 2000). In 1999 and 2000, the Mint received ratings of 86 and 84 respectively from the American people. Both ratings are higher than the average rating of 77 for Federal Government organizations and higher than most private sector companies.
• The Social Security Administration is a 2-time winner of the National Partnership Award (1996 & 1997). SSA’s customer satisfaction scores for 1999 and 2000 were 82 and 84 points.

D Consistency in the number of Federal employees covered by partnership councils and agreements.

This measure was dropped and will not be used in future plans since the National Partnership Council did not collect the data in FY 2000 and does not plan to collect this data in the future.

M Continued positive union and management perceptions regarding Federal labor-management relation’s climate.

A preliminary report from the NPC research project shows that 61% of labor and management representatives described labor-management relations before Executive Order 12871 as uncooperative. Of those surveyed, 63% believe that labor-management relations have improved since the Executive Order was signed. Final results will be available during FY 2001.

M A reduction in the number of unfair labor practices (ULPs) received by the Federal Labor Relations Authority (FLRA).

The number remained consistent; the quality increased. An awards nomination review committee composed of representatives of agencies, unions, and third party neutrals reviewed all FY 2000 nominations. This committee eventually selected nine partnerships as either winners or honorable mentions. The members of the review stated that FY 2000 nominations were of a higher quality than those from previous years.

M Satisfaction of senior officials and Presidential appointees on the NPC, as measured by continued positive Member feedback regarding the development and satisfactory implementation of the NPC’s strategic plan.

Senior officials and Presidential appointees have expressed satisfaction to their NPC staff representatives and to OPM staff. For example, at the December 8, 1999, meeting of the NPC, Member Michael Styles, President of the Federal Managers Association, stated for the record that OPM staff members had done a great job of supporting the Council.

M Improvement in employees’ perception that employees are treated fairly and equitably, as measured by a 2% increase in the percentage of favorable ratings in the annual MSPQ. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings.

The second Merit Systems Principle is to treat employees and applicants fairly and equitably. The MSPQ survey has five questions, which in summary attempt to gauge employee perception of this principle.

Percent of favorable ratings in employee perception of fair treatment on the MSPQ:

OWR Goal 7 -- M

Agencies make increased use of alternative dispute resolution (ADR) programs in order to make dispute resolution a more timely, cost-effective and less divisive process.

This program goal was established in support of Strategic Goal I in order to promote a more effective and efficient workforce. There are three indicators to assess whether or not this goal is achieved. Of these, the second was identified at the beginning of the year as most critical for achieving the goal. This goal was met based on the results of the MSPQ survey that reflected improvement in employee perceptions of fair treatment.

N Improvement in the extent to which instructional materials about ADR are available to OPM customers, as measured by an increase in the number of hits on the ADR Website.

Only partial data is available due to systemic problems with continuing to count Website hits in the second half of the year. Data for the first half indicates that we would not match FY 1999 numbers. However, staff members report a consistently high interest in the information on ADR available on OPM’s Website.

M Improvements in the level of satisfaction of HR Specialists with regard to instructional materials about ADR, as demonstrated by a 3% increase over FY 1999 levels in the percentage of favorable ratings in the CSS and/or informal customer feedback. [Critical indicator]

This is the critical indicator because OPM has made a commitment to serve as the primary source of information on ADR activity in the human resources arena. By encouraging the use of ADR, we promote a more efficient and effective Federal workforce.

OWR received informal feedback from labor and employee relations directors through the HRMC Labor Relations Network, the SOELR conference, emails, letters, and telephone conversations. Additionally, the number and quality of nominations received for the Director’s ADR Award indicates that OPM has been successful in increasing the use of ADR in agencies. Feedback indicates an increase in customer satisfaction.

Reported levels of satisfaction of HR Specialists were as follows:

No FY 2000 data available since the FY 2000 OPM Customer Satisfaction Survey did not include a survey of HR Specialists.

M Improvement in employees’ perception that employees are treated fairly and equitably, as measured by a 2% increase in the percentage of favorable ratings in the annual MSPQ. This increase is an annual increment to reach a 5-year strategic target of a 10% increase in favorable ratings.

