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U.S.
Office of Personnel Management
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Recognizing those people and organizations who made the Combined Federal Campaign such a success seems particularly appropriate here in Cincinnati, a city named after the Roman General Cincinnatus.
Cincinnatus was the first person known to history who established and promoted the concept of the citizen soldier -- an ordinary citizen who steps in to defend the nation, and when the danger is past puts down the sword and resumes everyday life.
That concept resonates within the federal community. It is particularly appropriate to remember this considering that we meet here at the Department of Veterans Affairs Medical Center.
As I sat in the House chamber last night and listened to the President outline his three pillars for a stronger America, I was struck by how the federal workforce is already strengthening the nation along the same lines.
The Presidents vision encompasses an American economy that honors opportunity, a society that demands responsibility and a nation rooted in community.
Our federal community touches many other communities in this nation. And our federal community leads by example, not rhetoric.
We are particularly proud of our record of service to the multiple communities we live in.
The CFC is a case in point. The CFC is an example of putting your money where your heart is. We dont have to take part -- just as volunteers dont have to give of their time -- but we give of our money and of ourselves because we know its of vital importance to the community. Thats certainly true of those who were honored here today.
Indeed, federal employees make the difference in their communities -- both in their professional and personal lives -- in so many ways that remain unknown and unremarked by the community around them.
The nature of news is when it is good, it usually is under-reported. The very fact that the federal community receives so little mass media coverage is proof of how well you all are doing your jobs. It is the exceptions that get attention.
Believe me, because I am in a position to know: the President, the Vice President, his Cabinet -- myself especially -- know how much good and how much work you have been doing for our nation.
The federal workforce is also contributing to an economy that honors opportunity. Less than a year after President Clinton asked the agency heads of the nations largest employer to lead by example and take a part in helping American move from welfare to work, federal agencies have moved almost 2,500 people from the welfare rolls to payrolls. In the process, we are training many of them to assume the daytoday responsibility of being part of a workforce, many for the first time. And responsibility is the Presidents third pillar. A society that demands responsibility is reflected in a federal workplace that demands responsibility. That is why OPM has refocused on its core mission of defending the merit principles on which the career civil service is based.
We recently created our Office of Merit Systems Oversight and Effectiveness which is ensuring, among other things, that federal employees are recruited from all segments of our society and are selected and treated fairly and on the basis of merit.
Before we part company today, I hope you will share more of your ideas for me to bring back to Washington. Because we all know that the great business of the United States is done here in Cincinnati -- and throughout the nation and the world.
Delivering better customer service is key to the civil service improvements we will continue over the next few years. Weve all been through a great deal these past five years, most of it good, some of it difficult, but all of it extraordinary. We are making history.
President Clinton, in his State of the Union Address last night, emphasized the importance of his balanced budget to the nations future. When he took office in 1993, the deficit for just this year was was projected at $357 billion -- and rising. Instead, the fiscal discipline the President brought to Washington spurred an economic boom that has created more than 14.3 million new jobs overall, and the healthiest economy in years -- and did what the critics said could not be done, brought the federal budget into balance.
We in this room know that the balanced budget is possible -- in no small measure -- to the federal workforce. Its downsizing reduced the career ranks of the federal workforce by almost 15 percent since 1993.
That downsizing has taken 331,000 people out of the federal ranks -- or enough people to fill the San Diego stadium where the Super Bowl was just played four times.
And thanks to our go-the-extra-mile efforts and the robust overall economy, those leaving federal service almost all landed on their feet. We had to resort to reductions-in-force for less than 10 percent of our downsizing. Buyouts and career transition effectively pared the workforce as painlessly as possible. And at OPM, we even created a new private sector company owned by its employees -- who were formerly federal personnel employed by our Investigations unit.
That Employee Stock Ownership Plan is succeeding beyond our expectations, providing $70 million in value to the taxpayer in just five years, and providing a livelihood to our former workers that in some ways exceeds what they formerly enjoyed. It completely satisfied the three goals we set: generate savings for the taxpayer, make it a seamless transition for the taxpayers, and treat the units employees in a humane fashion.
Yes, this downsizing process was painful. But, as the President said last night, it all begins with fiscal discipline.
We did it despite the pain. We did it, because, frankly, the American people demanded that it be done. And for the first time in our lifetimes, the federal workforce is no longer a political campaign issue, but again a source of pride to all America.
Just last Wednesday -- January 21 -- the Washington Post reported that its most recent news poll found -- and I quote -- that Americans are far more satisfied now than at any time in recent years with .... the performance of the federal government.
The poll showed that even among that group whose members are most dissatisfied with government, the satisfaction rate has increased from 20 percent in 1995 to 44 percent today.
Think of that! In three years, your efforts and the Presidents reinventing government initiatives more than doubled the satisfaction rate among the most severe critics. You deserve a hand for what you have accomplished, and on behalf of the President I congratulate you. For the first time in our lifetimes, instead of just talking about reforming federal government -- creating a government that costs less and works better -- action has been taken. And that action will continue.
