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 F
Office of Workforce Relations (OWR)

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.

OWR 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 the level of HR Directors satisfaction.

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

Improvement in employee's pereception of equity and effectiveness in workforce relations on the MSPQ.

In 1999, the MSPQ was significantly reivsed; 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. While the data for both of the indicators included in the Annual Plan are unavailble, there is clear evidence that indicates we have met the goal using other indicators. In FY 1999, we researched private and public sector Individual Learning Accounts (ILA) and drafted guidance for Federal ILA pilots. In FY 1999, we also drafted legislative proposals to expand existing training flexibilities. Also this year, OPM assisted with the legislation that was enacted to permit Federal agencies, at their discretion, to use agency funds to provide child care services in a Federal or leased facility or through a contract for the civilian employees of their agency. During FY 2000 OWR will develop the regulations assisting agencies in implementation of the child care legislation. In addition, during FY 1999 we continued working on a revision to our current regulatory language (5 CFR Part 792) which pertains to alcohol and drug abuse counseling programs. We plan to finalize our changes in the regulation and will submit our changes for approval and publication in the Federal Register during FY 2000.

OWR Goal 2

Managers and HR practitioners use OPM-provided resources and assistance to more successfully address employee performance problems.

Increase over FY 1999 levels in the number of agencies that have implemented performance standards for senior level managers that address the process for identifying and resolving poor performance, as captured by an ERHSC survey.

The baseline data will be established in FY 2000.

In FY 1999, OWR staff developed tools designed to assist human resources specialists in effectively advising managers on how to address poor performance by employees. These tools included frequently asked questions, checklists for ensuring that supervisors are meeting the technical requirements in taking performance-based actions, and a compendium of Merit Systems Protection Board cases involving performance-based actions. Additionally, OWR staff continued in its outreach to agencies by speaking at conferences and single agency meetings on the topic of addressing poor performance.

In FY 2000, OPM will solicit from agencies examples of practices and initiatives that they have undertaken to address poor performance, including those designed to educate and hold senior managers accountable for the performance of their staff. Examples of successful efforts will be reviewed to determine if they might effectively be showcased governmentwide in FY 2001.

Improvement in the extent to which instructional materials about identification and resolution of performance problems are available to Federal managers and supervisors, as measured by the creation and use of needed materials and by an increase in the number of hits on the poor performance home page.

At the conclusion of FY 1999, web counters on the home page containing materials about the identification and resolution of performance problems indicated that the site received 35,500 hits. This number will serve as the baseline for this particular information available on OPM's website.

Improvement in the level of satisfaction of HR Directors and Specialists with regard to instructional materials about identification and resolution of performance problems, as measured by a 2% increase over FY 1999 levels in the percentage of favorable ratings (or maintenance at 90% or higher) on the OPM CSS.

The responses to 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. Data from the HR Specialist CSS indicate that we did not meet our goal of increasing satisfaction levels by 2%. We experienced marginal increases in the level of satisfaction with timeliness and quality of information sharing increased (+1.2%) and the overall level of satisfaction with the Guide (1.4%) and a small decrease in the level of satisfaction with the timeliness and quality of technical assistance (-0.5%). Our biggest success was 6.5% increase in the level of satisfaction with the CD-ROM on dealing with poor performers. While we failed to meet every aspect of this particular performance indicator, we are confident that we achieved the goal based on the data from our other performance indicators associated with this goal. Issuing the "Guide for Supervisors" and the accompanying CD-ROM have heightened the awareness of HR Directors and Specialists. As indicated by the results of the FY 1999 HR Specialists survey, the users of our products are satisfied with the tools we have provided them.

Reduction in the perception that poor performance is tolerated in the Federal Government as measured by a 2% decrease in the percentage of unfavorable ratings in the annual Merit System Principles Questionnaire. This increase is an annual increment to reach the 5-year strategic target of a 10% decrease in unfavorable ratings.

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.

OWR Goal 3

In cooperation with Federal adjudicatory agencies, initiatives are undertaken to streamline the Federal adjudicatory processes.

Feedback is obtained from adjudicatory agencies on the feasibility of streamlining the mixed case appeal process.

Informal discussions have been held with officials from the Department of Justice regarding the present adjudicatory process and the need for improvements. We have offered our assistance and have offered to actively participate in any Justice Department initiated effort to work cooperatively with adjudicatory agencies in FY 2000.

OWR Goal 4

OWR leads the transformation of Federal training so that it is an outcome-oriented, measurable performance improvement function designed to assist managers and employees in better preparing the Federal workforce for the needs of the future.

Agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools, as measured by a survey to be administered in FY 2000.

During FY 1999, we designed an evaluation strategy to obtain baseline data on how agencies use HRD to develop the workforce to meet performance objectives. In FY 2000, we will use a variety of approaches to obtain data about agency programs and employee perceptions from different sources, such as an electronic questionnaire on our HRD home page; an internet email survey; structured interviews with key HRD decision makers in Federal organizations; and reviews of GAO evaluations and other studies by external groups. In FY 2001 we will expand our evaluation efforts.

