Chairman’s Message

Fiscal Year (FY) 2007 can best be described as a time of continued growth and success for the Chief Human Capital Officers (CHCO) Council, as we continued to build on the structural and organizational changes made in the previous year. For example, in FY 2007, the CHCO Council’s six subcommittees accomplished a number of activities that helped raise the profile of the Council. Select accomplishments of the subcommittees from last fiscal year are listed in Appendix 1 of this strategic document.

In addition, several subcommittees planned and organized CHCO Council Training Academy sessions, which proved to be an effective way to highlight and showcase agency human capital practices. In fact, FY 2007 was a banner year for the academy, as over 300 staff members from CHCO Council agencies attended the six sessions.

The CHCOs also had the opportunity to hear from several outside speakers at our full-Council meetings during FY 2007. The guest speakers represented a variety of groups, including, the Interagency Security Committee within the Department of Homeland Security, the U.S. Equal Employment Opportunity Commission, the Centers for Disease Control, the office of Federal Occupational Health, Federal Employee organizations, the Council for Excellence in Government, the Gallup Organization, and Congressional staff.

The ability to accomplish these activities successfully is attributed to the partnership between the U.S. Office of Personnel Management (OPM) and the members of the CHCO Council. Continuing the practice established in FY 2007, which provided the framework for success, the enclosed FY 2008 CHCO Council subcommittee goals were developed through collaboration between OPM, the CHCOs, and their Deputies and staff.

The goals outlined in this plan solidify the Council’s commitment to identifying, addressing, and showcasing key human capital challenges and practices.

I commend each of the subcommittee chairs for their leadership and dedication to the CHCO Council and the Federal human capital community at large. Their level of engagement is a key indicator that the CHCO Council continues to evolve and expand its sphere of influence.

Subcommittee on Emergency Preparedness

Mission Statement

The mission of the Subcommittee on Emergency Preparedness is to assist OPM in establishing policies and procedures that enable Federal agencies to continue their operations, while safeguarding their employees. In times of crisis, it is imperative that the Federal Government continues to effectively execute its mission, while responding to the crisis and leading the effort to restore normal operations. Inherent in this responsibility is assuring the safety and well being of its employees, who are both a valued resource and key to the important day-to-day governmental operations.

Subcommittee Goals for FY 2008

• Work with OPM to (1) develop and improve measures for Federal telework programs and (2) highlight practices to assist managers in understanding the value of telework.
• Provide human capital input to the entities (i.e. Homeland Security Council and the Sub-Policy Coordinating Committee on Pandemic Influenza) that are developing Pandemic Influenza guidance for Federal employees living abroad.
• Partner with the Federal Chief Information Officers Council to provide the necessary linkage between the human capital and technological issues associated with the Federal Government’s operational effectiveness during an emergency, including a potential Pandemic Influenza outbreak.
• Identify human capital strategies developed for a pandemic health crisis to determine their applicability to other local and/or national emergencies.
• Work with OPM and the Interagency Security Committee to identify and share best practices in preventing violence in the workplace.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.

Subcommittee on Hiring and Succession Planning

Mission Statement

The mission of the Subcommittee on Hiring and Succession Planning is to support innovative marketing and recruitment strategies, a simplified and streamlined hiring process, and a structured succession planning effort necessary to obtain and develop the diverse talent needed to meet the complex mission requirements of the 21st Century Federal workforce.

Subcommittee Goals for FY 2008

• Work with OPM to continue identifying and promoting hiring flexibilities.
• Partner with OPM to conduct an analysis of the direct hiring authorities, including recommendations for process improvements.
• Work with OPM and the Chief Acquisition Officers Council to develop a succession planning template, including knowledge transfer strategies, for the acquisition occupation.
• Continue to work with OPM to monitor the use of the return-on-investment tool for the Career Day Job Fair program and identify improvements as needed.
• Work with OPM to improve USAJOBS by (1) developing transparent linkages to the Career Patterns initiative and (2) updating the system’s customer satisfaction survey.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.

Subcommittee on the Human Capital Workforce

Mission Statement

The Federal human capital workforce is transforming from a transaction-based environment to a more strategic and consultative role. The subcommittee will lead the transition by reviewing, developing and recommending strategies and a framework to promote and foster this evolution.

Subcommittee Goals for FY 2008

• Provide recommendations to the full Council to expand the existing Human Resource Management Competency Model by adding competencies that position Human Resources to serve as strategic consultants.
• Work with OPM to draft a white paper on the future of Human Resources in the Federal Government.
• Partner with OPM to host and lead the 2008 Federal Human Capital Innovations Summit.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.

Subcommittee on Human Resource Line of Business

Mission Statement

The CHCO Council Subcommittee on the Human Resource Line of Business (HRLOB) supports Governmentwide efforts to transform the delivery of Human Resource services within the Federal Government, so that agencies can devote their time and effort to the more strategic management of human capital. This subcommittee, as part of the governance structure of the Office of Personnel Management’s HRLOB Program is focused on ensuring that this transformation is implemented successfully across Government.

Subcommittee Goals for FY 2008

• Assist members of the CHCO Council in staying up-to-date on HRLOB activities to ensure that they understand the potential impact on their agencies.
• Support and provide strategic direction to the HRLOB on the establishment and ongoing operations of Shared Service Centers and the migration of agencies to Shared Service Centers during FY 2008 and beyond.
• Provide high-level policy guidance and support to OPM and various Governmentwide groups working on strategic HRLOB initiatives.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.

Subcommittee on Learning and Development

Mission Statement

The mission of the Subcommittee on Learning and Development is to help create a culture of continuous learning and employee development that will facilitate performance improvements that spread throughout the Federal Government. To enhance and improve organizational performance, the Subcommittee on Learning and Development will examine, explore, and propose new and existing learning and development programs.

Subcommittee Goals for FY 2008

• Continue enhancements in learning and development by (1) working with OPM to make further improvements to the Catalogue of Leadership and Development Programs and (2) identifying and highlighting agency practices in supervisory training and development.
• Organize and host a CHCO Council Training Academy session to showcase agencies and/or organizations outside the Federal Government that utilize innovative training methods.
• Work with OPM to (1) identify and showcase agencies that run an effective program for the Presidential Management Fellows (PMF) and (2) explore ways to track conversion/retention rates of PMFs.
• Partner with OPM to prioritize occupations for which competency models might be developed and/or updated.
• Provide support for the implementation of the National Security Professional Development program.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.

Subcommittee on Performance Management

Mission Statement

The mission of the Subcommittee on Performance Management is to help improve performance management in the Federal Government by assessing and highlighting best practices, participating in the formation of regulatory and programmatic agendas relative to performance management, recommending strategies for enacting legislation, and recommending oversight and programmatic changes.

Subcommittee Goals for FY 2008

• Partner with OPM to implement the Senior Executive Service Performance Appraisal Assessment Tool (PAAT) and provide lessons learned for the Fiscal Year 2009 assessment cycle.
• Work with OPM to identify lessons learned in establishing alternate pay for performance systems in the Federal Government.
• Organize and host a CHCO Council Training Academy session on performance management issues.
• Work with OPM to identify, highlight, and share agency practices that foster results-oriented, performance-based cultures.
• Advocate on behalf of legislative proposals that support the mission and goals of the subcommittee.