Performance and Accountability 2001 Homepage Annual Performance Goals and Results Performance for FY 2001 Goals and Objectives —     Strategic Goal I     Strategic Goal II     Strategic Goal III     Strategic Goal IV     Corporate      Management      Strategies and      Internal Goals Completeness and Reliability of Performance Data

 

Annual Performance Goals and Results

Performance for FY 2001 Goals and Objectives

 

Strategic Goal I.

Our FY 2001 Annual Performance Plan described 24 annual performance goals and 12 Strategic Objectives under Strategic Goal I. We met 21 of these and, in so doing, improved the ability of employing agencies to recruit and retain a workforce that is citizen-centered, results-oriented, market-based, and characterized by quality of service.

Office of the Director Goal: Shape the Administration's direction on Federal human resources policy issues.

OPM met this goal by playing a key role in FY 2001 to support the President's human capital management reform initiative. The agency collaborated with OMB to define the objectives and identify effective strategies for the workforce analyses and restructuring plans required from all agencies as the first step in this initiative. It provided training sessions for top agency executives and OMB examiners on these objectives and strategies. It also provided direct assistance to agencies, including advice and models for conducting workforce analyses and direct statistical computations when requested by agencies. OPM partnered with OMB to develop the Standards for Success for assessing the status and progress made on the human capital initiative for the Executive Branch Scorecard for the President's Management Reform Agenda. The agency established a firm footing for more robust measurement of effective human capital management by collaborating with a private sector consortium to identify the most useful measures of the impact of human capital actions on achieving mission results. This project, conducted with the assistance of the Human Resources Management Council, resulted in the OPM Human Capital Scorecard, a tool for assisting agencies to improve their management and deployment of human resources. The Scorecard, which complements the Executive Scorecard, was issued in December 2001.

	At this critical time in our nation's history, when freedom and liberty are on the line, government has serious responsibilities. We need capable and talented citizens doing those important jobs. We need them in the federal government, we need them in state government, and we need them in our local governments. — Kay Coles James address to the Virginia Human Resource Conference

OPM played a direct role in the government's response to the terrorist attack on the United States. OPM's extensive communication network with agencies was used to determine, within hours, the numbers of Federal employees directly affected through either personal loss or damage to their workplace. Within days, Director James was working with the President's staff (and later the Office of Homeland Security), the D.C. Mayor's office and the Metropolitan Washington Council of Governments to develop better plans for handling future security emergencies in the Washington, D.C. area and emergencies affecting Federal workers nationwide. Also within days, OPM took actions to enable agencies to staff positions critical to the War on Terrorism, such as implementing emergency hiring flexibilities, establishing a Patriot Readiness Center where retired Federal employees could register to re-enter the workforce in critical positions, and completing background investigations and fingerprints. OPM continued to provide assistance as FY 2002 began, for example, by creating a Homeland Readiness and Security Jobs link in USAJOBS.

In the FY 2001 HR Directors' Customer Satisfaction Survey, 79% agreed that OPM focuses on the appropriate issues, initiatives, projects and policies. In addition, 76% agreed that OPM provides useful human capital policy guidance, programs and strategies, and 85% agreed that OPM collaborates effectively with agencies in the development of effective human capital management actions and strategies.

Strategic Objective: A flexible, competitive and performance-oriented compensation and benefits environment that allows the Government to recruit, manage and retain a quality Federal workforce is developed by FY 2002.

Options for performance-oriented approaches to strategic compensation in the Federal government are formulated and vetted among stakeholders so that legislative proposals can be drafted and forwarded for action.

Performance improvements in agencies throughout the government are promoted by maintaining a flexible, decentralized policy framework for managing employee performance, particularly through the effective use of appraisals and awards.

The Federal employee benefit programs are enhanced to offer a more flexible range of benefits as OPM develops proposals for new benefit offerings and implements new programs.

The strategic objective is on schedule as the three annual goals supporting it were met. OPM worked on some initial internal planning documents that included some options for making far-reaching proposals for altering the pay and job evaluation systems for Federal white-collar work. After initial vetting of these pre-decisional documents with senior OPM officials, the agency undertook preparation of a white paper to lay out the case for modernizing Federal pay. The paper also raises the issues that will have to be addressed to deal with the problems of the current systems and establish modern systems where performance would be valued and rewarded more than hierarchy and time in service.