HRD strategies and/or programs of at least five Federal departments or independent agencies are recognized as best in class by nationally recognized evaluative bodies (such as the American Society of Training and Development, Society for Performance Improvement, etc.).

In FY 1999, HRD programs at the Social Security Administration, the Defense Financing and Acquisition Agency's Indianapolis Customer Support Center, the Tennessee Valley Authority and the Army National Guard were recognized as best in class by several different organizations. Specific Federal training such as the technology-based "Skills for the New Millennium" program at the Department for Housing and Urban Development were also recognized for excellence. We expect a similar or increased number to be recognized in FY 2000 and FY 2001.

A significant number of high performing Federal agencies respond that OPM's HRD policy supports their performance, as measured by an FY 2000 OPM survey of agencies recognized for high performance by external evaluative groups.

In FY 1999, we developed an open ended questionnaire about our HRD policy and leadership activities. We will use it in FY 2000 to interview HRD directors in agencies receiving external awards for HRD practices. After analyzing the results, we will use a similar approach with directors of award winning programs in FY 2001.

Improvement in the extent to which HRD policy information is available to OPM customers, as measured by a 10% increase in the number of hits on the human resources development home page over FY 1999 levels. FY 1999 indicator is establishing the homepage.

The OHRD home page was established at the beginning of FY 1999, quickly becoming a mainstay in information sharing and communication to the HRD audiences and strategic partners. The site offers easy access to OHRD staff through email. The HRD home page averaged 18,000 hits per month in FY 1999. Plans are underway during FY 2000 to expand the home page in terms of information and interactivity.

Improvement in the level of satisfaction of HR Specialists with regard to HRD information sharing and technical assistance, as measured by a 5% increase in the percentage of favorable ratings for each in the OPM CSS over FY 1998 levels.

Although satisfaction ratings were acceptable, they declined from FY 1998. We are especially concerned with the 6.5% decrease in satisfaction with regard to the timeliness and quality of our HRD technical assistance, and will explore possible reasons for the decline in satisfaction and remedies for the situation.

Improvement in HR Directors' satisfaction with HRD policy leadership and their opportunity for involvement in the HRD policy-making process, as measured by a 5% increase in the percentage of favorable ratings in the OPM CSS over FY 1999 levels.

The responses to HR Directors Survey were not sufficient enough to make it a credible and reliable survey.

Improved perception Governmentwide that employees are well-educated and well-trained, as measured by a 2% increase in the percentage of favorable ratings in the annual Merit System Principles Questionnaire. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings.

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.

OWR Goal 5

Liaison activities are conducted with administration and agency officials and Federal labor organizations in order to maintain and enhance agency ability to deal effectively with labor relations matters in a manner consistent with OPM policy and objectives.

Improvement in the extent to which information on developing labor relations case law, trends, and best practices in working with labor organizations is disseminated, as evidenced by: continued high levels of attendance at meetings of the IAG Network and positive feedback from members; an increase in the number of hits on the labor-management relations and National Partnership Council home pages; and continued positive evaluations of OPM issuances such as the Significant Cases publication.

LMRD annually coordinates bi-monthly meetings of the Interagency Group Network on Partnership and Labor- Management Relations. In 1999, six regularly scheduled meetings were held. Informal feedback from the participants at these meetings, which are the directors of labor relations from across the government, has been and continues to be very positive.

The LMRD home page expanded its website offerings in FY 1999 to include the following: LMRD demonstrated its Labor Agreement Information Retrieval System via the internet as a pilot project, this pilot has received over 1800 hits by labor relations specialists testing the system (July 1999); Index of FSIP Decisions (this was in response to customer feedback); Labor Relations Case Law on Performance Management, since making it available to the Federal community 4046 readers have accessed it (August 1999); the National Partnership Council's publication Labor-Management Partnership: Skills for Success which provides practical advice and guidance for developing cooperative labor-management relationships.

In May 1999, LMRD asked its primary customers about specific technical advice and assistance provided to agencies. With regard to publications issued in FY 1999 LMRD received some very positive comments about its major publications: over 96% of LMRD customers found Significant Cases, Case Listings, and Negotiability Decisions of the FLRA to provide a level of analysis appropriate for its audience; and customers commented that they found those publications to be informative and useful research tools.

Improvement in agency HR Directors' satisfaction with LR policy leadership and their opportunity for involvement in the LR policy-making process, as measured by a 1% increase in the percentage of favorable ratings over FY 1999 levels (or maintenance at 90% or higher) on the OPM CSS.

The responses to 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.

Improvement in the level of satisfaction of agency HR Directors and Specialists with regard to LR information sharing and technical assistance, as measured by a 2% increase over FY 1999 levels in the percentage of favorable ratings for each in the OPM CSS.

