LEGEND
= Met
= Not Met
= No Data Available
= FY 2000
D = Deferred
P = Progress

FY 1999 Performance Report
Appendices

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U.S. Office of Personnel Management

Appendix C
Employment Service (ES)

FY 1999 Performance Report
Goal & Performance Indicators Checklist

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

ES Goal 1

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. (Goal assessment based on expected FY 1999 actions.)

Increase in HR Directors' Satisfaction

We considered a number of potential legislative and regulatory changes as part of the Office of Personnel Management (OPM) Human Resources (HR) Improvement Initiatives and these continue to be discussed with agencies, unions, and other key stakeholders.

Regulations and other policy guidance in the staffing area were also developed in response to legislation, court decisions, and problems and ideas presented by agencies, by unions, or by other groups, and to deal with Presidential initiatives. Examples include:

• Veterans Employment Opportunity Act
• Appointment of people with psychiatric disabilities
• Removal of restrictions on Dual Pay for Retired Officers
• Restoration of flexibilities in the voluntary early retirement program
• Extension of career transition assistance programs

The HR Directors' satisfaction levels as measured by the FY 1998 customer satisfaction survey were as follows:

The response to the FY 1999 HR Directors Survey was not sufficient enough to make it a credible and reliable survey. We will look to future year's data to determine trends.

Meet at least quarterly with stakeholder groups

Met at least quarterly with Performance America; Staffing Issues Group, Reemployment Placement List work group, the Interagency Advisory Group (IAG) of personnel directors and its subgroups on Employment Information, Staffing, and Downsizing. We also regularly met with other stakeholder groups, including the National Partnership Council, public employee unions, National Partnership for Reinvention, Veterans' Service Organizations, National Association of Colleges and Employers, National Association of Schools of Public Affairs and Administration, Hispanic Association of Colleges and Universities, Historically Black Colleges and Universities, and other college and university groups.

50% (or higher) favorable rating on questions pertaining to Merit System Principle 1

In 1999, the MSPQ was significatly revised; therefore, we could not use these results to compare to previous year MSPQ data in this report. The FY 1999 results will establish a new baseline for FY 2000 improvement.

Issue policies in a timely manner

Internet Web guidance was updated with changes in laws and regulations. Agencies were alerted immediately of new initiatives, such as President's initiative for persons with psychiatric disabilities. Major regulations required by law were issued very quickly (within a month for the Veterans Employment Opportunity Act and within a week for Voluntary Early Retirement Authority changes).

Numbers of appointing authorities continue to be reduced

In FY1999 OPM was able to eliminate 46 appointing authorities. Since 1995 over 170 Appointing Authorities have been revoked.

Customer satisfaction with policies and programs

The FY 1999 customer satisfaction survey showed a high proportion of HR specialists were satisfied with the provision of policy information [see goal #6] and with technical assistance in the area of staffing policy [see goal #15].

Effectiveness of policies and programs as measured by external studies and program evaluations

This is an FY 2000 indicator.

ES Goal 2

With the Chief Information Officer (CIO), leadership and support are provided to the Human Resources Technology Council (HRTC) so that Governmentwide Human Resources business process redesign, systems modernization efforts, and planning initiatives to fully exploit the use of modern automated technologies are pursued. [See also OCIO Goal 1.]

Satisfaction of HRTC members with the results of HRTC studies and services as measured by OPM Customer Satisfaction Survey

The response to the FY 1999 HR Directors Survey was not sufficient enough to make it a credible and reliable survey. We will look to future year's data to determine trends.

Actions are initiated as a result of HRTC policy discussions

During FY 1998, the HRTC delivered to the President's Management Council a Governmentwide study on HR systems requirements and a review of current legacy and new developing systems in all major departments and agencies. This critically acclaimed study is the basis for follow-on work during FY 1999 and 2000. Many of these actions, including development of a strategy with OPM on electronic data record-keeping and reporting, are well underway.

The HRTC completed work on the Joint Financial Management Improvement Program (JFMIP) finalization of payroll requirements. These new JFMIP requirements were published in April 1999.

ES Goal 2a

As co-chair of the Human Resources Technology Council (HRTC), ES will support and assist other OPM organizations to begin the delivery of the initial capabilities that implement the Governmentwide vision of a Virtual Human Resources Data Repository. [See OCIO Goal 2a].

ES Goal 2b:

Under direction of the Human Resources Technology Council (HRTC), human resources information flow between agencies, OPM, and other relevant parties is improved through an expanded centralized delivery mechanism ("data hub").

Evaluate qualitative feedback from the HRTC members on satisfaction with the operations of the "data hub."