To support the President's management goal of ensuring a citizen-centered, results-oriented, and market-based government, the agency developed a workshop about measurement of managerial performance using balanced measures of results. The workshop was extremely well received at the Strategic Compensation Conference. With its emphasis on results and assessment of customer and employee perceptions, this material serves the President's management agenda particularly well. In addition, the measurement approaches the workshop covers are well suited to establishing links between pay and performance.

In addition to taking the long view for modernizing compensation, OPM worked on other compensation initiatives. It supported the President's Freedom to Manage initiative by working closely with OMB to complete drafting and revision of legislative proposals. The agency issued final criteria under which the Internal Revenue Service may establish broadbanding systems and continued to confer with them about their application. It convened an internal cross-program working group to consider a comprehensive approach to compensation and benefits for kinds of various law enforcement work. This latter effort could take on additional significance in the wake of the events of September 11.

MSPQ Result	FY 1999 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Performance appraisals are fair	64%	67%	66%	66%

OPM continued to convene stakeholder discussion groups as outlined in the Strategic Compensation Initiative process. These groups examined technical and policy issues to identify approaches that might be relevant and useful in Federal organizations. Part of the effort included drafting a set of goals and principles for a reformed Federal compensation environment and vetting them with stakeholder leadership for reaction and refinement. These goals and principles are intended to help guide the specific proposals for reform.

The agency achieved the major milestones in its benefits design and policy agenda and met its scheduled commitments for the Long-Term Care Security and the Federal Erroneous Retirement Coverage Correction Acts (FERCCA). The Federal Long Term Care Insurance Program provides Federal employees with greater flexibility in selecting benefit options to meet their individual needs, while FERCCA provides affected employees the option of correcting their retirement coverage status.

Employees' perceive that individual performance appraisal is a fair reflection of their performance as measured by a 1% increase in the percentage of favorable ratings in the annual Merit Systems Principles Questionnaire. This increase is an annual increment to reach a 5-year strategic target of a 5% increase in favorable ratings.

In our most dynamic and successful corporations, modernized HR departments help their corporate executives determine future workforce needs with strategic planning and competitive analysis, providing a firm foundation and a business case for their recruitment, retention, compensation and employee training programs. They look at their personnel not as "overhead," not as a "cost of doing business," but as "strategic human capital" to be managed and invested in. —Kay Coles James Nov. 15, Excellence In Government

Strategic Objective: A model for workforce planning, analysis, and forecasting, plus state-of-the-art tools and strategies for recruitment, selection and succession planning, are available to agencies by FY 2002.

A model for workforce planning, analysis, and forecasting (initially enhanced by a direct link to Census, Labor, and education 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.

Neither the annual goal nor the strategic objective were met during FY 2001 since OPM did not finalize the requirements for the comprehensive version of the Workforce Planning and Analysis Model. However, the agency made progress on this initiative as it expanded its governmentwide leadership role in workforce planning by educating and assisting the Federal community with their workforce analysis and restructuring plans as required by the President's Management Agenda.

To complete the initiative, OPM established a team to research tools already developed that could be shared, and learned about Army's Workforce Analysis and Forecasting system. The agency jointly sponsored with Army a seminar to showcase the Army tool. OPM continues to maintain and update a comprehensive collection of workforce planning tools available to agencies, including the Army system, through its Workforce Planning Web site.

An online workforce planning guide was added to the Federal Workforce Planning Model Web site in December 2000. The Web site and guide served as a roadmap for assisting agencies with their workforce analysis and workforce restructuring plan. The agency also added competency assessment tools to the Web site in June, allowing agencies to identify skill gaps in their current workforce.

Strategic Objective: Federal agencies have an increased understanding of and commitment to a family-friendly workplace culture that helps workers balance their careers and personal responsibilities. To promote work/life and wellness programs governmentwide and provide agencies with policy guidance and information resources on a full range of work/life and wellness initiatives.

To promote work/life and wellness programs governmentwide and provide agencies with policy guidance and information resources on a full range of work/life and wellness initiatives.

It's a management imperative that we start making better use of telework in the federal government if we are going to be competitive employers in the 21st Century. —Kay Coles James

Both the annual goals and strategic objective were met. OPM staged a series of conferences, seminars, and working groups that attracted representatives of many Federal agencies and consistently achieved high ratings for the quality of service provided.