The responses to 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. We will explore possible reasons for the decline in satisfaction reported by HR Specialists and remedies for the situation.

Labor organizations and agency officials are regularly informed of proposed Governmentwide human resources policies and regulations and their recommendations are considered in their development. All statutory consultation requirements are met.

For FY 1999, 32 proposals have been forwarded to unions with governmentwide consultation rights, as well as 16 "final" issuances. The Labor-Management Relations Division (LMRD) received comments on three packages and written responses were provided by staff. All deadlines have been met.

Improvement in employees' perception that employees are treated fairly and equitably, as measured by a 2% increase in the percentage of favorable ratings in the annual Merit System Principles Questionnaire.

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.

OWR Goal 6

Effective agency labor-management relations and partnerships result in improved performance and service to the public.

Improvement in the results and value of collaborative labor-management relationships, as evidenced by: NPC's 1999 research project; consistency in # of Federal employees covered by partnership councils and agreements; continued positive union and management perceptions regarding the Federal LMR climate; reduction in the # of ULPs received by the FLRA; and consistency in # and increase in quality of nominations for National Partnership Awards.

Results of the National Partnership Council's research project will not be available until FY 2000 (final delivery of research results is expected to be March 2000.) 67% of bargaining unit employees were covered by councils in FY 1998. 68% of bargaining unit employees were covered by agreements in FY 1998. This data is scheduled to be collected in FY 2000, with the results being reported in FY 2001.

The number of ULPs received in FY 1999 was 5,686, which continued the trend of fewer ULPs being filed. For instance, in FY 1998 5,702 were filed which was a reduction in the 6,263 total in FY 1996.

[Forty-eight nominations were received in FY 1999, 68 were received in FY 1998, and 67 were received in FY 1997. The quality of the nominations continues to be high as the role of partnerships throughout government continue to grow and evolve.]

Satisfaction of senior officials and Presidential appointees on the National Partnership Council (NPC), as measured by continued positive Member feedback regarding the development and satisfactory implementation of the NPC's strategic plan.

In FY 1999, OWR supported and promoted effective labor-management partnerships in its ongoing effort to refocus Federal labor relations from its tradition of adversarial litigation to cooperative problem-solving. As the life-cycle of partnership progresses the Council continues to provide assistance and guidance on both basic and emerging partnership issues. For instance, the Council continues to sponsor skills-building sessions across the country. Feedback from the Council members on the OWR's staff support and implementation of the Council's strategic plan is extremely positive.

Improvement in employees' perception that employees are treated fairly and equitably, and that the workforce is used efficiently and effectively, as measured by a 2% increase in the percentage of favorable ratings in the annual Merit System Principles Questionnaire. This increase is an annual increment to reach the 5-year strategic target of a 10% increase in favorable ratings.

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.

OWR Goal 7

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

Improvement in the extent to which instructional materials about ADR are available to OPM customers, as measured by an increase in the number of hits on the ADR home page.

During FY 1999, several key issuances were added to the employee relations website, including Alternative Dispute Resolution: A Resource Guide. At the conclusion of FY 1999, the web counter on the pages containing the ADR information indicated the site had received 9,823 hits. This site was established at the end of July 1999 when the ADR Guide was published. This data will serve as the baseline for future years.

Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about ADR, as measured by a 3% increase over FY 1999 levels in the percentage of favorable ratings on the OPM CSS.

The acceptable satisfaction levels for both components of this performance indicator remained almost unchanged, but we did not meet our 3% improvement goal. We will work toward identifying possible reasons for the decline in satisfaction and remedies for the situation.

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.

OWR Goal 8

Employees make increased use of Employee Assistance Programs and other health promotion and disease prevention programs and practices so that the Federal workforce operates in a more safe and healthy environment.

A 1% increase in the use of agency EAPs, based on annual report data.

Previously, information on EAP usage has been collected from OPM's annual report to Congress, a document which was eliminated at the conclusion of FY 1999. The Federal Reports Elimination and Sunset Act of 1995 (Public Law 104-66) was the basis for OPM discontinuing the annual reporting by agencies on their EAP activities. Because this data is no longer available through the annual report, employee health services staff will identify, during FY 2000, new methods of assessing how well agencies are administering their Employee Assistance Programs. We will also establish methods to learn about agencies' health promotion and disease prevention activities to capture and share best practices in this area.

Improvement in the extent to which instructional materials about EAPs are available to OPM customers, as measured by an increase in the number of hits on the employee health services home page.

Baseline data for employee health services web pages was established in FY 1999. During FY 1999, two important issuances were added to the employee health services website: Responding to Domestic Violence and Managing for Y2K in the Federal Workforce: The Human Element. At the conclusion of FY 1999, web counters on the employee health information sites indicated those pages had received 27,221 hits.

Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about EAPs, as measured by a 2% increase over FY 1999 levels in the percentage of favorable ratings on the OPM CSS.