In meetings of the HRTC, members responded favorably to data hub progress. The OPM Data-Hub became available to agencies in FY 1999 for electronic Federal Employee Health Benefits Program (FEHBP) and Central Personnel Data File (CPDF) submissions. As of the end of FY 1999 all agencies using Employee Express were submitting FEHBP transactions to the health carriers electronically. OPM has advised non-Employee Express agencies that the Hub is available to submit transactions for them as well. All FEHBP electronic submissions are working efficiently and accurately. Electronic CPDF submissions through the Data Hub are currently being tested with a limited number of agencies. This service will be available to all agencies in early FY 2000.

Increase the scope of the centralized delivery mechanism ("data hub") to accommodate Governmentwide requirements.

Electronic FEHB and CPDF submissions via the Data Hub have been developed as directed by the HRTC members. Additional items being explored by the HRTC include electronic Combined Federal Campaign (CFC) contributions.

ES Goal 2c:

Through the encouragement of the Human Resources Technology Council (HRTC), an increased number of agencies are using self-service benefits selection systems (such as OPM's Employee Express).

The number of agencies and employees covered by self-service benefits selection systems is increased by 10% over the numbers covered in FY 1998

The number of agencies covered by Employee Express increased by 10% (from 31 to 34), but the number of employees covered only increased 3%. However, in FY 1999, a specialized Employee Express-like system was designed and developed for the Defense Finance and Accounting Service. This self service benefits system, once fully deployed, will serve over five and a half million civilian, military and retired users. The system will be available for use in FY 2000 with expansion and enhancements planned for FY 2001.

The scope of OPM data delivery systems is increased to accommodate diverse agency self-service benefits selection system requirements. Self-service benefits systems allow for the direct entry of transactions once processed in operating HR offices, saving valuable resources and at the same time, increasing employee access to their own data.

OPM has made the Data Hub available to non-Employee Express agencies to submit FEHB transactions directly to the health carriers from their internal self service benefits systems. Agencies have been notified through their HRTC representatives and through a Benefits letter sent to all benefits officers by OPM's Retirement and Insurance Service.

ES Goal 3

Redesigned Qualification Standards that integrate competency-based examining and Department of Labor (DOL) and Office of Management and Budget (OMB) Standard Occupational Classification systems are completed so that agencies are better able to coordinate selection, career development, and job mobility programs and to provide a simple, understandable framework for Government job applicants.

This is an FY 2000 initiative.

ES Goal 4

A flexible framework is in place to help agencies that are downsizing and restructuring to maximize their use of various alternatives to involuntary separations without reducing employee protections provided by the four statutory retention factors established in the veterans preference act for use in reductions in force.

Alternative RIF processes will be developed and available for use

Alternative ways to apply RIF are being tested in personnel demonstration projects as in the Army Medical Research and Material Command and the Army Research Laboratory.

Agencies will be able to implement new personnel practices supported by the alternative framework while preserving the four statutory retention factors mandated by the Veterans Preference Act

The four factors were retained in all RIF demonstration projects.

90% (or higher) agency satisfaction with framework as measured by OPM HR Specialist Customer Satisfaction Survey

This item was not included in the FY1999 Customer Satisfaction Survey after all, as not enough people in the surveyed group would be knowledgeable about the specific demonstration projects. The survey portion of demonstration project evaluation reports will ultimately supply useful data.

ES Goal 5

A new merit promotion process, supported by the merit principles, will provide agencies with practical and flexible processes that support a high-quality workforce.

This is an FY 2000 initiative.

ES Goal 6

Agencies receive clear, accurate, timely advice and assistance to ensure that the lawful rights of employees and applicants, including veterans, are safeguarded.

Report on the guidance and models issued during the year.

Internet-posted guidance was updated quickly when there were changes in laws and regulations. Agencies were alerted immediately of new initiatives, such as the President's initiative for persons with psychiatric disabilities. Major regulations required by law were issued very quickly (within a month for the Veterans Employment Opportunity Act and within a week for Voluntary Early Retirement Authority changes).

In FY 1999, ES developed comprehensive guides for agencies and managers on restructuring alternatives and Reduction in Force avoidance, and on HR issues and policies when outsourcing. We updated RIF guidance and issued the third annual Career Transition Assistance report. We continued to provide significant technical assistance in response to phone calls, letters, and Internet messages.

Evaluate qualitative feedback from agencies on the usefulness of guidance provided, including feedback on the OPM website

FY 1999 Survey results were very high for providing policy information. [See details, below.] Feedback at conferences, meetings, and in e-mail indicates high satisfaction with staffing policy information on the OPM website and people are asking for more policy topics to be covered there.

Increase in the level of agency HR Specialists' satisfaction.

