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>> Good morning. My name is Shanaz Porter. Today, I want to introduce you to the human
capital framework and the GPRA modernization act integration. I am joined by Betsy Newcomer
from OMB and we will discuss what you need to know is human capital practitioners as
relates to GPRA and human capital integration. We will show the agenda, do an overview of
the GPRA modernization act, and then Betsy will give you the key pieces of information
you need to know. We will illustrated to give your illustrated examples of how you can implement
the key concepts we will talk about today, and that we will go into frequently asked
questions. I know a lot of you are asking about key things going on within OPM, and
then finally we will give you other resources. Prior to closing today, we will run through
other resources as well as follow-up action items that we will want you to be paying quick
attention to. I will pass it over to Betsy who will start to introduce the GPRA modernization
act.
>> Thank you. You are for taking the time out to listen to this presentation and here
about performance and how to relates to human capital. Of course, the modernization act
was based on the initial legislation and in modernized and enhanced it with certain aspects
that I want to talk about today. While the initial legislation in 19 93 establish the
requirements for strategic planning, performance planning and reporting, the modernization
act try to enhance that modernization and bring about a more improved use case for generating
performance information and making it informative to strategic decisions we are making in the
agency, and some of those are directly related to human capital and a lot of the work that
you all are doing. So, first, let me cover some of the changes in the government performance
and results act runabout by the modernization legislation. First, the legislation required
a performance improvement officer within the agencies. Although this was borrowed from
administrative policy that already existed, it was an important change to make that in
statute and establish that role for the long-term. It also brought about the performance improvement
Council, which, again, was already in practice, but in statute outlined specific roles and
responsibilities for performance improvement officers to consult in performance of government
policy. It established roles for the OMB director and chief operating officers within the agencies
in establishing goals and reviewing progress on those higher priority goals. So, in addition
to these roles and responsibilities, there were requirements for identifying long-term,
cross agency priority goals that required the operation across many organizations, not
just within one agency, but several agencies. These are, again, long-term in nature, and
have to be reviewed quarterly by the OMB director, and the processes supported by the performance
improvement Council. In addition to these federal cross agency priority goals, there
are the agency priority goals that are three-2-8 high performance goals that the agency establishes
the need to be reviewed quarterly by the chief operating officer. So, I will talk more about
examples of these priority goals to give you a better sense of how they might be different
from strategic goals and objectives. So, the third point, strategic goals and objectives
are those long-term, outcome-oriented goals within the strategic plan. So, typically higher-level,
maybe more broadly framed, different than quantitative targets that are typically your
quantitative goals and performance goals. In addition, these will be reviewed annually
in a new strategic review process that I will cover in a little bit. Finally, the modernization
act try to enhance our government- widen -- finally, the modernization act tried to enhance our
government-wide performance. The agencies would typically develop and publish their
own strategic plan, annual performance plan, and after the fiscal year is over report to
the public and Congress on their progress toward performance report, so these reporting
requirements were changed a bit. Instead of agencies only publishing reports on their
own, all of the information would be brought to a central website and therefore the public
and stakeholders could get a better sense of the intersection between different agency
goals and sometimes the joint outcomes they are trying to achieve with different strategies.
Another change in the modernization act was the requirement for OMB to work with agencies
to establish a government-wide list of programs. So, while we have historically had many ways
to identify programs and talk about them, such as budget line items that help to categorize
agencies funding into different programs, sometimes no grams are defined as which grantee
or which -- programs are defined as which grantee or program they support. This was
looked at to be useful for communicate with stakeholders about programs and how we manage
the programs towards outcomes we are trying to achieve. That was first released last May
and it will be updated on an annual basis. Let me move to the next slide. This slide
reflects a lot of what I just talked about -- the modernization act -- but puts it in
the context of the other aspects about federal performance management that were established
in the earlier legislation as well. So, it is trying to show the whole picture of the
performance framework in identifying our different goals and reporting requirements. In the next
slide, or forward, I will talk more about the human capital and how that relates to
this kind of framework. First, let me cover this. I mention the cross agency priority
goals. There are some mission-focused, some management-focused goals that are established
and that compile becomes the federal form his plan, which is reviewed, orderly, again,
by the OMB director and we provide updates through performance.gov and then at the agency
level we have strategic goals, strategic objectives, agency priority goals, and performance goals,
as I mentioned. The strategic goals and objectives are establishing the strategic plan and updated
every four years, where is the place where the agencies, within each budget, decide what
are the performance targets -- those are specific, typically quantitative goals that they are