The acceptable satisfaction levels for the information sharing component of this performance indicator remained almost unchanged, but we did not meet our 2% improvement goal for either component. We will work toward identifying possible reasons for the decline in satisfaction with technical assistance and remedies for the situation.

Previously, this information has been collected from OPM's annual report to Congress, a document which was eliminated at the conclusion of FY 1999. The Federal Reports Elimination and Sunset Act of 1995 (Public Law 104-66) was the basis for OPM discontinuing the annual reporting by agencies on their EAP activities. Because this data is no longer available through the annual report, employee health services staff will identify, during FY 2000, new methods of assessing the quality of information provided by OPM on Employee Assistance Programs.

Improvement in employees' perception that employees with personal or work-related problems are offered help, as measured by a 1% increase in the percentage of favorable ratings in the annual MSPQ.

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.

OWR Goal 9

An increasing number of agencies have workplace violence programs and policies in place so that agencies are better equipped to prevent or resolve violent situations. FY 1999 goal was to increase awareness of workplace violence programs, policies and guidance.

Increase in the number of agencies with a workplace violence prevention program or policy in effect.

OWR contacted Directors of Human Resources via a memorandum mailed at the end of FY 1999 to request baseline data on the status of agency programs. This information will be analyzed in FY 2000 to determine the most common component within the established programs as well as the component deemed most effective by participating agencies.

Improvement in the availability of policy information and program guidance as measured by increases in the number of hits on the violence in the workplace home page.

Released by Vice President Gore at an event at the White House, Dealing with Workplace Violence: A Guide for Agency Planners continues to be a well respected resource for Federal agencies program planners. This handbook, developed by the Office of Personnel Management and the Interagency Working Group on Violence in the Workplace, is the result of a cooperative effort of many Federal agencies sharing their expertise in preventing and dealing with workplace violence. It is intended to assist those who are responsible for establishing workplace violence initiatives at their agencies. However, its usefulness has extended well beyond the planning phase since many of the chapters provide information that can be helpful for managers and specialists as they deal with difficult workplace violence situations.

Baseline data for employee health services web pages was established in FY 1999. During FY 1999, two important issuances were added to the employee health services website: Responding to Domestic Violence and Managing for Y2K in the Federal Workforce: The Human Element. At the conclusion of FY 1999, web counters on the employee health information sites indicated those pages had received 27,221 hits. Specifically, the pages containing information on violence prevention received 54,043 hits.

Improvement in the level of satisfaction of HR Specialists with regard to instructional materials about violence in the workplace, as measured by a 2% increase over FY 1999 levels.

The satisfaction levels for both components of this performance indicator remained almost unchanged, but we did not meet our 2% improvement goal. We will work toward identifying possible reasons for the decline in satisfaction and remedies for the situation.

Also in 1999, we collected data (using the OPM HR Specialists CSS) about specific publications we issued addressing violence issues. 81% of HR Specialists surveyed were satisfied with Dealing with Workplace Violence: A Guide for Agency Planners, and 75% of HR Specialists surveyed were satisfied with "Responding to Domestic Violence: Where Federal Employees Can Find Help."

OWR Goal 10

Federal agencies have increased understanding of and commitment to addressing work and family needs so that family-friendly programs are available to their employees in increasing numbers.

Increased awareness by agencies of work and family issues, as evidenced by: increase in the # of agencies offering their employees flexible work schedules, part-time employment, telecommuting opportunities, and the number of agencies sponsoring child care and elder care activities; type and # of complaints received by the new FFWAO; and consistency in the quality of agency programs nominated for the annual OPM Director's Award for Outstanding Work and Family Programs.

During FY 1999 OMSOE conducted Special Studies of Work and Family Programs at their on-site installation reviews. For instance, those reviews found that the most commonly available programs are compressed work schedules (completing the basic work week in less than 10 work days), flexible work schedules (electing to work within designated parameters), and part-time employment. The least used programs are child care centers on-site or near-site, resource and referral for child/elder care, and job sharing. Although many agencies have telecommuting policies in place, only a very small percentage of employees actually use the program. Employees and managers at most agencies are familiar with the available programs and methods for publicizing the programs include email, pamphlets, handbooks, union contracts, posters, brochures, informational seminars, web-sites, and new employee orientation.

The Family Friendly Workplace Advocacy Office (FFWAO) has developed a family-friendly contact tracking form that identifies work/life requests, concerns and/or grievances from our customers (Federal agencies, managers, employees, and general public). Customer inquiries are received from email, fax, in person, mail, or phone request. FFWAO receives approximately 250 family-friendly inquiries a month, with the most frequently asked questions and concerns involving telecommuting, part-time employment, requests for publications, family-friendly initiatives, and personnel flexibilities. The Office's response rate to inquiries is 100%. We answer all inquiries or refer them to the appropriate OPM organization(s) or to our counterparts in other Federal agencies. The time to respond varies from instantaneously to one week only; rarely does it take longer. The Office uses the inquiry data to keep management officials informed on trends and to identify problem areas which may need clarification or further investigation. The Office also uses the data in preparing briefings, speeches, and reports, and answering inquiries. Also, the data about the number of inquiries is used in the formulation of plans for new initiatives and publications.