Government Merit System Principle #2 -- “Treat employees and applicants fairly and equitably.” Percentage of favorable responses:

OWR Goal 8 M

Employees make increased use of Employee Assistance Programs (EAP) and other health promotion and disease prevention programs and practices so that the Federal workforce operates in a more safe and healthy environment.

This program goal was chosen in support of Strategic Goal I in order to encourage the use of EAP and the increased utilization of health programs to result in a healthier and more safety-conscious workforce. There are five indicators to assess whether or not this goal is achieved. Of these, the second was identified at the beginning of the year as most critical for achieving the goal. Although server problems did not allow us to fully count hits on the Website, the total number of hits at mid-year, the requests for materials that pertain to health promotion, disease prevention, and EAP activities were substantial and provided evidence that interest in these areas is strong and growing. Therefore, this goal was met.

This goal has been dropped from our FY 2001 and FY 2002 plans because we have established a goal that is more comprehensive and inclusive of all of our work/life and wellness programs.

D A 1% increase in the use of agency EAPs, based on annual report data.

Legislation authorizing the annual EAP report was sunsetted in 1998. The FY 1997 report was the last report. Accordingly, this could not be measured. This indicator has been dropped.

M Improvement in the extent to which instructional materials about EAPs are available to OPM customers, as measured by an increase in the number of hits on the employee health services Website. [Critical indicator]

This is the critical measure because it provides a quantitative assessment of customer interest without overburdening the customer population with surveys and other inquiries.

Only partial data are available due to systemic problems with continuing to count Website hits in the second half of the year. However, data for the first half suggest that we were on track to reach the FY 1999 figures.

A new document, Responding to Domestic Violence: Where Federal Employees Can Find Help, received 24,674 hits in the first half of FY 2000.

The Employee Health Services Website contains information on many topics, along with the most popular of its publications. Topics include Employee Assistance Programs, disease prevention, health promotion, HIV/AIDS in the workplace, domestic violence in the workplace, traumatic or systemic stress in the workplace, workplace violence programs, smoking cessation programs, and, during early FY 2000, managing for the challenges of Y2K in the Federal workplace.

Our corporate emails identify requests for information. We have a number of new program information sources identified on the Website. There include; Alcoholism in the Workplace: A Handbook for Supervisors, Mental Health and Substance Abuse Parity, Health Insurance and the EAP, and The Child Care Subsidy Program.

NX Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about EAPs, as demonstrated by a 2% increase over FY 1999 levels in the percentage of favorable ratings in the OPM CSS, and/or informal customer feedback.

Reported levels of satisfaction of HR Specialists were as follows:

The OPM CSS was not conducted in FY 2000.

D Satisfaction with the quality of OPM information on EAPs as measured by the annual EAP survey.

Legislation authorizing the annual EAP survey was sunsetted in 1998. This indicator has been dropped.

M Improvement in employees’ perception that employees with personal or work-related problems are offered help, as measured by a 1% increase in the percentage of favorable ratings in the annual MSPQ.

The MSPQ results indicate that employees believe that the availability of assistance with personal problems has increased during FY 2000.

“Assistance is available to employees in my work unit with personal problems that may affect their work.”

OWR Goal 9 -- M

An increasing number of agencies have workplace violence programs and policies in place so that agencies are better equipped to prevent or resolve violent situations.

This program goal was established to support Strategic Goal I so that the workplace can be maintained as a safe environment and agencies will have violence programs and policies in place to deal with unforeseen circumstances. There are three indicators to assess whether or not this goal is achieved. Of these, the second was identified at the beginning of the year as critical for achieving this goal. We met this goal, as described under the indicators.

A baseline study was done to identify agencies that had programs. The number of Website hits, while not totally reliable, increased. Data was not available to measure the level of satisfaction of HR Specialists. Anecdotal evidence indicates that more agencies have implemented workplace violence programs. We dropped this goal in FY 2001 since our new goals are more encompassing.

M Increase in the number of agencies with a workplace violence prevention program or policy in effect.

OWR surveyed HR Directors in FY 1999 to establish baseline data on the status of agency workplace violence programs. Eighteen of the twenty responding agencies reported existing or planned program components.