The FY 1999 customer satisfaction survey showed that HR specialists were well satisfied with how we provided information and guidance; but not as satisfied as they were in FY 1998.

At least 2% improvement in results of the Merit System Principles Questionnaire (MSPQ)

In 1999, the MSPQ was significantly revised; therefore, we could not use these results to compare to previous year MSPQ data in this report. The FY 1999 results will establish a new baseline for FY 2000 improvement.

Evaluate the results of oversight reviews to determine if fewer findings of systemic problems are found in agencies, and improvements are noted

This is an FY 2000 indicator.

All proposed and new rules published in the Fed. Register meet plain language criteria.

This is an FY 2000 indicator.

At least half of all existing ES policy documents are rewritten in plain language by the end of FY 2000.

This is an FY 2000 indicator.

ES Goal 7

Agency requests for variations, exceptions, extensions, waivers, adjudications, and Schedule C activities are responded to in a manner that is both timely and consistent with law and merit staffing principles so that agencies can proceed in a timely manner.

Increase in HR Specialists' satisfaction.

The HR Specialists' baseline satisfaction level with staffing casework service as measured by the FY 1998 and FY1999 surveys were as follows:

This is a statistically significant difference (> 5%). We have already reviewed this item and discovered there was confusion over what was being measured. The questionnaire item is "Staffing policy casework (e.g., requests for variations, extensions, and Schedule C)." What we intended to measure was the promptness, professionalism, and attentiveness of our staff; as well as the reasonableness of our processes. We did not intend to be rated on the basis of Specialists' satisfaction with those provisions of law which we are required to follow in making decisions on cases. It appears that some were not satisfied with our casework because they disliked the decisions made.

Improve timeliness by 5% over FY 1998 levels

A standard of 10 days was established for FY 1999. All cases were within standard or earlier.

Evaluate the results of the review of exceptions through qualitative analysis to determine if standards for documentation and justification have been met

All waivers, variations, and excepted service appointing authority decisions were fully documented in FY1999.

ES Goal 8

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

This is an FY 2000 initiative.

ES Goal 9

Flexible, cost-effective, Governmentwide intern programs that incorporate competency-based assessment tools, and are built on the successful recruitment model of the Presidential Management Intern program and other successful agency intern programs, are available so that agencies can identify high quality, diverse candidates for mission-critical occupations. [See also ES Goal 12]

This is an FY 2000 initiative.

ES Goal 10

P The USACareers Web-based system is placed in 100 universities and colleges with diverse enrollments in academic disciplines related to mission-critical occupations in Government to enhance agency recruitment efforts.

P USACareers usage will increase

We have participated in the National Partnership for Reinventing Government and Access America for students, to place USA Careers in 10 college/university systems in FY 1999.

Longitudinal studies (studies comparing results in different time periods) are conducted in conjunction with the National Association Of Colleges and Employers (NACE). Employers will monitor increases in numbers of students hired from the schools where USACareers is placed.

This is an FY 2000 indicator.

Agencies indicate that recruitment of diverse, high-quality candidates is enhanced and through specific follow-up with agencies to assess recruitment.

FY 1999 data pending.

Welfare-to-Work and other school-to-work initiatives show gains in individuals moving into paid employment.

As of late August, 1999, Federal agencies had hired 14,559 persons through the Welfare-to-Work program.

ES Goal 11

Required competencies are identified for all major Federal occupations and occupational analyses of three Governmentwide mission-critical occupations (auditing, accounting, information technology) are completed in order to provide information to support improved recruitment, selection, promotion, and career development tools needed for a high-quality Federal workforce.

Agency and stakeholder satisfaction with the design and results of the studies, and with the strategies developed (as measured by qualitative analysis of feedback from agencies and stakeholders).

The Chief Financial Officers (CFO) Council, Education and Development Committee, continues to support FY 2000 implementation of competency models. We continue to have similar support from the Chief Information Officers Council (CIO), the Human Resources Technology Council, and the Procurement Executives Council.

In future years, by assessing results of longitudinal studies of the quality of the workforce in these occupations to determine if new tools were useful.

This is an FY 2000 and beyond indicator.

An increase in the Federal occupations for which competency information is available.

A pilot project was operational for the Accounting occupation in FY 1999. Competency information will be added in FY 2000 for other occupations, including IT, Human Resources and Clerical.

Competency data are made widely available through the HR Manager and USACareers automated systems.

All of thse data from competency studies conducted in previous years are in the HR Manager system, and the trades and labor data will be added in FY 2000; 30,000+ users added to USA Careers customer base.