The nominations for the OPM Director's Award for Outstanding Work/Life Programs continues to be highly visible among Federal agencies. FFWAO receives an average of 35 high quality nominations each year. Six programs have been honored annually since the Award was first given out in 1994. Again at both the FY 1999 and FY 2000 award ceremonies, three programs were honored as award winners and three were given honorable mention citations.

Improvement in employees' perception that employees' family responsibilities are understood and supported, as measured by a 1% increase in the percentage of favorable ratings in the annual 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.

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.

OWR Goal 11

Third party decisions that warrant OPM intervention are identified in order to obtain decisions that are consistent with civil service laws, rules, and policies.

All decisions of the MSPB, and appropriate FLRA, court, and arbitration decisions are reviewed and intervention or judicial review is recommended in appropriate cases.

In FY 1999, approximately 10,000 decisions were reviewed and OPM exercised its intervention and reconsideration authority in two cases. In the first, OPM sought reconsideration of a final Board order on the basis that the Board had erroneously ruled on the application of the Back Pay Act. In the second case OPM intervened following an initial decision by an administrative judge that incorrectly applied OPM's regulations regarding coverage for reduction-in-force actions. Additionally, OPM filed an amicus brief in response to a Federal Register notice posted by the Merit Systems Protection Board. The issue raised by the cases before the Board was whether an agency's revocation of a security clearance could be adjudicated by the Board in a whistleblower retaliation claim. OPM's brief supported an earlier Supreme Court decision holding that national security determinations by an agency should not be challenged in the court system.

Improvement in the level of satisfaction of HR Specialists with regard to OPM's intervention in employee disputes before arbitrators and MSPB, as measured by a 2% increase over FY 1998 levels in the percentage of favorable ratings on the OPM CSS.

We did not meet our expected HR Specialist satisfaction level for this indicator. We are concerned with these results, but at the same time we must recognize OPM's independent role in seeking intervention in employee disputes before arbitrators and the MSPB (and the subsequent impact that can possibly have on HR Specialists satisfaction levels).

Of those cases in which OPM intervenes or seeks reconsideration, an increasing number of decisions are reversed or are appealed to higher levels by the Department of Justice.

In the two cases cited above, OPM has not yet received a decision from the MSPB. Regarding the cases in which OPM filed an amicus brief, the Board issued decisions concurring with the OPM position on security clearance revocations. During FY 1998, OPM received decisions on two cases in which it had intervened and sought reconsideration in earlier years. In the intervention case, the Board rejected OPM's arguments and the case was submitted to the U.S. Court of Appeals for the Federal Circuit. The court overturned the Board's decision, finding that OPM's arguments regarding what constituted "reasonable belief" in whistleblower cases were correct. Similarly, in a case where OPM sought reconsideration of the Board's decision concerning its authority to set penalties independent of an agency's judgment, the Department of Justice took the case forward to the Federal Circuit. The court again agreed with the OPM position in its brief.

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.

OWR Goal 12

Federal agencies receive timely, accurate, clear, and useful advice and technical assistance to ensure that employee relations, employee health services, work and family, labor-management relations and human resources development are a positive part of agencies' fully integrated human resources systems.

Increase in the level of HR Specialists' satisfaction with OPM's information sharing and technical assistance concerning workforce relations policies, rules, and regulations as measured by informal customer feedback and a 2% increase over FY 1998 levels in the percentage of favorable ratings (or maintenance at 90% or higher) on the annual OPM CSS.

We did not meet all of our expected HR Specialist satisfaction increases for this indicator, but the reported levels are quite high, ranging from 60% to 86%. We will explore possible reasons for the decline in satisfaction, where this occurred, and remedies for the situation. We are particularly proud of the significant increases in satisfaction with information sharing (10% increase) and technical assistance (9% increase) with regard to Work and Family Programs. We believe this is reflective of all our outreach efforts and events in FY 1999.

Results from evaluations and surveys conducted by OMSOE, GAO, MSPB, and other sources demonstrate an increase in employee satisfaction with regard to human resources functions relevant to workforce relations policy areas.

OPM's Office of Merit Systems Oversight and Effectiveness. During FY 1999, OMSOE conducted Special Studies of Work and Family Programs at their on-site installation reviews. For instance, those reviews found that the most commonly available programs are compressed work schedules (completing the basic work week in less than 10 work days), flexible work schedules (electing to work within designated parameters), and part-time employment. The least used programs are child care centers on-site or near-site, resource and referral for child/elder care, and job sharing. Although many agencies have telecommuting policies in place, only a very small percentage of employees actually use the program. Employees and managers at most agencies are familiar with the available programs and methods for publicizing the programs include e-mail, pamphlets, handbooks, union contracts, posters, brochures, informational seminars, web-sites, and new employee orientation. In OMSOE's 1999 report entitled, "Poor Performers in Government: A Quest for the True Story," the authors recommend that "just in time" training tools be developed based on responses from survey participants. The recommendation noted that OPM's CD-Rom and booklet, "Addressing and Resolving Poor Performance" offered supervisors an excellent self-study resource that provided a flexible alternative to traditional training tools.

