FY 1999 Performance Report

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Two words – reformed and reinvented – aptly describe the metamorphosis that has occurred within OPM since 1993.

The Reinvention of OPM

OPM is leading a transformation of HRM to meet the challenges of the 21st century, but to be an effective change agent throughout Government, OPM had to first change itself. Two words – reformed and reinvented – aptly describe the metamorphosis that has occurred within OPM since 1993. We are 52 percent leaner than we were six years ago. We are more agile, efficient and strategic in our outlook. We are more responsive and flexible, more customer-focused, less prescriptive, and our policies and systems are more "user friendly" than they were just a few short years ago.

We have worked diligently to change both the image and the reality of OPM from "rule-maker" and "police officer" to "effective leader" and "strategic partner." We moved toward a policy of decentralizing HRM systems and delegating authorities to agencies to the greatest extent possible. The primary goal of these efforts was to bring hiring and performance management decisions closer to the line managers who are directly responsible for accomplishing each agency's specific mission. In addition to providing services and technical assistance to agencies under current systems, we are working closely with our stakeholders to develop proposals for improvements in all areas of HRM. Of course, as we seek new options, we remain firmly committed to the merit system principles, veterans' preference, and laws and policies supporting a diverse workforce.

Because of the significant legislation and policy changes introduced this year, we have made significant progress towards reaching our goal of making the Federal Government the model employer for the Nation.