Working for America

CHIEF HUMAN CAPITAL OFFICERS COUNCIL

FISCAL YEAR 2004

______

ANNUAL REPORT TO THE CONGRESS

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

MAY 2005
 

 

 

 

 

“Government likes to begin things – to declare 

grand new programs and causes. But good 

beginnings are not the measure of success. What 

matters in the end is completion. Performance. 

Results. Not just making promises, but making 

good on promises.” 

—President George W. Bush

“The Chief Human Capital Officers Council 

continues to realize significant progress in the 

Strategic Management of Human Capital, a key 

initiative of President George W. Bush's 

Management Agenda. By tackling critical human 

resources challenges, such as those involving 

technology and the streamlining of human 

resources functions across government, the 

members of the CHCO Council are offering 

meaningful contributions to the dialogue on the 

future of America's Civil Service.” 

—OPM Acting Director Dan G. Blair

CHCO Council Chairman
1

TABLE OF CONTENTS

A Message from OPM Acting Director Dan G. Blair, Council Chairman . . . . . . . . . . . . . . . . . . 2 

I. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 

II. Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 

III. Council Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 

 Council Retreat 

 Meetings of the Council 

 Meetings of the Executive Committee 

 Activities of the Subcommittees 

 Involvement of CHCOs in Key Strategic Human Capital Management Issues 

 Chief Human Capital Officers Academy 

 Interaction with the Congress 

 Outreach to External Stakeholders 

IV. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 

Appendix 1: Members of the Chief Human Capital Officers Council 

Appendix 2: Members of the Executive Committee 

Appendix 3: Members of the Subcommittees 

Appendix 4: Chief Human Capital Officers Council Charter 

Appendix 5: Testimony of Chairman James before the Subcommittee on Civil Service and 

Agency Organization, Committee on Government Reform, 

U.S. House of Representatives 
2

A MESSAGE FROM OPM ACTING DIRECTOR DAN G. BLAIR 

CHAIRMAN, CHIEF HUMAN CAPITAL OFFICERS COUNCIL

I am pleased to present to Congress the second annual report of the Chief Human Capital 

Officers (CHCO) Council, detailing activities during Fiscal Year (FY) 2004. This report was 

prepared in response to the statutory requirement that the CHCO Council submit annually to 

Congress a report on the activities of the Council. Section 1401 [note] of title 5, United States 

Code, establishes a Chief Human Capital Officers Council to advise and coordinate the activities 

of the agencies of its members on such matters as the modernization of human resources 

systems, improved quality of human resources information, and legislation affecting human 

resources operations and organizations. 

The CHCO Council continues to be actively engaged in assisting agencies in the implementation 

of the first Government-wide initiative of the President’s Management Agenda: the Strategic 

Management of Human Capital. During this first full fiscal year since the Council’s 

establishment, the Council and Executive Committee each met on six occasions, the newly 

established CHCO Academy held five sessions, and three of five subcommittees issued initial 

reports with detailed findings and recommendations on their issue areas. I am confident that, 

through its ongoing activities, this important body of key policy advisors will continue to raise 

the profile of human resource management issues envisioned by President George W. Bush and 

the Congress. 

This report can be found on the CHCO Council’s Web site at www.chcoc.gov. 

 (S) 

Dan G. Blair 

Chairman 
3

EXECUTIVE SUMMARY

The Chief Human Capital Officers Act of 2002 (Act), enacted as part of the Homeland Security 

Act of 2002 on November 25, 2002,1

 required the heads of 24 Executive departments and 

agencies to appoint or designate Chief Human Capital Officers (CHCOs). In addition, the Act 

established a Chief Human Capital Officers Council (Council) “to advise and coordinate the 

activities of the agencies of its members on such matters as modernization of human resources 

systems, improved quality of human resources information, and legislation affecting human 

resources operations and organizations.”2

The 25-member Council is composed of the Director of the Office of Personnel Management 

(OPM), who serves as chairman; the Deputy Director for Management of the Office of 

Management and Budget (OMB), who acts as vice chairman; the CHCOs of the 15 Executive 

departments; and the CHCOs of eight additional agencies designated by the OPM Director. 

The Council pursued a proactive agenda during the first full fiscal year since its establishment on 

May 24, 2003. On November 20-21, 2003, OPM Director Kay Coles James, Chairman of the 

CHCO Council, convened a retreat of the Council at OPM’s Federal Executive Institute in 

Charlottesville, Virginia. CHCOs took advantage of the opportunity to discuss briefings from 

senior OPM staff on critical issues, and identify and review the work of the Council’s five 

subcommittees during the Fiscal Year (FY). 

Chairman James convened six meetings of the full CHCO Council during FY 2004 in the months 

of January, February, April, May, July, and September. The Executive Committee met on six 

occasions in December, January, February, April, May, and July. 

In FY 2004, the Council’s five subcommittees began their work in earnest on some of the more 

pervasive and complex challenges confronting the Federal human resources (HR) community 

and issued three reports. The subcommittees focused on the Hiring Process, Leadership 

Development and Succession Planning, Performance Management, Employee Conduct and Poor 

Performers, and Emergency Preparedness. 

Carrying out the legislative intent of the Chief Human Capital Officers Act of 2002, Chairman 

James encouraged CHCOs to become involved in shaping the Federal Government’s efforts to 

reform America’s civil service for the 21st century through a variety of outreach events. Two 

important human capital initiatives advanced by OPM and supported by CHCOs during the year 

were fixing the hiring process and promoting agency use of telework programs. 