General Accounting Office. In FY 1999, GAO found that agencies did not adequately address human capital investments in their annual performance plans. In FY 2000, we will work to support agency workforce analysis efforts and expect GAO FY 2001 reviews to show a significant increase over FY 1999 findings in the number of agencies identifying workforce development requirements for obtaining desired performance results.

Merit System Protection Board. MSPB has included 10 work/life questions on its fall 1999 survey of Federal employees. The analysis of these surveys and reviews will be used by the Family-Friendly Workplace Advocacy Office to identify areas for improvement and to share positive outcomes with other agencies.

Surveys indicate that agency HRD programs are effectively developing the workforce as a result of the partnerships, agency sharing of learning technology development, and agency access to and sharing of HRD tools. (Baseline data will be established in FY 2000.)

During FY 1999, we designed an evaluation strategy to obtain baseline data on how agencies use HRD to develop the workforce to meet performance objectives. In FY 2000, we will use a variety of approaches to obtain data about agency programs and employee perceptions from different sources, such as an electronic questionnaire on our HRD home page; an internet email survey; structured interviews with key HRD decision makers in Federal organizations; and reviews of GAO evaluations and other studies by external groups. In FY 2001 we will expand our evaluation efforts.

HRD strategies and/or programs of at least five Federal departments or independent agencies are recognized as best in class by nationally recognized evaluative bodies (such as the American Society of Training and Development, Society for Performance Improvement, etc.)

In FY 1999, HRD programs at the Social Security Administration, the Defense Financing and Acquisition Agency's Indianapolis Customer Support Center, the Tennessee Valley Authority and the Army National Guard were recognized as best in class by several nationally recognized organizations. Specific Federal training such as the technology-based "Skills for the New Millennium" program at the Department for Housing and Urban Development were also recognized for excellence. We expect a similar or increased number to be recognized in FY 2000 and FY 2001.

Reduction in the number of unfair labor practices (ULP) and negotiability appeals received by the Federal Labor Relations Authority.

The number of ULPs received in FY 1999 was 5,686, which continued the trend of fewer ULPs being filed. For instance, in FY 1998 5,702 were filed which was a reduction in the 6,263 total in FY 1996.

Improvement in the availability of information on Federal workforce relations indicated by a 5% increase in the number of hits on the OWR home pages over FY 1999 measures.

Home pages for all OWR organizations were established in FY 1999, and the amount of information posted on the pages has increased dramatically. During FY 2000, we will take steps to ensure that all OWR websites are made more user friendly in order to better meet the need of our customers.

Human Resource Development. The OHRD home page was established at the beginning of FY 1999, quickly becoming a mainstay in information sharing and communication to the HRD audiences and strategic partners. Information such as the Policy Handbook and educational opportunities are available, along with links to other groups and to best practices. The site offers easy access to OHRD staff through email. The HRD home page averaged 18,000 hits per month in FY 1999. Plans are underway during FY 2000 to expand the home page in terms of information and interactivity.

Labor-Management and Employee Relations. The LMRD home page expanded its offerings in FY 1999 to include the following: LMRD demonstrated its Labor Agreement Information Retrieval System via the internet as a pilot project, this pilot has received over 1800 hits by labor relations specialists testing the system (July 1999); Index of FSIP Decision's (this was in response to 93.8% of surveyed customers indicating that doing so would make this publication more useful); "Labor Relations Case Law on Performance Management," since making it available to the Federal community 4046 readers have accessed it (August 1999); the National Partnership Council's publication "Labor-Management Partnership: Skills for Success" which provides practical advice and guidance for developing cooperative labor-management relations. During FY 1999, several key issuances were added to the employee relations website, including: "Alternative Dispute Resolution: A Resource Guide;" "Addressing Sexual Orientation Discrimination in Federal Civilian Employment: A Guide to Employees' Rights"; and "Guidance on Furloughs". At the conclusion of FY 1999, web counters on each of these sites established the following baseline data: employee relations -45,763 hits, alternative dispute resolution - 9,823 hits, addressing poor performance - 35,500 hits.

Work/Life Initiatives. Baseline data for family-focused and employee health services web pages were established in FY 1999. The website containing family-focused information was created on July 30, 1999. Since that time, there have been 9,729 new visitors to the site. With regard to health services issues, during FY 1999, two important issuances were added to the employee health services website: "Responding to Domestic Violence and Managing for Y2K in the Federal Workforce: The Human Element". At the conclusion of FY 1999, web counters on the employee health information sites reflected the following: employee health services - 27,221 hits; violence prevention - 54,043 hits; domestic violence - 12,012 hits; smoking cessation (web counter to be installed in FY 2000).

