Fiscal Year 2004 Performance and Accountability Report Published November 15, 2004
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FY 2004 Obligation ($ in Millions) |
% of Total VA Resources |
Enabling Goal: Deliver world-class service to veterans and their families by applying sound business principles that result in effective management of people, communications, technology, and governance. |
$898 |
1.3% |
Objective |
Performance Results
| |
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E-1 Recruit, develop, and retain a competent, committed, and diverse workforce that provides high-quality service to veterans and their families. |
- Increased to 90 percent the proportion of employees who were aware that alternate dispute resolution (ADR) is an option for addressing workplace disputes (goal was 80 percent)
- Increased to 60 percent the proportion of cases using ADR techniques (goal was 70 percent)
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$81 |
0.1% |
Performance
Employees are VA's foundation and are the key to our ability to deliver timely and high-quality benefits and services. In support of Objective E-1, the Department has placed a high priority on implementing strategies to ensure VA recruits, retains, and develops a quality and diverse workforce to serve veterans and their families. Our primary roadmap for achieving this objective is the Department's Strategic Human Capital Management Plan, which presents an overview of past and projected workforce trends and summaries of workforce plans developed by VA's program and staff offices. VA has moved closer to the ultimate aim of Objective E-1 by implementing initiatives covering a multitude of topics outlined in these plans. One indicator of our success is measured by the fact that in FY 2004, 73 percent of employees responded favorably when surveyed about their job satisfaction, a share up markedly from the 57 percent recorded 3 years earlier. VA has hired hundreds of new decision-makers to help reduce the claims backlog and trained these and other employees in proper claims processing procedures. We also developed a legislative proposal, signed into law in December 2003, to improve our ability to recruit and retain a number of mission-critical health care occupations. The Department created a voluntary VA-wide, online entrance and exit survey with Web-based data access. This valuable information helps guide the Department in improving recruitment and retention activities throughout all organizational levels.
VA recently developed a Web-based tracking system to collect data on ADR that will be analyzed yearly so that benchmarks can be identified and accomplishments measured. In addition, VA will conduct ADR and mediation awareness training sessions for all employees to ensure that employees are aware of the ADR and mediation tools that can be used to effectively resolve workplace conflicts and disputes. From these efforts, VA expects to derive benefits such as improved morale and productivity, reduction in future disputes, repaired relationships, improved customer service, and increased employee trust.
Program Assessment Rating Tool (PART) Evaluation
There are no PART evaluations that have been completed, nor are there any planned, that specifically address Objective E-1.
Major Management Challenges
The Government Accountability Office has identified strategic human capital management as a governmentwide high-risk area, which is related to Objective E-1. It was also placed at the top of the President's Management Agenda (PMA). Please refer to the PMA section regarding VA's progress on strategic human capital management.
Program Evaluations
There have not been any independent evaluations of programs or activities related to Objective E-1.
New Policies and Procedures
VA established several new procedures and initiatives in support of Objective E-1. For example, the Department has:
- Increased internal and external recruitment and retention programs, developed and enhanced education and training programs, and fostered a corporate culture that proactively integrates women, minorities, and people with disabilities into management positions.
- Continued its One VA Senior Executive Service Candidate Development Program to develop future candidates for the Senior Executive Service within VA.
- Redesigned the VA Job Opportunities Web site; site visits more than doubled in the last 2 years.
- Devoted increasing attention to implementing employee performance standards that truly measure performance.
- Required all VA organizations to conduct an annual self-assessment of HRM programs to identify best practices and systemic deficiencies.
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