The survey was not repeated in FY 2000 out of concern for over-surveying customers, and we have no plans for any further surveys. We know of several agencies initiating programs in FY 2000, such as in the Department of the Army, which focused major new efforts in this area. The Army Materiel Command published a directive to implement this program and referenced the OPM Website for workplace violence information. Other agencies such as the Departments of Justice, Interior and Agriculture also addressed this program.

M Improvement in the availability of policy and program information as measured by increases in the number of hits on the violence in the workplace Website. [Critical indicator]

This is the critical indicator because it provides a quantitative assessment of customer interest without overburdening the customer population with surveys and other inquiries.

The web service provider About.com selected this site as “Best of Net” for the Labor area. They stated “this selection was subjective, based on value of content. Other factors were; ease of use, range and depth of material, current information, substance in the offerings and generally how well we felt that the site served both the target audience and the general public. At this point, this specialized award has only been given to a handful of sites in the close to 1,000 ‘Labor’ related sites that we have catalogued. Your site is an outstanding piece of work. It was not selected for the range of material on the site, but rather for the quality of presentation of the single topic, “Workplace Violence,” and the significance of this resource for the entire ‘Labor’ community.”

Only partial data are available due to systemic problems with continuing to count Website hits in the second half of the year. However, data for the first half suggest that we were on track to reach the FY 1999 figures.

NX Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about violence in the workplace, as demonstrated by a 2% increase over FY 1999 levels in the percentage of favorable ratings in the CSS and/or informal customer feedback.

Reported levels of satisfaction of HR Specialists were as follows:

OWR Goal 10 -- M

Federal agencies have increased understanding of and commitment to addressing work and family needs so that family-friendly programs are available to their employees in increasing numbers.

This program goal was established to support Strategic Goal I so that agencies would embrace a wide array of work/life and wellness initiatives to use as tools for recruitment, retention, and improved productivity and morale. In essence, through the use of these programs, Federal agencies could enhance their workplace environments and become employers of choice. There are four 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. This goal was met, as described below under the indicators.

M Increased awareness by agencies of the work and family issues which confront their employees and greater understanding and utilization of the personnel practices, programs, and policies which are available. [Critical indicator]

This is the critical indicator because the utilization of work/life and wellness programs is the ultimate goal of our program. A measure for this goal is the OMSOE study reported on February 24, 2000. This study was conducted from May 1998 through September 1999 with information about 7 family-friendly programs from 8 large and 11 small agencies.

One question dealt with the availability of Work and Family Programs. The results were as follows:

In addition, most employees and supervisors/managers interviewed for this study indicated they were familiar with available family-friendly programs that balance the needs of the organization and employees.

When addressing the issue of support for Family-Friendly Programs the following responses were received:

Question: Employee family responsibilities are understood and supported.

Employees who have personal or work-related problems are offered help.

In addition, DCSS shows that work/life programs received 94% favorable ratings.

D The type and number of complaints received by the Office of Work/Life Programs (formerly the Family Friendly Workplace Advocacy Office) concerning the availability of family friendly workplace initiatives.

This indicator does not report information that is directly relevant to the goal and is therefore being dropped effective FY 2000.

M Consistency in the quality of agency programs nominated for the annual OPM Director’s Award for Outstanding Work and Family Programs, as determined by increased scope of employee eligibility and participation.

The Office published “The Director’s Award for Outstanding Work/Life Programs — 1994-1999”. This document was published in December 1999 and is available through the OPM Work/Life Program Office. The compilation contained not only descriptions of the award-winning programs but also updates of new and expanded programs.

The updates revealed that agencies that had been acknowledged as leading the effort to provide quality work/life programs continued their efforts by expanding existing programs and creating new ones.

N Improvement in employees’ perception that employees’ family responsibilities are understood and supported, as demonstrated by a 1% increase in the percentage of favorable ratings in the annual MSPQ.

MSPQ question, “My supervisor supports my need to balance work and family issues.”

A 1% increase is not a meaningful change, since it falls within the margin of error.

OPM STRATEGIC PLAN GOAL II

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

OWR Goal 11 -- M

Third-party decisions that warrant OPM intervention are identified in order to obtain decisions that are consistent with civil service laws, rules, and policies.