In January and March the agency conducted Employee Assistance Program (EAP) Roundtable meetings with representatives of 29 agencies to facilitate peer-networking discussions. In March 2001 more than 300 people attended the seminar "Telecommuting Works," which addressed how work/life practitioners, managers, supervisors, and program coordinators could implement strategies to advance telecommuting in their agencies. Two months later, representatives of 50 agencies attended a meeting on the child-care subsidies program, which provided program updates and guidance as well as a discussion of agency experiences. In June the agency sponsored a semi-annual meeting for Federal Work/Life Coordinators. It also conducted presentations in May and June to Federal Executive Boards in Chicago and Seattle on how to implement, support, advance, and promote telework in the Federal sector.

Although the survey of HR Directors revealed that the agency hasn't met the targets set for leadership in many of its work life programs, two indicators improved over previous years' results and another was just a point shy of the target.

	Percent Satisfied with Policy Leadership
Program Area	FY 1998 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Work & Family Programs	90%	94%	94%	93%
Workplace Violence	90%	82%	90%	84%
Employee Assistance Program	84%	72%	84%	70%
Health Promotion/Disease Prevention	47%	66%	68%	74%

Strategic Objective: Effective and cooperative labor-management relationships continually improve performance and service to the public.

Federal agencies have increased understanding and commitment to effective employee and labor-management relationships that improve performance and service to the public.

OPM met its annual goal during FY 2001 and is meeting this strategic objective as the agency achieved several performance indicators it established for FY 2001. For instance, surveys of participants in appropriate HRMC Networks and at the Symposium on Employee and Labor Relations (SOELR) demonstrated that agency specialists are satisfied with OPM leadership in this area.

In addition, thirteen proposed or final regulations were sent out for comment to unions holding governmentwide consultation rights. The agency also contacted the unions directly to discuss proposed policy changes in greater detail and to schedule briefings. The agency held six meetings of the HRMC Network on Employee Relations and six more on the HRMC Network on Labor Relations, as well as an Open ER Forum Meeting. These sessions covered new case law, new and proposed legislation, Executive orders and Administration policies, and continuing and emerging issues, such as computer misuse and the anthrax crisis.

While employees' perceptions regarding how poor performance is addressed fell short of the target set for FY 2001, this indicator remains just above 30 percent.

MSPQ Result	FY 1999 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Steps are taken to deal with poor performers	32%	31%	34%	32%

Strategic Objective: Streamlined agency hiring, which incorporates new hiring authorities, computer technology for on-the-spot examining and an assortment of competency-based employment assessment tools that can be tailored to agency requirements, is in place by FY 2003.

Flexible, cost-effective, governmentwide intern programs that incorporate competency-based assessment tools are available so that agencies can identify high quality, diverse candidates for mission critical occupations.

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

OPM met both of the annual goals during FY 2001 and are on the way toward meeting this strategic objective in FY 2003.

For instance, new hiring programs and expanded assessment tools were established to meet agency needs. In addition, the agency rolled out the Federal Career Intern Program at a presentation before Federal agency representatives on January 2001, and followed up with presentations at the National Academy of Public Administration in February, at a Career Services Conference in Puerto Rico in May, and at the Performance Institute in July. OPM also covered assessment options for use with the Program at the Solutions Workshop in Atlanta in July.

The Performance America network, established to promote the development of high-performance organizations, continues to grow, and members are moving toward Internet-based administration of the Organizational Assessment Survey (OAS). It now includes approximately 40 organizations, with $1.7 million in new business. OPM continued to develop the Performance America Assessor, an Internet-based suite of applications for survey creation, response collection, and results distribution, incorporating new features such as the ability to provide online surveys in Spanish.

Strategic Objective: By FY 2003, governmentwide hiring selections are based on broader measures of job-related competencies, and occupation definitions are aligned so that they are compatible with those used in the private sector.

A validated competency-based approach to qualification standards and assessment policies are implemented governmentwide.

OPM did not meet the annual goal but is still progressing toward the strategic objective. The agency made great strides in improving governmentwide qualification standards and assessment policies. It undertook governmentwide studies for Information Technology (IT), Science and Engineering, and Trades and Labor occupations. The IT survey was administered and preliminary analyses conducted. As a result of the Accountant and Information Technology pilots, the agency is making significant changes in its original strategy. It is now collecting additional data and making changes to the original profile design to ensure the new standard conforms to human resources statutes and regulations. The pilots highlighted a need for a more comprehensive strategy that will make implementation of the new standards more helpful to Federal agencies. It is rewriting the operational guide for implementing competency-based job profiles to incorporate these changes.