Improvement in employees' perception of equity and effectiveness of workforce relations as measured by a 1% increase in the percentage of favorable ratings in the annual MSPQ. This increase is an annual increment to reach the 5-year strategic target of a 5% increase in favorable ratings.

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.

OWR Goal 13

Agency demonstration projects address employee relations, labor relations and human resources development issues effectively. (See OMSOE Goal 9)

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

In FY 1999, OWR programs continually received praise from OMSOE for their responsiveness, the quality of their technical assistance, and the timeliness of their feedback. See OMSOE Goal 9 for report of agency satisfaction.

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

OPM's Office of Merit System Oversight and Effectiveness tracks the progress of demonstration projects and has more specific details about which, if any, regulatory components of demonstration projects are enacted into law.

OWR Goal 14

Federal agencies receive timely, accurate and useful advice and technical assistance to ensure that employee relations, employee health services, work and family, labor-management relations and human resources development are a positive part of agencies' fully integrated human resource systems.

Maintain a high level of satisfaction as expressed by conference, workshop and seminar participants on evaluation sheets and/or orally.

In FY 1999, OWR sponsored three substantial conferences that were very successful:

1. Symposium on Employee and Labor Relations (SOELR). This annual conference draws more than 800 labor and employee relations professionals from Federal agencies all over the world. In FY 1999, 97% of participant evaluations rated the overall content and quality of SOELR as Excellent or Very Good. OWR is planning on sponsoring future Symposiums during the second quarter of FY 2000 (March 7-10, 2000 in Denver, Colorado) and FY 2001 (date and location to be determined), including ten all-day pre-conference sessions and over 40 breakout sessions.

2. The Learning Symposium: Building Workforce Performance. OWR's OHRD developed and conducted a national learning conference in FY 1999. The three-day nationwide event included seven general sessions, 18 workshops, and popular a Vision Center featuring state-of-the-art, hands-on learning technology demonstrations. We showcased HRD tools, modeled collaboration, and promoted performance development and knowledge management. Ninety-four percent of participants at The Learning Symposium agreed that they received useful information and had new ideas to take back to their organizations. OWR plans to sponsor another Symposium during the third quarter of FY 2000.

3. Affordable, Quality Child Care: An Employer Issue. This Federal Child Care Summit, brought together, for the first time, employers from the public and private sector, unions, educators and child development specialists, and child care providers, who represented the various child life stages and child care interests-- to exchange information on early childhood education, quality and costs, and safety. More than 250 attendees nationwide participated in the Summit. The Summit fulfilled President Clinton's directive to "…host a nationwide summit designed to showcase model public and private sector solutions to child care needs." The two and a half-day Summit showcased some of the best examples of partnerships and programs related to child care and affordability in the country. Sessions covered the gamut of issues including safety, child care quality indicators, out-of-school care, grandparents raising grandchildren, adoption, father involvement, nursing mothers and lactation rooms, family-friendly workplace strategies, and union involvement. Evaluations from the Summit indicated that all sessions were extremely well received.

Consistent level of repeat conference, workshop and seminar attendance.

In an effort to expand the reach of our technical guidance and assistance efforts, we want to continue to expand the customer base for our conferences, workshops and seminars. Our level of repeat attendees for conferences, workshops and seminars is very high.

Increase in demand for conferences/workshops as measured by the number of potential registrants on an established waiting list.

For our major annual conference, SOELR, we reach capacity each year which results in a waiting list which sometimes contains as many as 190 interested individuals. "The Learning Symposium" participants and presenters encouraged us to conduct more symposiums, and we responded in FY 1999 with two more seminars focusing on human resource development issues. Attendance grew each time. Though our final FY 1999 human resource development event was telecast, we still had a participant waiting list.

Periodic surveys of stakeholders reflect an increasing rate of approval in terms of subject matter and quality of presentations and technical assistance.

Informal feedback from OWR stakeholders indicates an increasing acceptance of educational activities and satisfaction with their quality.

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

OWR Goal 15

Assistance is provided to Federal, State and local governments through Training and Management Assistance (TMA) to improve their human resource management and organizational effectiveness.

Workload measures: $ amount of new and added funding for TMA projects increases 5% over FY 1998 levels; $ amount of work orders issued for TMA work to be performed increases 3% over FY 1998 levels; and $ amount of contractor invoices approved for payment increases 3% over FY 1998 levels.

In FY 1998, the dollar amount of new and added funding for TMA projects was $44,944,500. In FY 1999, new and added funding totaled $47,331,699. In FY 1998, the dollar amount of work orders issued for TMA to perform was $32,178,200. In FY 1999, the dollar amount of work orders issued for TMA to perform was $41,626,272. In FY 1998, the dollar amount of contractor invoices approved for payment was $33,137,800. In FY 1999, the dollar amount approved for payment was $37,508,331.