going to work to achieve within this upcoming fiscal year. So, that really establishes the
more granular level of information for stakeholders to tell them how we will be executing on those
strategic goals and objectives that are more long-term. Finally, those priority goals,
usually just three-to-eight per agency are updated quarterly performance.gov. So, the
middle box, the evidence evaluation analysis and review box discusses review policies agencies
have, typically internally, but then feed into decision-making. So, again, quarterly
reviews on high priorities by OMB and the agency under quarterly priorities, and in
the strategic objective annual review, which is something we are putting into place to
review strategic objectives, which are a bit higher-level, more outcome- oriented, and
may incorporate other sources of evidence a monotonous performance indicators, but also
program evaluations, other research studies, data analytics, to help inform how we are
making progress on those broader outcomes, those broader objectives. Finally, we have
the. -- finally, we have the third box, public reporting. I want to emphasize there are different
kinds of information for different kinds of stakeholders which can be important, and this
framework is really articulating what we provide external stakeholders publicly. Once we establish
those performance targets, we are telling external stakeholders how we make progress
on them in our performance reports, but that does not mean that all information the agency
is using needs to be in the annual performance report, and, you know, vice versa. There is
some important information the agency should be looking at and monitoring inside of the
agency that can be useful for decision-making, but does not necessarily rise to the level
of a public performance report. It might not be interesting to external stakeholders, for
example. So, the box at the very bottom is really representing how we would like agencies
to be thinking about how their orderly reviews, their annual reviews, and their feed book
they -- and their feedback that they might be getting from external reports feeds into
the process. Hopefully, those processes are informing changes we need to make in strategies
for the strategic plan, or, sometimes, how we need to change and you'll performance targets
Indiana performance plan -- change the annual performance targets in the annual performance
plan when we are making our agenda. I will give you two examples. His are illustrative,
not completely factual, just to make that clear, but these are an example of how one
agency might identify a mission, strategic goal, strategic objective, and have correspondence
in performance goals and indicators. The first, create jobs, a strategic goal that is high-
level, and I'll come the agency might not have control over but -- and an outcome the
agency might not have control over but they are trying to influence. At a strategic level,
we have asked agencies to identify the core strategy they are using to influence the outcome,
and give the audience a bit of an idea of how they are going to do it, but notice it
is not a quantitative target, and that brings me to the performance goals, which are typically
your quantitative targets, and priority goals, R, again, a higher priority performance goal
that is reviewed quarterly by the senior leadership of the agency. Lastly, at the very bottom,
I have examples of other indicators. These mighty measures that the agency needs to track
on a regular basis, but does not necessarily send a -- set a target for them. Indicators
might just be helpful information. Let's go to the next illustration. This is another
example of the same framework, but a different agency. Again, the strategic goal of strengthening
the nation's housing market -- you can see the objective of stemming the foreclosure
crisis in the U.S. and various performance goals and indicators the agency will be tracking
on a regular basis. Again, this is all focused on our public reporting requirements that
are related to our annual performance reports at performance.gov. Let's move to human capital.
The next slide is describing some of the legislation that actually articulates the role for human
capital in this performance framework. So, first, at the Capitol level, the cross-agency
priority goals, legislation requires that OMB identifies at least one related to human
capital. So, those are available on performance.gov, and will be updated on a regular basis, and
then record made with OPM in the execution of the cross-agency goal, which requires each
agency to have some sort of contribution in this kind of high-level, long-term goal. The
next slide that I want to talk about are the strategic plans. Again, these are your long-term,
for -- four-to-five-your plans. This includes human capital that is required. It does not
have to be very detailed, but sometimes an aspect of human capital can be critical to
a mission area, and that is what we want to have articulated in the strategic plan as
it is relevant. So, let's go to the next slide. This is about your annual performance plans
that agencies develop with their Congressional justifications, and these are released with
the president's budget. So, again, within the context of the performance plan, which
is more granule and more focused by program, these also require a mention of any human
capital or human -- or training skills or technology processes supporting a performance
goal or are critical to the success of a particular program. That information should be articulated.
This is more granular than the strategic plan that I just described. It's go to the next
slide. -- so, let's go to the next slide. The3 point -- the third point I wanted to
make, once the agency is performing their goal, how do they make progress, what goals
did they meet, not meet, what are we changing in our efforts to improve performance -- in
this update, we should include any information that is relevant to successes or failures
in our human capital management. So, perhaps, in a particular goal area, if there is a skills
gap that we have not been able to close, that is something we would want to articulate in
the performance report, and we would want to describe, maybe, how we are changing our
policies to improve how we are closing that skills gap. Let's move on to the next slide.