The program goal was established to support Strategic Goal II to fulfill a statutory responsibility to formally intervene before third-parties to ensure proper interpretations of civil service laws, rules and regulations. 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 critical for achieving the goal. All appropriate decisions were reviewed to ensure that the goal was met.

While no HR Specialist survey data was available, we did receive informal feedback through letters and phone calls that reflect satisfaction in this area. A small data set on reversals makes it difficult to measure this aspect.

M All decisions of MSPB and appropriate FLRA, court, and arbitration decisions are reviewed and intervention or judicial review is recommended in appropriate cases. [Critical indicator]

This is the critical indicator because 5 USC Chapter 77 and Chapter 71 grant OPM the authority to intervene in the appeals/adjudicatory process to ensure that decisions are consistent with the laws and regulations under the Director’s authority.

All decisions of MSPB and appropriate FLRA, court, and arbitration decisions were reviewed and intervention or judicial review was recommended in appropriate cases. In FY 2000, we reviewed over 10,000 decisions and recommended formal OPM intervention in 5 cases.

M Improvement in the level of satisfaction of HR Specialists with regard to OPM’s intervention in employee disputes before arbitrators and MSPB, as measured by a 2% increase over FY 1999 levels in the percentage of favorable ratings in the CSS and/or informal customer feedback.

We have received informal feedback from employee relations specialists and agency attorneys through letters and telephone conversations which indicates increased customer satisfaction with respect to our intervention decisions.

Reported levels of satisfaction of HR Specialists were as follows:

The FY 2000 OPM Customer Satisfaction Survey did not include a survey of HR Specialists.

M Of those cases in which OPM intervenes or seeks reconsideration, an increasing number of decisions are reversed or are appealed to higher levels by DoJ.

During FY 2000, OPM intervened in or sought reconsideration of five MSPB decisions. In one case, MSPB reversed its prior decision and agreed with OPM. In one other case, the Board’s two members could not agree and the matter was appealed by the Department of Justice to the Federal Circuit where it is now pending. In the other three cases, we have yet to receive a decision from the Board. We also received final decisions in three cases in which we had intervened, sought reconsideration, or sought judicial review in prior years. In two of those cases, OPM’s position was adopted by the MSPB or court, while in the other case MSPB declined to reverse its prior decision and no further review by OPM was sought.

Since the number of interventions each year is very small (4-7 in recent years), this is not a useful measure. Furthermore, the result in terms of final MSPB action or further appeal is often not known until a year or more following the intervention. This indicator has been revised for FY 2001.

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.

OWR Goal 12 -- M

Federal agencies receive timely, accurate, clear, and useful advice and technical assistance to ensure that employee relations, employee health services, work and family, labor-management relations, and HR development are a positive part of agencies’ fully integrated HR systems. (This goal has been revised and will be found in Goal 7 in FY 2001.)

This program goal was established in support of Strategic Goal III in order to provide agencies with the most up-to-date and accurate information on policies and programs to prepare them for effective and efficient operations in the 21st century. There are four indicators to assess whether or not the goal is achieved. Of these, the first indicator was identified at the beginning of the year as critical for achieving the goal. This goal was met, as described below under the indicators.

While data from the HR Specialist survey was not available, data from a sample focus group, phone interviews, and anecdotal and qualitative data demonstrate that this goal was met. The Office of Work/Life Programs conducted a survey of agencies that implemented the child care subsidy and the results were excellent. We also are conducting an informal survey of agency work/life coordinators. Web email also provides an opportunity to give technical guidance. Use of web email has increased. We felt it was difficult to make a connection between OPM HRD strategy and agency awards and therefore have dropped this indicator in 2001. Website hits for HRD significantly increased in FY 2000. Data for other OWR areas was available only for six months, but did show an upward trend.

M Increase in the level of HR Specialists’ satisfaction with OPM’s information sharing and technical assistance concerning workforce relations policies, rules, and regulations as measured by a 2% increase over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) in the CSS and/or informal customer feedback. [Critical indicator]

This is the critical indicator because providing technical assistance to agency HR offices is a primary function of OWR. This assistance allows agency HR specialists to stay abreast of changing laws, regulations, and policies and to integrate new policies and initiatives into the Federal workforce efficiently.