Business well-being indicators: Percentage of income above contractor invoices maintained at FY 1998 levels; income minus direct and indirect costs of program operations maintained at FY 1998 levels; a breakeven condition is maintained; and # of competitions held to select contractor for performance under TMA task orders increase 5% over FY 1998 levels.

During FY 1999 (April 1, 1999), TMA reduced its management fee from 15% to 12%. The overall percentage of income above contractor invoices from FY 1998 to FY 1999, therefore, is lower. The fee reduction was the result of streamlining operations and program process improvements. TMA's management fee covers the costs of project management, contract administration, and quality control. This fee enables TMA to be a completely self-sustaining program under OPM's revolving fund; and, the fee has been revised from time to time over the 20 years TMA has been in operation. Although an important internal program indicator which is continually monitored by TMA management, it will be discontinued in OPM's future performance plan.

Although this indicator was suggested as a business well-being measure several years ago, it is duplicative of the following measure ("A positive retained earnings contribution to OPM's revolving fund is maintained") and it will be discontinued.

The number of competitions held in FY 1999 is down. Typically, three contractor companies are selected from TMA's approved contractors list to present their company's approach in accomplishing each proposed project. At the conclusion of this competition, one company is awarded the task order to perform the work. Although the number of competitions is down in FY 1999, new and additional project funding received by the TMA program increased during FY 1999 to $47.177 million from $44.945 million during FY 1998. The bulk of the growth in project funding is derived from amendments to existing TMA projects (which do not necessarily require contractor competition if the additional work falls within the scope of the original inter-agency agreement). TMA believes the indicator: "Number of competitions held" does not truly reflect the business well-being of the program, and it will be discontinued. TMA will continue, however, to maintain this information as part of its internal management information system.

Customer Satisfaction Measures: Results gained from baseline data gathered and analyzed in FY 1999 from customers and contractors will be used to provide a basis that indicates 50% of problems identified are resolved.

New Performance Measure/Indicator:

Customer satisfaction remains high as measured by end-of-project feedback and external audits, if any.

Performance for FY 1999

In FY 1999, OPM's Inspector General evaluated the TMA program, finding it managerially sound. In the study, the IG interviewed contractors and agency contacts. These agencies accounted for approximately 57 percent of ongoing TMA training projects and 61 percent of total contract hours obligated. The IG found that respondents "registered unanimously positive responses to nearly every question designed to probe TMA service capabilities and outcomes." Agency contacts praised the skill of project managers and the time saving features of the program. The IG found that all project managers are "skilled and helpful in bringing resolution to disputes or misunderstandings," and that the TMA program director brought "immediate resolution to contractor issues" that might be impeding progress. During FY 2000 and succeeding years, we will use the IG evaluation results as a benchmark for the level of customer satisfaction we need to maintain.

OTHER INITIATIVES

Creation of the Family-Friendly Workplace Advocacy Office.

Congressional report language required OPM to establish the new Family- Friendly Workplace Advocacy Office (FFWAO). The FFWAO was opened on March 1, 1999, to create and foster a family-friendly work environment for Federal employees. In addition, the FFWAO's responsibilities include accepting and attempting to resolve employee concerns regarding family-friendly program implementation, identifying administrative or regulatory obstacles to implementing family-friendly policies and practices, and proposing regulatory or legislative changes where necessary. A report is due to Congress in March 2000 on FFWAO's accomplishments and recommendations.

Establishment of the Interagency Family-Friendly Workplace Working Group.

In response to a Presidential directive the Director of OPM established Interagency Family Friendly Workplace Working Group on which agency work-life coordinators serve. The purpose of the Group is "…to promote, evaluate, and exchange information on Federal family-friendly workplace initiatives …[all] Working Group representatives will be responsible for making sure that Federal employees are aware of the full range of options available to them to meet their personal and family responsibilities…" The FFWAO coordinates the meetings and activities of this interagency group.

Implementation of Executive Order No. 13111, "Using Technology to Improve Training Opportunities for Federal Employees.

OPM assisted the President's Office of Science and Technology Policy (OSTP) in developing an executive order on learning technology. Following the signing of the executive order, OPM assumed the leadership role for implementing the comprehensive executive order, "Using Technology to Improve Training Opportunities for Federal Employees." The Director of OPM chairs the Federal Training Technology Task Force (created by the executive order). OWR staff serve actively on the Task Force, on each of its five work groups, supports its implementation office, play a significant role in developing and implementing the recommendations coming from the Task Force and has had substantial input in identifying private sector participants for the Presidential Advisory Committee. For instance, OPM is a member of the Individual Learning Account (ILA) Focus Group which made recommendations to the Task Force to pilot ILAs and assess their effectiveness. The President recently approved these recommendations. In support of these pilot ILAs, in FY 2000, OWR will issue guidance for the pilots and collect data about their implementation and in FY 2001, we plan to evaluate the pilots in terms of results achieved, issue a report, publish an ILA Handbook, and issue implementing regulations, if needed.

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