ES Goal 12

The value of the continued use of valid, fair, merit-based examining procedures, and the improved automated, competency-based assessment tools designed to support them, is communicated so that agencies have a better understanding of the impact of such procedures on workforce quality. [See also ES Goal 9, 21]

Favorable perception of employees Governmentwide that staffing is conducted in accordance with Merit Systems Principle 1, ("Recruit, select and advance on the basis of merit"), as measured by a 50% or higher favorable ratings on relevant questions on the OPM Merit Systems Principles Questionnaire (MSPQ).

In 1999, the MSPQ was significantly revised; therefore, we could not use these results to compare to previous year MSPQ data in this report. The FY 1999 results will establish a new baseline for FY 2000 improvement.

Report whether the review of CPDF data indicated a need for movement of appointing authorities to the competitive service, and the status of this movement.

This is an FY 2000 indicator.

Documentation of effective uses of objective competency-based assessment procedures in a variety of situations and at various Government levels.

In FY 1998, ES partnered with the Office of Executive Resources to update the leadership competencies for the Senior Executive Service. The new SES competencies will help agencies to select and promote the senior executive corps needed to lead the continuing transformation of Government.

Work has begun on a USA assessment with first Internet testing for accountant available in FY 2000.

ES Goal 13

Information and strategies (including a model target recruitment plan) are available to agencies to increase the levels of underrepresented groups in key Federal occupations and at key grade levels by 2 percent over FY 1999 levels where necessary to be equivalent to their percentages in the relevant external labor market.

P Evaluate comparative data to determine if minority hiring and retention has resulted in a 2% increase in numbers in key occupations and at key grade levels where underrepresentation in the relevant labor market was shown in FY 1999.

Compared to the Civilian Labor Force (CLF), women and Hispanics are the only underrepresented groups in the overall Federal workforce. Despite continued downsizing, however, the representation of women in the permanent Federal workforce increased from 42.8 percent at the end of FY 1997 to 42.9 percent at the end of FY 1998. The representation of Hispanic Federal employees also increased, from 6.2 percent in 1997 to 6.4 percent in FY 1998. More detailed and extensive analysis of Federal workforce trends affecting women, minorities and people with disabilities are available in our Diversity Statistical Profiles, which can be accessed at http://www.opm.gov/employ/diversity/stats/profiles.htm.

Specific guidance is issued to assist agencies.

Prepared Plan and Guide for Employment of Persons With Disabilities; approved by the President for Governmentwide implementation(10/99). Issued and updated statistical profiles on minorities and women, available on the website. OPM also conducted extensive seminars and workshops on diversity and co-hosted a national summit of Federal Hispanic senior executives to develop strategies for increasing their numbers. With Disabled American Veterans as host, OPM presented a full-day training workshop on Veterans' Federal Employment Programs to representatives of Veterans' Service Organizations (e.g., VFW, American Legion, DAV, PVA, VVA, AMVETS) and Congressional staff. (2/2000) OPM also conducted extensive seminars and workshops on diversity and co-hosted a national summit of Federal Hispanic senior executives to develop strategies for increasing their numbers.

Model recruitment plan issued and agencies are satisfied with its usefulness, as measured by customer satisfaction results on the annual OPM Customer Satisfaction Survey.

HR Specialists reported increased satisfaction levels for FY 1999 for the model diversity recruitment plan:

Special initiatives lead to qualitative and quantitative results.

The ability to conduct searches for Part-time jobs, as recommended by Presidential Task Force on employment of Persons with Disabilities, was implemented on the USAJOBS website in Summer 1999

Touchscreens are placed in HACU's and HBCU's.

Agencies can reach out to broader numbers of candidates for our future workforce by sponsoring Federal Employment Information Touchscreen Computer Kiosks and placing them in HACUs and HBCUs that feed their occupations. These computers provide Federal job vacancies nationwide, and are updated daily. At the end of FY 1999, there were a total of 54 kiosks placed in HACUs, HBCUs, and Asian/Pacific Islander-serving institutions of higher learning. Twenty-three of these were added in FY 1999.

Evaluate satisfaction with assistance through a qualitative analysis of direct feedback from external stakeholders, including feedback posted through the OPM website.

Feedback from telephone callers and Internet correspondents showed most were quite pleased with the quality of information they received.

An increase in the level of agency HR Specialists' satisfaction with information sharing and technical assistance as measured by informal feedback and by a 2% increase over FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) on the annual OPM Customer Satisfaction Survey.

The HR Specialists' FY 1999 baseline satisfaction levels with this component of the ES program as measured by customer satisfaction surveys were as follows:

Info = Policy information Sharing

TA = Technical Assistance

Satisfaction levels at 80% or higher as measured by HR Specialists' ratings on specific guidance materials issued in FY 2000, as measured by the annual OPM Customer Satisfaction Survey.

