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 G1
Office of Executive Resources Management (OERM)

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.

OERM 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.

Baseline established for determining senior executives' satisfaction with OPM's leadership of SES program and their sense of "ownership” in the system.

FY 1999 SES survey established the baseline. Further analysis will be completed in FY 2000. Survey will be repeated in FY 2002. "Sense of ownership" dropped because it is impractical to measure.

OPM's Customer Satisfaction Survey indicates a 2% increase in favorable ratings.

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.

Baseline of information established for executives' perceptions and attitudes about their leadership experience, extent to which they function consistent with ECQ's, focus on outcomes, and find that the SES system supports their efforts to achieve program results.

1999 SES Survey established the baseline. Further analysis will be completed in FY 2000. Survey will be repeated in FY 2002.

Initial results show that executives affirm the importance of the current ECQ's, are focusing on outcomes, and are able to recruit good quality SES candidates.

OERM Goal 2

The selection of executives with solid leadership and management skills, public service values, and a Governmentwide perspective, who are prepared to lead the continuing transformation of Government is promoted.

Favorable ratings and comments on evaluations collected at ECQ briefings, SES symposia and orientations.

56 ECQ briefings were given in FY 1999 to 5100 participants, which provided an opportunity to emphasize leadership attributes. Evaluations reflect that attendees appreciate and value the information they receive, and are able to apply it. We have improved the briefing content based on comments from the participants. Briefings will continue in FY 2000.

OPM's Customer Satisfaction Survey indicates a 2% increase in favorable ratings.

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. The relevant question was dropped from the HR Specialists' 1999 survey as they are not normally participants in our policy development activities.

Increase in evidence that QRB cases are well developed and reflect selection of qualified leaders.

96% of QRB cases approved after first time review compared to 90% in FY 1998.

Anecdotal evidence from QRB members shows that quality of selectees for the SES is improving as evidenced by the cases they reviewed.

OERM Goal 3

The levels of executive resources assigned through the 2000-2001 biennial allocation and subsequent interim adjustments meet the Administration's corporate goal of maintaining an executive workforce consistent with overall Government downsizing while efficiently supporting agency missions.

Agencies operate successfully within biennial allocations. Cumulative ad hoc adjustments during FY 2000-2001 biennial cycle result in no more than 2.5% increase in executive resources allocated by OPM.

Ad hoc adjustments during the FY 1998/1999 cycle resulted in an overall net increase of only .7%. Allocations for the FY 2000/2001 cycle increased only for agencies who effectively managed their executive resources and/or received additional funds for new programs.

P Qualitative analysis of biennial review reports show agencies are effectively managing their executive resources and integrating a succession planning emphasis.

Progress was made in this ongoing effort to emphasize to agencies the need to manage their executive resources wisely, and to incorporate planning for the future as evidenced by the minimal ad hoc increases in the FY 1998/1999 cycle.

OERM Goal 4

Continual learning is highly valued as a strategy for maximizing executive effectiveness with the result that agencies and executives increasingly use training, sabbaticals, details, temporary assignments, and movement within and between agencies to broaden perspectives and gain fresh insights on leadership.

Methods to quantify continuing learning are implemented and baseline data are established.

FY 1999 SES survey established baseline data on executives who participate in continual learning activities, and what development they and their managers need in order to be successful in the SES.

OERM will include in its new survey on SES members' perceptions and attitudes items on mobility.

FY 1999 SES survey established baseline data on executives who have transferred to another agency or taken a new position within their own agency. Barriers to mobility were identified and will be analyzed in FY 2000 to determine ways to help overcome them.

Increases in intra/interagency, intergovernmental, and/or interdisciplinary selections for senior executive positions as measured through the EIS.

EIS is able to show data on interagency and interdisciplinary selections, but will not be relied on for intra-agency or intergovernmental data. Enhancements to be able to do this are too expensive to pursue. The SES Survey will be used to gather additional information about these types of selections.

Increased emphasis by agency management on encouraging and supporting executives' pursuit of continual learning activity.

President's Management Council(PMC) has encouraged agencies to invest in continuing executive development to help their executives deal with the constant change in today's working environment. Anecdotal evidence shows departments such as Commerce, Transportation, Treasury and Labor, among others, are directing resources and senior management attention to this issue.

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.

OERM Goal 5

Federal agencies, senior executives, and other stakeholders receive timely, clear, accurate, and useful advice and assistance that contributes to the development, selection, and effective management of high-quality senior executives.

Ongoing feedback from senior executives, agency executive personnel managers, agency personnelists and other stakeholders about services provided.

We hold monthly meetings with SES program managers and communicate daily with them and with individual executives. Feedback from these exchanges is almost always positive. SES program managers and executives believe we go the extra mile to maximize the flexibilities available while upholding the merit system principles.

Increases averaging 2% overall in levels of satisfaction with OERM information sharing and technical assistance in the OPM Customer Satisfaction Survey.

Exceeded goal in 3 of 5 information sharing categories and equaled or exceeded goal in all technical assistance categories. Average +3% in information sharing and +10% in technical assistance. Average overall is +7%.