Reported levels of satisfaction of HR Specialists were as follows:

While HR specialists were not surveyed in FY 2000, sample focus group data, phone interviews, anecdotal and qualitative data obtained by OWR offices indicates that there was an increase in satisfaction with our information and technical assistance in workforce relations. Summary data gathered from a focus group composed of HR Directors and Senior HR Specialists indicated that technical expertise was important to participants (mean of 9.9 and mode of 10). They thought that OHRD was providing an above average level quality of service in this area (mean of 8.8 and mode of 10). They indicated that information sharing was important (mean of 8.12 and mode of 10) and OHRD was providing above average level of quality of service (mean 6.74 and mode of 9). Anecdotal comments supporting this are:

“She knew what others were doing and was able to put you in touch with one another. That kind of referral/collaborative skill was very much needed in this community.”

“The most important thing OHRD does is communication which enables us to defend what we do in our HRD programs.”

“It is important to have easily accessible in a single place, things like the Training Policy Handbook and HRD Flexibilities.”

“Communication with an individual who will talk with you and be a reliable transfer of knowledge is far and above the most important thing. (Staff) does that.”

Stakeholder use of and anecdotal feedback on the Website substantiates increasing approval of subject matter and quality of technical assistance. The number of hits on the HRD Website shows steady growth and interest by the HRD community, strategic partners, and persons interested in HRD. This indicates that as the OHRD program grew, the Website extended our outreach and increased the scope and availability of HRD subjects and technical assistance. The increasing rate of approval is reflected in the following comments.

“The Learning Technology Theater is a very helpful site which is a good way to provide information among the Federal agencies as to what is occurring in learning technology. I’m assuming OPM will be maintaining this site as a dynamic, ever-evolving site as more and more technology is being introduced into the Federal community.”

“DOL is mentioned under two categories in the Theater which I was glad to see. We also have web-based training in the area of technology training and recently added Essential skills web training. I’d like to explore with you the feasibility of having this included on the site as well.”

“I really liked it (Learning Technology Theater) and want to use the WEB model for something we are planning.” (Department of Health & Human Services)

“I am a HR Manager of a company in Thailand and also will be a guest lecturer in University for Human Resources Management Course. I just visited your Website and found that you have many interesting publications. One of my favorites now is Training Needs Assessment Handbook.”

Increasing agency requests for policy workshops and evaluations of those workshops also indicate increased levels of satisfaction. OHRD provided training policy workshops for the Department of Interior, two for the Department of Justice, and the Small Agency Council. The evaluations from the Small Agency Council showed the workshop was the most highly rated of any that organization had ever received. Evaluations concerning OHRD learning events also indicate increasing levels of satisfaction. Evaluations of the learning event “Premiere: A Guide to Strategically Planning Training and Measuring Results,” which was attended by nearly 200 people, indicated that 90 percent agreed that they received beneficial information to take back to their organization. When asked about the guidance, learning activities, and tools that OHRD provided, 79 percent of participants agreed that this assistance was useful.

We conducted a survey of 99 Work/Life Program Coordinators in December 2000 to examine program availability, awareness and utilization, and to assess OPM services and management support of programs. We received 33 responses. Since the Work/Life Program Coordinators are our primary customers, their perceptions of our services are critical. They rate OPM program support very highly. We will use this as baseline data and repeat this survey annually.

Eleven agencies responded to an August 2000 phone survey dealing with the implementation of the child care subsidy. These agencies had implemented or were planning to implement the new program. The survey consisted of two questions. The rating scale was 1 to 5, 5 being the highest.

There were no studies conducted by OMSOE, GAO, or MSPB to assess employee satisfaction with regard to HR functions relevant to workforce relations policy areas.

M Surveys indicate that agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools. (This indicator duplicates an indicator under Goal 4. Measures explained in Goal 4 also apply here.)

This indicator was met. OWR used feedback from a structured focus group session as well as informal feedback from emails, telephone calls, etc., to measure this indicator.

OHRD has reprinted the Training Policy Handbook due to continuing agency requests and developed “HRD Flexibilities”. Both are posted on the Website. Agencies use of and requests for all documents has increased. Anecdotal comments about the documents indicate how agency HRD programs are effectively using them to develop their workforce.