This is an FY 2000 indicator.

Evaluate the results of the annual Merit System Principles Questionnaire to determine if there has been at least a 2% improvement in perception of equity and merit base of agency staffing decisions over the FY 1999 results.

In 1999, the MSPQ was significantly revised; therefore, we could not use these results to compare to previous year MSPQ data in this report. The FY 1999 results will establish a new baseline for FY 2000 improvements.

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

ES Goal 14

An effective program of support to agency Delegated Examining Units (DEU's) is maintained so that agency DEU's are continuing to operate according to merit system laws, regulations, and principles.

Adherence to schedule for DEU training and recertification; revisions to schedule made if warranted by FY 1999 review. The OMSOE Annual Report on DEU's for FY 1999 identifies problems in nine areas (public notice, application processing, minimum qualifications, veterans' preference, ranking/scoring, certification, agreement jurisdiction, privacy act, and RNO/gender issues) and actions taken or recommended. In the future, comparisons will be made of the numbers and types of problems included in these reports, to determine if improvements are noted.

ES continued regular recertification of agency Delegated Examining Units (DEU's) and accomplished all scheduled recertifications. Developed new standardized DEU certification program and book for Governmentwide implementation. Pilot underway.

Results of OPM oversight reviews indicate fewer findings of systemic problems are found in agency DEU's and improvements are noted.

Worked with OPM's OMSOE to improve our tracking of OMSOE findings against new DEU certification requirements. We fully expect future data to show fewer findings of systemic problems when compared to the FY 1999 base (not yet available).

New tools will be introduced to support DEU's, and existing tools will be improved as needed.

DEU handbook and other material were added to OPM Website for easier agency access.

An increase in the level of agency HR Specialists' satisfaction with information sharing and technical assistance, as measured by informal feedback and by a 2% increase over FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) on the annual OPM Customer Satisfaction Survey.

The HR Specialists' satisfaction levels with Delegated Examining Unit Assistance as measured by Customer Satisfaction surveys were as follows:

The FY1999 results were good, although lower than for FY 1998. That was largely because in FY 1999 much of the work done will not show results until the FY 2000 survey. In FY 1999 we took time to develop a comprehensive new approach to DEU support. We revised the DEU handbook and designed a major training program, but the products were not in place until the end of the year.

Satisfaction levels at 80% or higher as measured by HR Specialists' ratings on specific DEU guidance materials issued in FY 2000 as measured by the annual OPM Customer Satisfaction Survey.

This is an FY 2000 indicator.

OPM 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.

ES Goal 15

Federal agencies receive timely, clear, accurate, and useful advice and assistance on existing employment policy flexibilities, tools, and models so that they can apply them to reaching their strategic objectives.

Evaluate satisfaction with advisory services process through a qualitative analysis of direct feedback, including feedback posted on the OPM website. Qualitative analysis of direct feedback and complaints received from agencies indicates that agencies are more aware of existing policy flexibilities.

Feedback from telephone callers and Internet correspondents showed most were pleased with the quality of information they received.

Responses to the FY 1999 Customer Satisfaction Survey from HR Specialists were also favorable:

TA = Technical Assistance

To increase the satisfaction level we have:

• Expanded the information available on the OPM/ES web page;
• Improved the ease of access to web-based materials; and
• Created the Employment Solutions Newsletter which is distributed to all agencies and all members of the SES.

Improved information tools are available for key initiatives.

Internet web guidance was updated with changes in laws and regulations. Agencies were alerted immediately of new initiatives, such as President's initiative for persons with psychiatric disabilities. Major regulations required by law were issued very quickly (within a month for the Veterans Employment Opportunity Act and within a week for Voluntary Early Retirement Authority changes).

Increase in the level of agency HR Directors' satisfaction.

The HR Directors' baseline satisfaction levels with major components of the ES program, as measured by Customer satisfaction surveys were as follows:

The responses to the HR Directors Survey were not sufficient enough to make it a credible and reliable survey. We will look to future year's data to determine trends.

Evaluate whether standards for "one call does it all" have been met.

Changes in procedures for dealing with calls and with e-mail have greatly improved progress toward the "one call does it all" standard.

Numbers and scope of requests received by staff to give presentations at external conferences, workshops, etc.

Requests remained high. The ES Associate Director alone made over 50 presentations in FY 1999 and that was a strong indication of headquarters and field staff involvement in presentations throughout the country, including keynote addresses, presentations, and panel participation. Examples of groups to which presentations were made include the Council of State Governments, National Academy of Public Administration, Council for Excellence in Government, International Personnel Management Association (IPMA), IPMA Assessment Council (IPMAAC), American Society for Public Administration (ASPA), National Association of State Personnel Executives (NASPE), Society for Industrial Psychologists (SIOP), American Psychological Association (APA), International Center for Assessment Center Technology (ICACT), International Association of Chiefs of Police (IACP), & the Military Testing Association (MTA)

Numbers of reports issued and/or workshops and other events held to share information on best practices with human resources community.