Strategic Objective: Human resources development strategies result in Federal training being a more outcome-oriented, measurable improvement function by FY 2004.

OWR human resource development (HRD) leadership enhances workforce performance, increases use of learning strategies to achieve organizational performance goals, and improves HRD management.

OPM is meeting this strategic objective. Its leadership activities and advisory and consultative roles with agencies and organizations outside the government have provided methods and tools to enable agencies to implement and enhance their HRD strategies to address their workforce development needs.

The agency led an interagency workgroup that developed and presented two workshops on integrating training into the strategic planning process, "Make a Wise Investment: Plan Training Strategically and Get Results." It also conducted two meetings of the Training Technology Implementation Group via satellite broadcast so that agency field staff could participate.

The percentage of employees who believe that workers receive training needed to improve organizational performance rose 4 percentage points in FY 2001, after declining slightly in FY 2000

MSPQ Result	FY 1999 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Employees are educated and trained when it will result in better organizational performance	58%	57%	62%	61%

Strategic Objective: Efficient and cost-effective human resources technology improvements, designed through the governmentwide Human Resources Technology Council, are available to all agencies by FY 2004.

Governmentwide human resources business process redesign, systems modernization efforts, and planning initiatives to fully exploit the use of modern automated technologies are pursued by the Human Resources Technology Council (HRTC) as a result of the leadership and support provided by OPM.

Governmentwide human resources management (HRM) recordkeeping and reporting practices are reengineered to facilitate the use of human resources data and to streamline and improve HRM reporting governmentwide.

OPM met both of the HRTC related goals during the year and is on track to achieve its strategic objective. The agency made significant progress planning for the design and development of the Human Resources Data Network (HRDN) and the identification of the data it will receive, exchange, and store. It identified data from more than 115 paper forms currently stored in 1.8 million personnel record folders. The HRDN Program is now positioned to standardize for all agencies the data required for an electronic Official Personnel File, data required for exchange between government agencies, data required by agencies and oversight entities to analyze HR policy effectiveness and workforce management, and data required for employee review.

Eight major deliverables were completed using interagency workgroups, program staff, and contractors. All products were completed within schedule, and within terms of firm, fixed-priced contracts (where appropriate), and at acceptable quality standards.

Strategic Objective: The personnel security community makes effective use of the investigative policy we establish and the leadership we provide as a member of the U.S. Security Policy Forum.

Only suitable applicants, appointees and employees are hired for, and remain in, the Federal competitive service.

Promote uniform application of investigative standards mandated by statute and Executive order by developing and implementing governmentwide investigative policy.

Both of the annual goals and this strategic objective were met. OPM customers continue to report a very high level of satisfaction with our leadership in investigative policy.

The number of directed removals was lower than expected because the agency received fewer serious issue cases requiring OPM intervention. Of the 1,588 determinations made in FY 2001, only one has been reversed upon appeal to the Merit Systems Protection Board. One determination was also affirmed in OPM's favor by a Federal Circuit Court.

Performance Indicators	FY 1999 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Determinations Completed	1,560	1,433	1,500	1,588
Directed Removals	58	37	100	41

During the security/suitability appraisals conducted in FY 2001, OPM again paid particular attention to agencies' implementation of the investigative standards and adjudicative guidelines approved by the President in 1998. The agency reviewed agencies' internal regulations to ensure that full implementation had taken place. If they had not been fully implemented, OPM worked with the agency to ensure that they were on course for compliance with the Presidential mandate. The agency has found that it needs to continue to educate agencies in this area to ensure that they are in full compliance. OPM gathers this information in its security appraisal visits and/or through conversations with agency representatives. Although the agency did not survey HR Specialists about their satisfaction with its information sharing on suitability determinations, other customer surveys revealed satisfaction levels near 90% or better, as shown below. OPM is working with its customers to address any concerns about case content and quality.

