FY 1999 Performance Report

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Strategic Progress

Met: Indicates that the majority or the most important of the indicators–under our multi-measurement system–for a specific goal were met as planned.
Deferred: Internal changes in resources or priorities led to deferring the goal or indicator until FY 2000.
Progress: Indicates a goal or measure that was not reached, but significant progress was made.
No Data: Indicates a goal or measure for which no data were available for FY 1999, as originally planned.

Strategic Goal I.

Provide policy direction and leadership to recruit and retain the Federal workforce required for the 21st Century.

Strategic Goal I.

Our FY 1999 Performance Plan describes 46 Annual Performance Goals that OPM program offices pursued to move toward our strategic goal to provide policy direction and leadership to recruit and retain the Federal workforce required for the 21st Century. We achieved 43 of these goals (93%), and are confident that these represent major steps in providing the level of human resources policy leadership that Federal agencies require and expect of us. Progress is demonstrated by our quick action to provide specific flexibilities for responding to the Y2K recruitment and retention imperative, introduction of improvements in benefits for the Federal workforce, actions to strengthen oversight of the merit system, refocused attention on the importance of continual learning, attention to modernizing HR information technology, support for a family-friendly workplace that is serving as a model for America, and building cooperative labor-management relationships. All are highlighted in this report.

Strategic Goal II.

Protect and promote the merit- based civil service and the employee earned benefit programs through an effective oversight and evaluation program.

Strategic Goal II.

We met all 15 of the Annual Performance Goals we set to protect and promote the merit-based civil service and the employee earned benefit programs through an effective oversight and evaluation program. Our success is evident in the strengthening of our merit system oversight program coupled with a high level of agency satisfaction with the evaluation process, in our continued advice and assistance to delegated examining units, and in the excellent progress we made in managing the employee benefit financial systems.

Strategic 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.

Strategic Goal III.

We significantly improved our delivery of 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, as demonstrated by meeting 14 of the 16 Annual Performance Goals in this area (88%). We developed and published a wide range of guidance materials, made dramatic improvements in the volume and quality of information available through our website, and sponsored highly successful conferences and workshops to achieve this goal. Of the two goals we did not achieve, one was deferred until FY 2000 because of our need to refocus resources towards Y2K preparation (see Retirement Insurance Service Goal 8, on page number H-6), and the other goal describes an activity which was not required during FY 1999 (see page number H-6), and therefore could not be assessed.

Strategic Color Goal IV.

Deliver high-quality, cost- effective human resources services to Federal agencies, employees, annuitants and the public.

Strategic Goal IV.

Our Annual Performance Plan defined 18 annual goals, 17 of which (94%) were met, to deliver high-quality, cost-effective human resources services to Federal agencies, employees, annuitants and the public. These goals include many customer service and financial indicators, and our performance reflects our commitment to improvements in both areas. Examples to support this assessment include the improvements we made in our USAJOBS website to support the job-seeking public, the excellent customer satisfaction results from surveys of our annuitants, and the promise of the efforts we have undertaken to modernize HR information technology to support continued top-quality customer service. We did not meet one of our goals, largely because we set "stretch" goals for improvement. For example, we answered 93% of our priority correspondence within time standards, but our goal was 95%.

Strategic Goal V.

Establish OPM as a leader in creating and maintaining a sound, diverse and cooperative work environment.(includes the goals set for Executive Direction)

Strategic Goal V.

Our Strategic Plan for 1997-2002 included a goal to establish OPM as a leader in creating and maintaining a sound, diverse and cooperative work environment. This goal included 14 objectives for corporate actions in the areas of financial management, information technology management, and human resources management to support the OPM workforce in its delivery of the agency's external program goals. We met 13 of these goals (93%), and significant progress was made on the remaining goal, to improve our financial management. Achievement of this Strategic Goal is demonstrated by our successful planning for Y2K rollover, improvements in our own internal human resources management processes, and a clean audit opinion on our multi-billion dollar Trust Fund accounts. Our Strategic Plan also included 6 specific goals for the activities conducted by the Office of the Director, the Office of the General Counsel, and the Office of Congressional Relations to provide direction and support for accomplishing all of the OPM-wide goals. All of the Executive Direction goals were met in FY 1999.

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