During the year best practices were shared through the ES Solutions Conference and through more than 100 other presentations and events. No reports specifically dealt with sharing best practices.

Successful participation in key national association meetings.

Many staff members participated in the program and in planning for the national International Personnel Management Association (IPMA) conference, as well as in other conferences at which information was shared. Employment Service regularly participates in the following national conferences: IPMA, International Personnel Management Association Assessment Council (IPMAAC), American Society for Public Administration (ASPA), National Association of State Personnel Executives (NASPE), Society for Industrial Psychologists (SIOP), American Psychological Association (APA), International Center for Assessment Center Technology (ICACT), International Association of Chiefs of Police (IACP), & the Military Testing Association (MTA).

Successful annual staffing conference held.

The second annual "Solutions" conference was a major success when it was held in May 1999. It served to inform over 700 participants and also gave OPM staff an opportunity to hear of, and discuss, issues which concern agencies. A full 95% of participants rated the conference "good" or "excellent."

Increased requests for advisory assistance and information as measured by the number of "hits" in employment program areas of the OPM website.

Site visitors and their e-mailed questions to ES have increased greatly and generally show that the visitors learned useful information from the site. Data on program area "hits" are not available, since policy information is not fully segregated by program areas, but also see Goal #17.

ES Goal 16

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

The Organizational Assessment Survey (OAS), developed by OPM, is used by agencies and other organizations to contribute to the measurement and improvement of Government performance.

In FY 1997/1998, ES established Performance America, a network of agencies interested in building high performance organizations. Member agencies are using the OAS, which was designed by OPM for this purpose, to gather Governmentwide data on organizational culture, in order to do internal benchmarking and external benchmarking with high performing private sector organizations. In FY 1998, Connecticut became the first State to join this network.

The National Partnership for Reinventing Government (NPR) is also using a survey developed by ES (primarily from items in the OAS), to assess the impact of reinvention, particularly improved customer service, in high impact Federal agencies. The survey was administered in FY 1998 and results reported in FY 1999. The survey will be repeated in future years to assess change. In FY 1999 the Department of Labor was added and OAS was expanded to all of Coast Guard.

In 1999, added additional capacity to the delivery system by establishing the Norfolk Center of Excellence for OAS.

The customer service measurement tools are used by agencies and other organizations to contribute to improved Government customer service.

The tools were in regular use in FY1999. NPR let a contract for the American Customer Satisfaction Index (ASCI) to be used by agencies and departments. OPM's survey is viewed as a complement to the longer diagnostic version of the ASCI.

ES Goal 17

OPM websites and other communication improvements are in place so that agencies are well-informed of changes in Employment Service policies and programs.

New communication methods will be introduced and current processes improved.

The new ES website, added to the OPM homepage in FY 1999, provided an e-mail address for asking policy questions. In FY 1999 ES responded to 3,246 emailed inquiries from website users with questions on staffing policy.

An increase in the level of agency HR Directors' and HR Specialists' satisfaction with the methods used for communication of policy and other information, as measured by informal feedback and a 2% increase over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) on the annual OPM Customer Satisfaction Survey.

The response to the HR Directors' Survey was not sufficient enough to make it a credible and reliable survey. We will look to future year's data to determine trends.

Responses to the HR specialist survey on satisfaction with specific information in ES policy areas was lower than in FY 1998, although the satisfaction levels except for one, are above 75 percent. This indicates overall satisfaction despite missing the specific target.

The number of visits to the ES website will increase by 5% over FY 1999.

This is an FY 2000 Initiative

ES Goal 18

Agency demonstration projects and other alternative personnel approaches address employment issues effectively. (See OMSOE Goal 9)

Positive comments and feedback provided informally and/or through customer satisfaction surveys.

OMSOE staff have indicated satisfaction with ES participation in review and assistance of all new demonstrations that include staffing aspects. See OMSOE Goal 9 for the report of agency satisfaction with HR innovation.

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

Older demonstration projects have led OPM to propose a number of Governmentwide changes which are currently being discussed with stakeholders. Newer demonstration projects, including DOD labs, will not have their first evaluation reports available until 2001.

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

ES Goal 19

The Governmentwide employment information system, USAJOBS, is operated effectively and efficiently, and enhanced as needed, so that it contributes to Governmentwide cost-savings and a high-quality Federal workforce.