“We will use the Training Policy handbook as a desk resource tool for the Training Specialists and Assistants. I like the fact that the Training Handbook summarized the most important regulations in one place. I also like that the full reference is cited for each heading so we can get additional information. I appreciate that the Handbook looked at all of the available references. We find it difficult in training to know where to go to look for guidance since many of our comprehensive instructions were eliminated and merged with others. We really want to be able to go to one place and find the answers. The Handbook will enable us to do that.”

“I am a HR Manager of a company in Thailand and also will be a guest lecturer in University for Human Resources Management Course. I just visited your Website and found that you have many interesting publications. One of my favorites now is Training Need Assessment Handbook.”

M HRD strategies and/or programs of at least five Federal departments or independent agencies are recognized as best in class by nationally recognized evaluative bodies (such as the American Society of Training and Development, Society for Performance Improvement, etc.). (This indicator duplicates an indicator under Goal 4. Measures are also duplicated here.)

We surveyed agency awards and programs to obtain this data. The American Society of Training and Development (ASTD), Society for Performance Improvement and the like are professional organizations in the forefront of HRD issues. Their awards highlight outstanding private and Federal organizations that exhibit exceptional innovation and accomplishments in the arena of HRD. Agencies receiving these awards are evaluated on HRD programs that develop their workforce. The five agencies we surveyed are:

(1) Tennessee Valley Authority-
Excellence in Practice Citation from ASTD

(2) Federal Aviation Administration-
International Personnel Management Association (IPMA), 2000 Agency Award for Excellence

(3) Federal Emergency Management Agency-
Telly Award

(4) Nuclear Regulatory Commission-
W. Edwards Deming Outstanding Training Award

(5) Alcohol Tobacco and Firearms-
Training Officers Conference Award

Although we collected data, it is difficult to relate a direct connection between OPM HRD strategies and agency awards. Validation is difficult. This indicator will be dropped in FY 2001.

OWR Goal 13-- M

Agency demonstration projects address employee relations, labor relations, and HRD issues effectively.

This program goal was established under Strategic Goal III to ensure that applicable OWR program areas thoroughly review and coordinate agency demonstration project issues to enable agencies to operate effectively. 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. This goal was met, as demonstrated by our review of all demonstration projects and development and promotion of two pieces of legislation -- academic degree flexibility and credentialing, along with an HRD Flexibilities document.

This goal is being dropped in FY 2001 because OWR cannot control the final content of the demonstration projects created by agencies. We will continue in our capacity as advisors to agencies on these issues.

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

Several agencies expressed appreciation to OWR components for the time they took to thoroughly review and consider demonstration project proposals. During the U.S. Army Communications Electronics Command (CECOM) and U.S. Army Tank-automotive and Armaments Command (TACOM) demonstration project review process, OHRD made suggestions, gave options and highlighted current flexibilities to assist DoD in overcoming their identified HRD obstacles. The projects were accepted by DoD and are in progress.

The question was not on the MSPQ survey. Anecdotal data reflect positive comments.

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

Demonstration project plans submitted by agencies detail how the proposed plan will address HRD issues that the agency wants to resolve through means outside of existing regulations. These plans are reviewed and coordinated by OHRD staff to assure that proposed changes in learning and education policies and programs will resolve the identified HRD issue without unintended impacts. Agency acceptance of proposed projects indicate agency mechanisms are planned to effectively address ER, LR and HRD issues. Periodic OMSOE review, positive comments and informal feedback in addition to customer satisfaction surveys conducted by OMSOE support this indicator. Successful demonstration projects resulted in legislative and regulatory changes that allowed for greater flexibility in agency HR practices.

Several demonstration projects addressed the need to enhance recruitment and retention, indicating that expanded authorities to pay for learning would be useful. The proposed legislation to expand the authority to pay for academic degrees and pay for credentials was in response to this need. A version of the OPM academic degree proposal (Section 1122 of H.R. 4205) was included in the DoD authorization bill for FY 2001. The proposed credentialing legislation has not yet been attached to a bill.