HR Specialists Customer Satisfaction	FY 1998 Results	FY 1999 Results	FY 2001 Target	FY 2001 Actual
Satisfaction with Content & Quality	94%	97%	95%	93%
Satisfaction with Timeliness	87%	90%	87%	89%
Satisfaction with Policy Guidance & Support	87%	92%	88%	95%

Strategic Objective: By FY 2004, the government's executive personnel systems will appropriately distinguish leadership and technical/professional attributes and help agencies develop, select and manage an exceptional executive corps.

Complete the first phase of a comprehensive, long-term study of the organization, structure, and composition of the Senior Executive Service and other senior personnel systems.

Agency SES performance management systems help to improve individual and organizational performance, hold executives accountable for results, and provide an adequate basis for personnel decisions.

While OPM did not meet the first of its two annual goals pertaining to the executive personnel system, the agency continues to work toward our strategic objective. OPM planned to begin the review of legislative history, studies, and reports on the structure of the SES and to hold informal meetings and discussions with stakeholders in order to develop a series of draft options or alternative structures. However, priority activities related to the extended Presidential transition and lack of sufficient staff caused the agency to defer the bulk of the effort until FY 2002. This effort will include a special study that will compile background information to support the structure study.

In October 2000, OPM published revised governmentwide performance management regulations for the SES which emphasize accountability for results, increase agency flexibility to develop performance management systems tailored to their needs, and require consideration of customer satisfaction and employee perspective in performance plans and evaluations.

Strategic Objective: Clear and effective human resources regulations, policies, and guidance continue to be developed, implemented, and communicated to support agencies' missions and to carry out the will of the Congress and of the President, as expressed in law and directive.

Improve HRM policies and programs so that they are more effective, efficient, and mission focused.

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

Regulations and guidance needed to carry out the policies of a new Congress and a new President, to meet emerging needs and to "fine-tune" policies newly implemented in FY 2000, are developed and communicated to agencies for use when recruiting, selecting, promoting, reassigning, or downsizing.

Needed changes in all significant workforce compensation and performance policies and programs are identified, and changes are introduced so that Federal agencies are better equipped to respond to changing human resources needs in the 21st century.

Governmentwide position classification and job grading systems are improved to include more up-to-date standards and to apply more streamlined approaches to classification.

Federal workforce diversity and veteran hiring efforts for Executive Branch departments and agencies are monitored and reported on, and policies, guidance, and strategies are developed, to assist agencies in increasing diversity levels in key Federal occupations and at key pipeline grade levels as they endeavor to achieve a workforce representing all segments of society, honoring national values placed in law.

OPM met all of the six annual goals for this strategic objective during FY 2001 and is achieving the objective. The agency developed and implemented clear and timely human resources policies, regulations, and guidance throughout the year in accordance with the initiatives of the new Administration.

Also, OPM issued five reports in FY 2001 that should have significant impact on human resources management. For example, one report issued a "wake-up" call to agencies to improve their selection and development of supervisors in anticipation of the large number of impending retirements. The report's findings were widely reported in the media. The agency's other studies were: "Telework Works: A Compendium of Success Stories," "Veterans: Getting Their Preference," "Federal Benefits Counseling," and a follow-up to a 1997 OPM study on the extent to which Federal agencies announce vacancies that require public notice. This follow-up study found a nine percent increase in the number of vacancies that receive public notice.

The agency finished research on four special studies in FY 2001 and began research on nine new special studies. Some of these topics are: pass/fail performance rating, alternative dispute resolution, Internet recruitment, job analysis, merit promotion, awards, quality step increases, how work/life programs help recruitment and retention, and why individuals should answer the call to Federal service. Some of these studies will be published for external audiences; all of them will provide input to OPM policy-making efforts.

OPM continued to oversee evaluations of all active demonstration projects and approved the baseline/implementation report for the Acquisition Demonstration Project. It also conducted an on-site evaluation at one of this project's sites to assess allegations of adverse impact on protected groups.

The agency also continued to entertain demonstration project inquiries from agencies. Work began in earnest to develop a proposed new demonstration project creating a senior professional corps at IRS to parallel the SES, but focusing more on high-level technical rather than executive competencies. In addition, even though DoD Laboratory Demonstration Projects were removed from OPM authority, OPM continued to monitor implementation, conduct, and evaluation of these projects through participation in the Laboratory Quality Improvement Panel (LQIP) and ongoing dialogue with project managers.