This is an illustration, again, just an illustration, not an exact by every point example of how
an agency might identify a specific management goal. Again, that top-level enrichment goal,
transform the way it does business -- the way HUD does business is more strategic. So,
developing a 21st-century workforce to better sustain inclusive communities and quality,
affordable homes for all. That management objective, which is relatively broad in nature,
might've supporting goals and indicators. One example is recruit and add talent to our
workforce by September 30, 2012, reduce content hiring time to 79 days. This gives you more
indicators that might be supporting the progress agency is trying to achieve. Let's go to the
next example on our objective 2. This, again, illustrative. The SBA building -- an agency
that meets the needs of today and tomorrow small businesses, and how would they do that,
it -- do that? It performance goal might be related to employee retention, may be closing
skill gaps, and that another potential performance goal could be providing managerial training
to all of the mid-level managers at the agency era again, -- agencies. Again, something really
broad that cuts across all agencies. These are management-focused. We could have human
capital indicators supporting mission- oriented objectives. That is an example that is not
illustrated here, but it can be useful. Let's move it to the Before I handed back to Shanaz
Porter. Let's talk about the benefits of integrating these two. We are trying to help agencies
maintain a focus of the broader outcome so we can maintain on -- focus in providing innovative
ways in managing capital and programs on the highest priorities. This framework is trying
to encourage us all in our daily activities to not lose focus on external outcomes. It
should not replace, though, the internal reporting that is certainly necessary, and the internal
management that might be looking at different indicators and different management information
that might not be something that we would necessarily in -- including. Benefits of integration
-- improve decision-making, efficiency and effectiveness, and we also want to provide
leadership, not just within the agency, but sometimes in Congress, the role of human capital
in our organizational success. We also want to balance the reporting burden. While reporting
can be really helpful, if we get too much information that is not useful, it defeats
the purpose, and we want to make sure we strike the right balance between using an reporting
effectively and getting the right information to the right decision-makers. That helps us
to reduce workload, and, again, we need to use this to fulfill requirements in the law.
Let me hand this back to Shanaz.
>> Thank you, Betsy. I wanted to take a second and let you know that the slides we are presenting
today will be available on the site, and we will send out the link after today's event.
We will include information about a survey where we would really appreciate your feedback
on today's event, and this will help us plan for two future series that we have with regards
to human capital and integration and we will send information out in the coming weeks.
I want to shift gears. We talked about the GPRA framework from the statutory perspective,
how we want to take it to the operational perspective. We want to talk about the role
of the chief human capital officer. As Betsy mentioned, there is a significant focus on
including quantitative or human capital data into this entire process. The chief human
capital officer plays a significant role from a variety of perspectives. First, they are
task per regulation to 50 in the CHCO act to aligning juju planning and reporting. That
is the first significant role. They also now support the agency had, chief operating officer,
and performance improvement officer with identifying how well an HC is meeting outcomes. We have
18 agencies, and the final agencies will be participating the next month or so it is a
critical role because it puts HR at the forefront of data-driven reviews. We will talk more
about the specific human capital data that you can use, right now we wanted to give you
a flavor for what is this whole notion of human capital integration, all of this different
stuff that we have been hearing. In the future society will talk about cascading down to
other layers, the role of managers and even employees. Also, the chief human capital officer
role, we emphasize the aspect of this in A-11 that is published on annual basis. We will
publish an updated information into the OMB circular. . Managers -- next slide. Managers
have a terminus for the strategies of the operational level at all agencies. They have
a terminus possibility of meeting agency strategic plans and objectives, and also whether sensibility
of identifying and measuring the successfulness of meeting targets. Human resources will always
be a strategic partner in a couple of ways. One is making sure that the human capital
aspect really aligns and meets the goals of the agencies. There are some goals we had
to meet day-to-day operations. There is now significant focus toward making sure human
capital policies and programs meet agency objectives. Next slide. So, we want to give
you an example. That's he talked about a cross- agency priority goal. -- Betsy talked about
a cross- agency priority goal. A tremendous effort was embarked upon to close skill gaps
agency- wind, it -- agency-wide, and it became a goal. We have enlisted the help of some
strategic partners in this effort who are working with us to close gaps in the identified
six government-wide mission- critical occupations. So, this example is just showing how the current
closing skills cap cross agency priority goal was established. We have targets. We are tasked
with closing the skills gap by 50%. we are still working on this effort. When the next
set of goals come out, we will update those goals, but we also want to provide an illustration
of what could be a future focus for a cross-agency priority goal. We could use something very
measurable and specific like improving scores. Some of the targets we can use is time to
hire. The employee viewpoint survey. The management satisfaction survey that we support, as well
as retention rates and resource data. The goal is to tell a story about one of the different
pieces of the puzzle that can fit into this to tell us how we are meeting our goals and
where can we make movement and have a significant impact. Next slide please. Agency strategic
objectives with human capital goals or other supporting human capital information. Agencies,
of course, at their discretion will include some performance goals and human capital under
their mission. This goes down to a specific level to the agency focus area for example,
training safety inspectors at OSHA, these are illustrative examples that we wanted to
provide. These are specific human capital objectives, the one thing we would encourage
you to do than to say is if we are working to train safety inspectors, at what percentage
do we want to see the number of individuals trained, and most importantly, what is the
outcome and effectiveness of delivering that training to these individuals question McEvilly)
skill gap, have we actually seen a movement -- individuals? Have we close the skill gap?
