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 G2
Office of Executive and Management Development

FY 1999 Performance Report
Goal & Performance Indicators Checklist

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

OEMD Goal 6

OPM executive and management development programs and services are high quality, timely, and customer-oriented and are relevant to individual and organizational performance improvement.

Assess overall program quality and effectiveness through the use and analysis of end-of-course evaluations for training and development programs. Additional measures address how well courses improve participant's individual and organizational effectiveness back in the agency.

FY 1999 plan shows estimate of 7,400 participants and ratings of 4.4 or better on a 5-point scale. Actual was 7,562 participants and an average rating of 4.6 on a 5-point scale.

No specific "additional measures" were identified in the FY 1999 plan.

In FY 2000, expand pilot program efforts to measure the amount of learning that takes place in courses and seminars. Data is based on participants' self-rating of their knowledge of the subject matter covered in the target seminar before and after completion of the program.

This is an FY 2000 indicator.

Ensure executive and managerial training and development programs and curriculum reflect current trends in Government, leadership competencies, and changes in policy direction. Use ongoing assessment of results for continuous reviews and update.

The FY 1999 plan identified special programs for the Department of Treasury and the Federal Aviation Administration to help them develop a corporate culture, improve communications skills, and improve management and leadership skills. Special programs were developed for those agencies plus Department of Energy, Defense Intelligence Agency, and others.

The Federal Executive Institute's ongoing multi-year evaluation project is designed specifically to measure program quality and effectiveness in 10-12 different areas.

No specific measures for FY 1999 were identified in the FY 1999 plan. However, in FY 1999, FEI reassessed the progress and results of the multi-year evaluation project and determined that a more structured approach was required. Consistent with the OEMD-wide approach, efforts were redirected to return on investment assessment activities.

In FY 2000, survey data from recent graduates of Management Development Center (MDC) seminars will be used to develop information on how to increase the ability of MDC alumni to apply the knowledge they gained in OEMD programs back at their workplace. This information will also be used to improve the design of our programs.

This is an FY 2000 indicator.

In FY 2000, begin pilot testing a Federal analogue of The Corporate University Exchange to share bench marking data on leading edge management development programs with agency counterparts.

This is an FY 2000 initiative.

In FY 2000, seek membership in executive development consortiums (i.e., government, academia, business) for the purpose of bench-marking our programs and identifying meaningful evaluation and measurement techniques used in other executive development programs.

Although not applicable for FY 1999, OEMD has begun efforts in this area and will build on same in FY 2000. Examples: (1) In partnership with NPR and the Council for Excellence in Government, developed case studies for incorporation into programs; (2) Partnered with UVA to develop a business acumen curriculum for use in our LDS program -- effort ongoing.

OEMD Goal 7

Participation in OPM's executive and managerial training programs is increased and income and costs are balanced.

Outcome evaluation assesses the extent to which a program achieves its outcome-oriented objectives.

Increases in participant training, coupled with high course evaluations and a systematic approach to improvement in program delivery and curriculum based on the course evaluations is the basis for OEMD's overall outcome evaluation.

No data available.

OEMD's financial strategies continue to support current and future program needs, as well as maintain a strong fiscal condition. Financial performance for each organization is measured as a function of annual income and cost in the context of a 3-year financial plan which includes meeting the requirements to "break-even" and setting a 3-year investment horizon to ensure that OEMD is careful and thorough about providing full value to its customers.

The FY 1999 plan indicated the investment strategy would include the development of new computer-based simulations and case studies. In FY 1999, OEMD reassessed the development of these simulations and case studies. The state-of-the-art in this area is changing rapidly and the size of the required investment was so large that the timeline for implementation was appropriately extended. We are now taking steps to secure cooperation with other Government agencies in the development and cost-sharing for the development of computer-based simulations, case studies, and associated distance learning initiatives.

In FY 2000, financial performance standards for each organization will include actual performance within tolerances of initial estimate (+$250k, -$125k), sufficient cumulative retained earnings reserves to accommodate appropriate contingencies, and an investment strategy consistent with program requirements and break-even over a 3-year period.

Although identified for FY 2000, the financial performance standards apply to FY 1999 as well. OEMD's overall financial condition remains positive in FY 1999 with above breakeven cumulative retained earnings. Sufficient cumulative earnings reserves are available to accommodate known contingencies and to meet some investment requirements.