Obtaining 5% increases in rates of access and numbers of requests for information on the website and other components of USAJOBS, as measured by the online employment information systems.

In 1999, the rates increased dramatically on the web, to 13.1 million, a 50% increase. Since January 1999, the website has had more than one million visitors each month.

The number of jobs advertised has also grown from an average of 5,500 jobs announced per day to 11,500. 98% of these jobs have a full text vacancy announcement in the system.

Enhancements introduced as planned.

In FY 1999, a new search for Student Employment Opportunities was added to USAJOBS. More standard forms were made available on the system.

Other enhancements implemented in FY 1999 include:

U.S. Capitol Police fact sheet was developed and both a BLS online application, as well as a new web entry program were added. Also, a part-time employment search was added.

An increase in the levels of satisfaction of agency HR Directors and HR Specialists with USAJOBS operations and with USAJOBS system improvements as measured by informal feedback and a 2% increase over FY 1998 levels in the percentages of favorable ratings (or maintenance at 90% or higher) on the annual OPM Customer Satisfaction Survey.

This measure depended on satisfaction levels of HR Specialists and HR Directors, combined. The response to the HR Directors Survey was not sufficient enough to make it a credible and reliable survey, so a combined picture of 1999 is not possible. Partial data are shown below:

Improved public customer satisfaction with employment information as indicated by a 2% increase in the percentage of overall "satisfied" ratings obtained from on-line user surveys, from FY 1998 levels (or as indicated by a continued satisfaction rating of 90% or higher).

ES measures public customer satisfaction with the employment information system through on-line surveys available on the telephone, touchscreen, website, and electronic bulletin board systems. Overall satisfaction ratings reflect the combined survey results (weighted according to number of responses per system). The employment information system saw an increase in overall satisfaction from 88% in FY 1997 to 91% in FY 1998. In FY 1999 overall satisfaction remained constant at 90%.

ES Goal 19a

New technology is introduced to USAJOBS in order to improve access for disabled information-seekers of employment information.

Evaluate the satisfaction of stakeholders with the decisions on new equipment and processes, through a qualitative analysis of direct feedback, including feedback posted on OPM's Website, in FY 2000.

This is an FY 2000 indicator.

ES Goal 19b

Additional linkages between USAJOBS and other employment information sources are integrated to ensure comprehensive service to the public in FY 2000.

New linkages are made and additional job opportunities from a variety of sources are added to the USAJOBS data base.

New linkages include:

• Partnership for posting NPR, House, excepted service jobs.
• Internal agency web page development continuing and expanded to include special features such as agency sales and high need occupation options.

ES Goal 20

Career Transition Center Services continue to be available and flexible enough to meet changing needs of the year 2000 and beyond.

Actions taken to support the Center.

Although Government downsizing continues, there has been a reduction in the need for large multi-agency centers in major population centers. Adjusting to that changed need, most current centers are located in single agencies.

The Washington, D.C. Metro Area Reemployment Project and the IAG Career Transition Center have also scaled down. OPM continues to support a small version of that interagency center in its Washington headquarters building.

ES Goal 21

A broad range of cost-effective and high quality reimbursable human resources services are available to increase agency access to cutting edge technologies, expertise, and systems, and thereby to contribute to Governmentwide cost savings and mission accomplishment.

OPM's widespread customer base indicates ES is providing products and services that are effective and useful.

The Employment Service (ES) continues to provide a wide array of reimbursable services to executive branch departments and agencies, the legislative branch, the judicial branch, and non-appropriated fund (NAFI) agencies. ES also provides services to State governments and municipalities.

Examples of the diversity of our services and customers:

• Internal Revenue Service - to build a competency based HRM system for selection and career development.
• Census examining work and interactive voice response (IVR) systems to support the Year 2000 census.
• Bureau of Labor Statistics Electronic Hiring System.
• Professional Recruiting Services for Inspector General at the Department of Housing and Urban Develoment and for the Defense Contract Audit Agency.

Ongoing positive feedback from agency executives and managers that programs and services are high quality, timely, and customer-oriented and that they are relevant to individual and organizational performance improvement.

Agencies report that ES reimbursable services ultimately result in significant cost savings as they take advantage of the available expertise to supplement their reduced administrative staff resources.

New products and services are developed as needs are identified.

Examples for FY 1999 include:

Internet testing for clerical occupations, Internet version of USACareers, and a professional recruiting model. Under development in FY 2000 are Performance American Assessor and a web version of HR Manager.

Improved customer satisfaction with reimbursable services as indicated by a 2 percent increase in the percentage of overall "satisfied" ratings obtained in customer assessments from FY 1998 levels (or as indicated by a continued satisfaction rating of 90 percent or higher).