Have we seen movement? Again, how human capital integrates with GPRA. Identifying the agent
-- agency specific mission critical occupations is a goal we have seen a lot of work on. And
clearly affects mission and performance. Conduct competency assessment and safety engineers
to determine baseline proficiency levels -- again, once you intervene and reduce human capital
policies to improve the efficiency levels, you should see some type of change in terms
of improving proficiency levels. Develop matrix based on baseline data, so increase the number
of safety engineers to the 70% for technical expertise. Again, I want to use an example
of showing what specific types of measures we are showing for illustrative purposes that
you can use for your agency. Of course, you may need to implement training, execute different
programs to make changes in this, but we want to show you how the requirements from the
agency performance lands that require now a human capital element, to show them how
agencies can start to operationalize that. So, some frequently asked questions -- before
I get to that, again, today was really just an opportunity for us to give you some insight
into GPRA and the human capital integration. As HR practitioners and even as employees,
everybody now has a tremendous role with implementing some aspect of the human capital strategy,
whether it is through HR policies, pogroms, training programs, evaluations -- we all have
a significant role, we want to make sure we are providing information you need, whether
it is in the regional office, all the way down to headquarters to make sure everyone
understands what a goal and responsibility is knowledgeably to implementing GPRA and
integrating human capital. This is now an ongoing responsibility. We are revising the
human capital assessment accountability framework, to not only reflect changes in GPRA, but also
in the human capital community. That process has been going on for some time. Unfortunately,
it has not been published yet, though we are working to have that done, and one of the
challenges is we have to revise regulations in 5 CFR250 Paraguay are actually almost finished
with the draft. We will be sending it out to internal clearance -- 5 CFR 250. We're
almost there is with the draft and the goal is to get it out within the fiscal year. Once
it is finalized, we can publish the human capital framework. What is the performance
review process and what is the OMB's role in public reporting. I will hold that question
for Betsy. In terms of what is required in permit -- current plans, part of our revisions
for 5 CFR 250 is to remove the human capital measurement report as a reporting requirement.
For the 16 pilot agencies, they are exempt, however we still have those eight pilot agencies
that are responsible for completing an HCMR for 2014, and the goal is to have it published
so that it is no longer a requirement. Hopefully, they will longer be required. Then, how will
the initiative supported by or involved with HRstat? The whole notion of human capital
and GPRA integration is really intimately involved with HRstat. It is led by human capital
officers and chief improvement officers. For those agencies that have been participating,
they are very familiar. For those that will become pilot agencies, they will be involved
in the orientation process and will become very familiar with the process. For those
of you are not as intimately involved, one of the key things is to take your mission
objectives and goals and look at what data-driven opportunities you have to have conversations
with your CHCO and improvement officer to identify areas where you can make tweaks to
improve your performance. With that, I will turn it over to Betsy to answer the last question.
>> So, first, let me just cover the question on what is the performance review process
and what is OMB's, including public reporting. There is this requirement for courtly reviews
of high priority goals, and then by each agency's chief operating Officer on those agency priority
goals. We have identified in our guidance, a-11, section 270, how they should be guided
with guidance on better practices. Of course, that does not encompass all of the management
reviews some agencies conducted a much broader. There is also a role for OMB in reviewing
reports. Of course, the performance plans that are developed with congressional just
occasions are typically reviewed by OMB before they are published, as well as a performance
reports. Usually, it is more of a review process that the documents are set -- sent over four
OMB review. It is typically most useful to the agency and its management structure.
>> Again, we have - well resources. -- again, we currently have two resources. We have information
that really talks about a lot of the information that we presented today, and then goes into
more detail about the role of the chief human capital officer. Again, within the site that
we will send a link, we will include links to these resources as well as others. If you
did not have an opportunity to provide us with questions in advance of the webcast,
there is still an opportunity to do so. There is an e-mail address available for you at
SW Ptraining@OPM.gov. With that, I would like to thank you for watching today. Again, if
you have questions or feedback, we encourage you to send us information and to participate
via our link that we will send to you this afternoon. [NO AUDIO]