We have downsized to the point that the career civilian federal workforce has reached its smallest size in three decades -- from 2.1 million workers to 1.8 million.
We are all, as a result, working harder and smarter.
Working harder and smarter is imperative as we head into a new millenium. And it took extraordinary effort from you, the leaders of our career civil service, to make history. The imperative to work smarter is why we are taking a close and long look at new human resources management initiatives -- an area in which I hope you will share your expertise with me during the question and answer session.
We at OPM are developing human resource management initiatives. We are now taking only the preliminary steps, so forgive me for being less specific than I would like. I know this group will be paying rapt attention as specifics do emerge.
And, I do want the opportunity to hear from you regarding what would most advance human resources management for the United States government.
But, in general, we recognize that agencies remain unsatisfied with the degree of change they have seen and want more flexibility and accountability. The Hill providing selected agencies with a few personnel flexibilities is not effective reform. Congress itself is examining -- and is expected to propose -- a package of Civil Service initiatives this year.
Clearly, we will all be monitoring those developments and OPM will offer its services to Congress to modify and improve any suggestions to the fullest extent possible.
But be assured, the Office of Personnel Management is working on its own initiatives to create the Civil Service of the future. I believe it is critical that OPM step out and provide substantive policy leadership in the year ahead. OPM is the governments central human resources management agency. We believe a rational, systematic approach to changing human resources management policies is necessary. The goal is to create a system that blends flexibility with consistency; and one that balances that flexibility with accountability.
Yes, we are putting together a set of human resources initiatives for 1998. Our starting point was the issues raised by the federal human resources community and managers and other stakeholders in the past.
Based on this foundation, we have come up with a framework of proposals. Many will require legislation, but some will take only administrative action.
This framework sets my agenda for OPM and federal human resources management for 1998 -- and beyond.
I envision an OPM that equips agencies with the flexibilities you need to manage your human resources strategically. Those flexibilities will let you accommodate your different missions, work forces, technologies, and cultures.
At the same time, I see an OPM that continues to serve fundamental, broad interests that the government has as an employer.
These governmentwide interests and values include the merit system, veterans preference, fair treatment, accountability, effective labor-management relations, and providing employee benefits that evolve to meet employee needs.
Through this agenda OPM will continue to accomplish its own strategic objectives, and carry out our mission as a central management agency. OPM will continue to provide policy leadership and technical expertise. We will continue to meet the needs of the public, of the President, of employees and managers, and of agencies.
Youll be hearing and seeing more about this agenda in the future. We will continue to work with you, with your suggestions and experience and ideas, as OPM moves forward.
Of course, it is up to you leaders of the federal career workforce to lead change. Thats why we at the Office of Personnel Management recently revised the Executive Core Qualifications for the Senior Executive Service.
These basic qualifications are used to evaluate the executive expertise of applicants for the SES.
As you perhaps are aware, these new qualifications went into effect on January 1.
I have some copies of the Senior Executive Service Executive Core Qualifications with me. They are also included in the most recent copy of the Senior Executive Service Winter 1998 newsletter, which went out in the mail just this Monday.
I probably dont have enough for everyone, but dont worry -- theyre in the mail. If you cant wait, weve got some here you may pick up when we recess.
The five fundamental executive qualifications are:
Administration officials realize that the transformation of government requires your leadership. Vice President Al Gore has said that senior executives are the key, the critical element you are absolutely essential to the success of government.
This is why we take great care to select and develop executives who have the executive skills and expertise to lead our government into the 21st century. While technical competence and job-specific qualifications are important, it is the executive leadership skills that are essential in today's environment of change.
It's not going to be enough to be good managers we need people who will drive change, not be driven by it. Our update represents a change in approach to management: it's leading and making things happen. It's moving from managing your human resources to leading people. There's a new emphasis on team building, service motivation, and creativity.
We want to improve the selection process as well.
As part of this effort, we've started a series of briefings on the core qualifications for SES candidates, human resources staffs, and others who are interested. We also provide practical guidance on how to document Executive Core Qualifications experience in application packages for SES jobs.
Weve held three of these sessions at OPMs Theodore Roosevelt Building in Washington D.C. and plan two more -- on February 12 and 26.
The response has been almost overwhelming.
We are working with agency executive personnel managers to give these briefings on a regular basis throughout the year, and to bring the briefings to locations throughout the nation. We'll be asking the FEBs for advice about this.
We will also be working with our stakeholders to try and improve the selection process within the agencies -- to encourage agencies to focus on the importance of executive qualifications as well as technical competency.
Selecting executives with excellent leadership skills and making the selection process more effective will ultimately improve the executive management of the government and prepare us to meet the challenges of the next century -- which is literally just around the corner.
I am proud that we are building the governmental framework for that bridge that will take our entire nation into the 21st Century. I am pleased we are together in this endeavor. For what you have done, and what you will do, I thank you.
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Web page created 28 January 1998