Lessons learned from demonstration projects had a major impact on the development of the Administration's proposed Managerial Flexibility Act of 2001. Some of the flexibilities proposed in the bill for application across government were first successfully tested as demonstration projects, such as the categorical grouping of job applicants in lieu of numerical rating and ranking. The Act would expand the demonstration project authority itself by streamlining its provisions and by creating an Alternative Personnel System authority which would allow tested innovations, like pay banding, to be applied administratively by OPM to agencies that wish to adopt them. In this way the impact of demonstration projects would be permanently multiplied, by allowing them to spread without a special act of Congress.

Sixty-five percent of employees believe that workers are treated fairly and equitably, as demonstrated by the FY 2001 Merit Systems Principles Questionnaire.

MSPQ Result	FY 1999 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Employees Treated Fairly and Equitably	63%	65%	65%	65%

OPM worked closely with OMB to develop and refine a series of legislative proposals that were incorporated into the new Administration's first major legislative proposal designed to address strategic human capital issues. Part of the President's Management Agenda announced in August 2001, this proposal includes a number of new pay flexibilities designed to improve the usefulness of recruitment and relocation bonuses, retention allowances, and special salary rates. The package also includes provisions designed to simplify and restore confidence in the fairness of individual pay administration determinations.

In response to requests from the Chief Information Officers (CIO) Council and human resources directors for additional compensation flexibility to address IT recruitment and retention problems, the agency authorized new special salary rates for about 33,000 current IT workers governmentwide in January 2001. This action won praise from the CIO Council and the National Academy of Public Administration as a necessary first step toward resolving these issues.

In response to concerns about employees who are required to perform long hours of overtime work in connection with the national emergency that began on September 11, 2001, OPM developed a legislative proposal to increase the annual premium pay limitation when the President declares an emergency.

As a part of a broad-based initiative to encourage telecommuting among Federal agencies, the agency reviewed management policies and guidance to ensure that these adequately support successful results-based performance management for employees who telecommute. It ensured that policies and guidance were broadly written to cover management of off-site work.

Weighted Average Age of Classification Standards
FY 1999	FY 2000	FY 2001 Target	FY 2001 Actual
219	228	217	187

OPM issued six new job family classification standards in FY 2001, resulting in a substantial decline in the average age of classification standards, weighted by Federal population size. One of these new standards covered IT specialists and was part of the agency's integrated effort to improve HR systems to meet current needs. OPM worked with the CIO Council in developing that standard.

OPM's surveys of human resources directors report the following:

	Percent satisfied with policy leadership*
HR Directors	FY 1998 Results	FY 2000 Results	FY 2001 Target	FY 2001 Actual
Suitability Determinations	70%	58%	72%	86%
Employment Information	84%	86%	86%	86%
Selection and Promotion	76%	76%	78%	89%
Workforce Restructuring	81%	79%	80%	53%
Performance Management	85%	78%	80%	80%
Position Classification and Management	58%	68%	70%	82%
Pay and Leave Administration	78%	87%	87%	91%
Federal Wage System	67%	72%	69%	74%
*In the FY 2001 survey, the question was changed to focus on the usefulness of OPM policy guidance.

After consulting with the Federal human resources community, OPM made permanent the Interagency Career Transition Assistance Program and the Career Transition Assistance Program. These programs extended the safety net for displaced employees by giving them priority placement, but only in jobs for which they are well qualified and for which they specifically apply.

In order to streamline Federal hiring and promotion processes, the agency updated or abolished 109 wage grade and General Schedule qualification standards, and created or amended numerous excepted service appointing authorities to help shorten the time it takes to hire new employees.

Proportion of Federal Workforce	FY 1999 Results	FY 2000 Results	FY 2001 Results
Women	43.5%	43.8%	44.0%
All minorities	30.0%	30.4%	30.8%
Hispanics	6.4%	6.6%	6.7%

OPM conducted two workshops about the Federal Equal Opportunity Recruitment Program (FEORP) regulations and Federal agency roles and reporting requirements. More than 200 agency representatives attended.

Strategic Objective: Support the Voting Rights Act of 1965 (Public Law 89-110) by providing observers for elections, and examining and producing lists of eligible voters who are protected under the provisions of the Act.

To ensure voting rights are protected under the Voting Rights Act.

OPM continued supporting the Voting Rights Act and protecting voting rights during FY 2001 as it provided 651 observers and 48 examiners in 14 states, covering 364 polling places. This included support for 18 elections held at locations where the predominate language of voters was other than English.

 

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