OWR Goal 14 -- M

Federal agencies receive timely, accurate, and useful advice and technical assistance to ensure that employee relations, employee health services, work and family, labor-management relations, and HRD are a positive part of agencies’ fully integrated HR systems.

This program goal was established under Strategic Goal III to provide agencies with up-to-date and accurate information that is used to enhance the workforce of the 21st century. There are four indicators of whether or not the goal is achieved. Of these, the first was identified at the beginning of the year as critical for achieving the goal. This goal was met, as described below under the indicators.

Evaluations of training sessions were used as a measurement and they consistently reflected very high ratings. These seminars and training opportunities have been filled to capacity. There has been a significant increase in the capacity at SOELR and there also continues to be a waiting list. Additionally, attendance at NPC workshops has increased. Anecdotal information indicates a high level of stakeholder satisfaction. This goal was identical to goal 12 of OWR’s FY 2000 annual plan. In the past, this duplication was necessary so that we could measure our S&E activities separately from our reimbursable fund activities. This has been changed in our future annual plans so that both types of activities are measured under one goal.

M Maintain a high level of satisfaction as expressed by conference, workshop, and seminar participants on evaluation sheets and/or orally. [Critical indicator]

This is the critical indicator because providing technical assistance to agency HR offices is a primary function of OWR. This assistance allows agency HR specialists to stay abreast of changing laws, regulations, and policies and to integrate new policies and initiatives into the Federal workforce efficiently.

Participants indicate very high levels of satisfaction as evidenced by both written and oral feedback at workshops and seminars. We provide different workshops and seminars each year. For this year, the Office of Work/Life Programs provided several workshops: (1) “United Fatherhood: Making the Difference in Children’s Development” was held on March 29, 2000, (2)“Kinship Care: Grandparents and Other Relatives Raising Children” was held on April 6, 2000, and (3) “Older American Month” was celebrated with a symposium on April 21, 2000. Mean ratings on all three seminars exceeded 4.0 on a 5-point scale.

M Consistent level of repeat conference, workshop, and seminar attendance.

Seminars, SOELR, and other workshops have been filled to capacity.

M Increase in demand for conferences/workshops as measured by the number of potential registrants on an established waiting list.

Despite a significant increase in SOELR capacity, a waiting list still formed. Attendance at NPC workshops has increased, as well.

M Periodic surveys of stakeholders reflect an increasing rate of approval in terms of subject matter and quality of presentations and technical assistance.

Anecdotal information and review of program evaluations from presentations indicates a high level of satisfaction among stakeholders.

OPM STRATEGIC PLAN GOAL IV

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

OWR Goal 15 -- M

Assistance is provided to Federal, State, and local Governments through Training and Management Assistance (TMA) to improve their human resource management and organizational effectiveness.

This program goal was established under Strategic Goal IV to support OPM’s efforts in offering Government agencies access to technical assistance from a variety of external sources in the areas of training and human resource management that meet their specific objectives. There are five indicators to assess whether or not this goal is achieved. Of these, the third, dollar amount of contractor invoices approved for payment, was identified at the beginning of the year as critical for achieving the goal. We met our goal by improving agencies’ HRM and organizational effectiveness as indicated by customer feedback and by ensuring the financial solvency of our program based on the workload indicators.

During FY 2000, TMA managed approximately 200 projects to support the strategic training and human resource management initiatives of numerous Federal agencies and the District of Columbia Government. The program recorded $43.7 million in income, exceeding its target by more than $500,000. This is the highest income total in TMA’s 20-year history. Agencies continue to recognize the substantial value of the professional and expeditious technical assistance and expertise TMA provides, as evidenced by informal customer feedback, anecdotal information, agency accomplishment of goals stated in the statement of work and management plan of projects, and swift resolution of project problems. Some examples of improved performance are highlighted below.

In FY 2000, TMA developed the last of 23 graduate-level courses for DoD’s Defense Leadership and Management Program (DLAMP). DLAMP is a systematic program of “joint” civilian leader training, education, and development within and across the DoD components and it supports DoD succession planning strategy. A key objective of the program is to develop civilians for greater responsibility in the DoD. Approximately 49 DLAMP participants and or graduates have been promoted to higher levels in DoD. As a result of this course development project TMA entered into an interagency agreement with DoD to further support their succession planning and leadership initiatives.