Baseline results of timeliness and quality against these standards were established in FY 1999, and improvements will be measured in FY 2000.

Financial balance of costs and income.

ES income covered all costs for services provided through its Revolving Fund in FY 1999.

Enhancements to technological products and programs are introduced.

ES is redesigning OPM's automated staffing system to incorporate the newest technologies such as imaging and artificial intelligence. This redesign was rolled out in FY 1999. ES also established a National Operations Workgroup which includes over 30 customers to maximize the effectiveness of the staffing system by using feedback from this group to inform the redesign effort. In FY 1999, ES began the development of an Internet-delivered, competency-based battery of selection procedures including USA Assessment and Performance America Assessor.

Customers continue to contract for technological products and programs (i.e., repeat business is maintained at the same levels as the previous year).

Of our top 25 customers in FY 1998, all are repeat customers in FY 1999. Well in excess of 90% of all FY 1998 customers are also contracting for services in FY 1999.

ES Goal 22

The DOD Testing Program is operated to maintain high customer satisfaction and fiscal balance.

Continuation of the contract by DOD.

The contract with DOD has been continued for FY 2000, with a level of work estimated at $7,005,000.

Requests for numbers of student test sessions by DOD are met.

All requests were met in FY 1999.

Increased customer satisfaction as tracked through quarterly feedback sessions with DOD program managers.

This high level of satisfaction has been reflected in an increase in contract workload for FY 1999 and through feedback from program managers in FY 1999.

Financial balance of costs and income.

Although ES's DoD testing program was below breakeven in FY 1999, its cumulative retained earnings remained above breakeven and are sufficient to meet contingencies.

ES Goal 23

The Presidential Management Intern (PMI) Program is operated to result in the hire of at least 300 PMI's in FY 2000.

Evaluate the satisfaction of agency and external stakeholders of the PMI program through a qualitative analysis of direct feedback.

Feedback indicates satisfaction with the PMI program, resulting from the significant revitalization of the program which began in FY 1997, and included improvements in FY 1998 and FY 1999. Improvements in FY 1999 included simplified applications, an Internet application option, establishment of a PMI website, analysis of assessment center data, and a formalized 2-day graduation program.

The customer satisfaction survey of HR Specialists follows:

This is a program whose ratings may be affected by the limited number of HR specialists directly involved with it. The number of specialists (435) saying they were satisfied with the program actually exceeded the number of PMI's placed (345).

Assess the numbers of PMI's hired in FY 1999 against the target established for the year (300 hires), against numbers hired in previous years, and against the ceiling of 400 hires.

In FY 1999 there was a slight increase in finalists. The hiring of more than 360 PMI's significantly beat the target of 300.

Evaluate comparative data to determine if minority PMI hires for FY 1999 increased by at least 2% for groups where under-representation for the relevant labor market was reported in FY 1998. These data are developed from the Central Personnel Data File.

Data not yet available, since they are based on CPDF data which will not be available until spring, 2000.

Financial balance of costs and income.

ES income covered all costs for services provided through its Revolving Fund in FY 1999. The lowered per hire cost to agencies, introduced in FY 1996, was maintained in FY 1999. The cost should remain stable in FY 2000, unless there is a significant drop in the number of PMI's hired, or if agency customers request and agree to pay for program enhancements.

ES Goal 24

The Administrative Law Judge (ALJ) personnel program is operated to continue to ensure compliance with applicable laws and regulations.

Evaluate agency satisfaction with the ALJ personnel program through qualitative analysis of direct feedback.

Agency contacts gave favorable responses regarding the services the program was able to provide during FY 1999, under constraints of ongoing litigation.

A broader customer satisfaction survey of HR Specialists for FY 1999 showed 47% satisfaction, versus 38% in FY 1998.

Timeliness of services provided meets standards established in FY 1998.

Requests for the ALJ loan program and Senior ALJ program met or exceeded timeliness standards.

OTHER Initiatives

Federal Cyber Service: This is a new FY 2000 initiative that was not included in our combined FY 1999/2000 Annual Performance Plan. However, after our assistance was requested, we began in late FY 1999 to develop a concept paper outlining the various components of the program, including an Information Technology occupational study to be conducted in FY 2000.

Workforce Planning: Although this is identified as a FY 2000 initiative in our combined FY 1999/2000 Plan, we recognized how important this initiative was to support effective strategic human resources management. Therefore, in FY 1999 we began the initial steps toward the development of a comprehensive Governmentwide Workforce Planning and Analysis System, to be completed in FY 2001. We conducted extensive research to develop the workforce planning methodology and model. This research also included analyzing workforce data sources, data warehousing, and automated applications. The results of this extensive research provided the basis for our work in FY 2000 and beyond.

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