TMA is working with the Defense Acquisition University (DAU) to convert several of its acquisition courses from classroom training to web-based training. Two key HRM goals of this initiative were to increase the number of acquisition professionals receiving training and to reduce the costs associated with classroom training. For its Acquisition 101 course, DAU is now training an additional 3,700 students per year and estimates a three year cost avoidance of $13.3 million dollars.

In FY 2000, TMA worked with the U.S. Fish and Wildlife Service (FWS) to perform an analysis of the functions, responsibilities, and resources necessary to administer its Federal Aid program. A key objective of this analysis was to identify the appropriate staffing levels for the Federal Aid program. FWS is using the analysis results to implement new management systems and to make strategic decisions regarding the optimal staffing levels and types of personnel needed in its Federal Aid program across the country. The analysis has been well received by the U.S. Senate.

Workload Indicators

N Dollar amount of new and added funding for TMA projects increase 5% over FY 1998 levels.

This indicator was not met. In FY 1998, the dollar amount of new and added funding for TMA projects was $44,944,500. In FY 2000, new and added funding totaled $33,858,700. This is a decrease of 24.7%. This was an unrealistic target. The target should have been based on FY 1998 projected funding, rather than actual funding achieved. Information regarding TMA’s workload indicators is captured in its project tracking system, ProTrac. These workload indicators are used for day-to-day program information and management. Production reports are routinely published for TMA staff and management. Workload indicators are also provided to staff of the CFO and are included in OPM’s budget document.

The TMA program uses the workload indicators to measure the production and financial success of the program. No one indicator can be viewed in isolation in determining the accomplishment or failure of the program goal. The workload indicators work in tandem and must be viewed in totality.

In FY 1998, the dollar amount of work orders issued for TMA to perform was $32,187,200. In FY 2000, the dollar amount of work orders issued for TMA to perform was $33,782,100. This was an increase of 5.0%. Information regarding TMA’s workload indicators is captured in its project tracking system, ProTrac, and is included in OPM’s budget document.

In FY 1998, the dollar amount of contractor invoices approved for payment was $33,137,800. In FY 2000, the dollar amount approved for payment was $39,437,400, an increase of 19%. Payment of an invoice is an endorsement by the client agency that the product received met the established requirements. Information regarding TMA’s workload indicators is captured in its project tracking system, ProTrac, and is included in OPM’s budget document.

D As stated in our FY 1999 Performance Report, these indicators have been discontinued in OWR’s Performance Plan. We continue to maintain and monitor these data.

Customer Satisfaction Indicators

M Results gained from baseline data gathered and analyzed in FY 1999 from customers and contractors will be used to provide a basis that indicates 50% of problems identified are resolved.

During FY 2000, TMA maintained approximately 200 different projects in support of Federal agencies’ human resources systems. Of these, three projects incurred contractor performance problems that required management intervention. All issues were resolved to the satisfaction of client agencies, contractors, and OWR/TMA. Although there was an insufficient response rate on End-of -Project Evaluations from clients, the indicator was met based on informal customer feedback and anecdotal information. The following feedback was obtained from three sources: 1) interviews with clients and vendors, which were conducted by a marketing firm under contract with TMA to develop our Strategic Marketing Plan; 2) letters from clients; and 3) an End-of-Project Quality Assessment Survey.

“I would rate them high. They are proactive. They are careful to take care of the customers. Over the 6 or 7 years we have used them, they have been very responsive and cooperative… they resolve the issues.”

“OPM resolved this issue to my 100% satisfaction. We now have a very good product to distribute.”

“In summary, TMA has done whatever it takes to keep HCFA happy with the Training and Management Assistance process. We have been recommending the TMA process to other HCFA components, and your ‘business’ has grown at HCFA primarily due to TMA’s high standard of performance and ongoing record of accomplishment for delivering projects and keeping customers happy. Thank you!”

“The TMA vendor exceeded all expectations. Great!! The TMA project manager did a fantastic job of coordinating this project. She demonstrated customer service to a 5-star degree. Best customer service by a Federal employee I have received in 25 years of Federal work!”