At the Council’s inaugural meeting in June 2003, Chairman James announced the establishment 

of a Chief Human Capital Officers Academy, a forum for Council members to share best 

practices in the strategic management of human capital. During FY 2004, the Chairman 

convened the Academy on five occasions. 

 

1

 Pub. L. No. 107-296. 

2

 5 U.S.C. §1401 note. 
4

During FY 2004, the Council engaged in extensive outreach to key stakeholders inside and 

outside of Government. On May 18, 2004, the Subcommittee on Civil Service and Agency 

Organization of the House Committee on Government Reform convened a hearing entitled “First 

Year on the Job: Chief Human Capital Officers.” Chairman James and others testified before the 

Subcommittee on the Council’s progress. In addition, throughout the year, Mr. Michael D. 

Dovilla, the Council’s Executive Director represented Chairman James at a variety of 

conferences, meetings, or other events organized by external stakeholders. 

As the Chief Human Capital Officers Council approaches its second anniversary, it continues to 

make a contribution to the public policy discourse on the future of America’s civil service. In 

the coming year, the Council will maintain its central role in the development of human 

resources policy, dedication to the American civil service, and attention to results in the strategic 

management of human capital. 

BACKGROUND

The Chief Human Capital Officers Act of 2002 (Act), enacted as part of the Homeland Security 

Act of 2002 on November 25, 2002,3 required the heads of 24 Executive departments and 

agencies to appoint or designate Chief Human Capital Officers (CHCOs). In addition, the Act 

established a Chief Human Capital Officers Council (Council) “to advise and coordinate the 

activities of the agencies of its members on such matters as modernization of human resources 

systems, improved quality of human resources information, and legislation affecting human 

resources operations and organizations.”4

The 25-member Council is composed of the Director of the Office of Personnel Management 

(OPM), who serves as chairman; the Deputy Director for Management of the Office of 

Management and Budget (OMB), who acts as vice chairman; the CHCOs of the 15 Executive 

departments; and the CHCOs of eight additional agencies designated by the OPM Director. 

The Act’s effective date, 180 days after enactment, was May 24, 2003. 

 

3

 Pub. L. No. 107-296. 

4

 5 U.S.C. §1401 note. 
5

COUNCIL ACTIVITIES

Council Retreat 

On November 20-21, 2003, OPM Director Kay Coles James, Chairman of the CHCO Council, 

convened a retreat of the Council at OPM’s Federal Executive Institute in Charlottesville, 

Virginia. The offsite, originally scheduled for September but postponed due to Hurricane Isabel, 

demonstrated the high priority Council members place on their new roles. CHCOs took 

advantage of the opportunity to become better acquainted with one another and discuss briefings 

from senior OPM staff on such critical issues as adjudication of security clearances and 

Executive branch detailees to Congress. In addition, the chairmen of the Council’s five 

subcommittees partnered with OPM staff to research and present detailed briefings on each of 

their issues areas, forming a solid foundation for the subcommittees and the full Council to 

present findings and recommendations on some of the Federal Government’s more complex HR 

challenges. 

Meetings of the Council 

The Chairman convened six meetings of the full CHCO Council during FY 2004. 

January 13, 2004

The Council’s first meeting of the calendar year was also the first of FY 2004. At the meeting, 

the Council received briefings on OPM’s biennial Federal Human Capital Survey, the Federal 

Government’s emergency procedures, and the Council’s efforts to secure a portion of funds 

collected from agencies to support the initiatives of the various Federal interagency councils. 

The Council also discussed the newly established CHCO Academy, and Chairman James 

announced the topics of the first three sessions: (1) using current title 5 flexibilities; (2) 

examining HR competitive sourcing; and (3) continuing the dialogue on pay reform. Finally, the 

Council engaged in a detailed discussion of the new statutory performance-based pay system for 

the Senior Executive Service (SES). 

February 10, 2004

The Council met in February and received briefings on OPM’s Working for America recruitment 

fairs and activities of the Chief Information Officers Council. Chairman James and the 

Executive Committee named Executive Director Dovilla the Council’s liaison to other Federal 

interagency councils and charged him with providing periodic updates on the activities and 

actions of the several councils. In addition, Council members participated in a comprehensive 

dialogue on the proposed principles and process for agency certification in conjunction with the 

new SES performance-based pay system. 
6

April 13, 2004

At the Council’s first of two spring meetings, CHCOs received briefings on three surveys: 

OPM’s second emergency survey of Federal agencies; the 2004 Federal Human Capital Survey; 

and the employee survey requirement contained in the National Defense Authorization Act for 

Fiscal Year 2004.

5

 Executive Director Dovilla also provided a brief update on the status of the 

CHCO Academy and the Council’s tactical plan for FY 2004. Finally, OPM staff briefed 

CHCOs on the new Presidential Management Fellows (PMF) Program, in which the Council will 

play the important role of recommending to the OPM Director the annual number of PMFs and 

Senior PMFs needed by the Federal Government. 

May 25, 2004

Chairman James consolidated the Council’s regularly scheduled May and June meetings into a 

major event celebrating the Council’s first anniversary and focusing on the importance of 

veterans’ preference in the Federal hiring process. The meeting, convened at Walter Reed Army 

Medical Center in Washington, D.C., was held in conjunction with a meeting of Veterans 

Service Organizations and a joint training session on veterans’ preference. The Council received 

an update on the status of employee surveys as well as briefings on the Human Resources Line 

of Business and associated e-Government initiatives, and proposed regulatory changes related to 

the Student Career Experience Program and appointing authorities for people with disabilities. 

The meeting featured participation by the representatives of two Federal employee labor 

organizations, as required annually by statute – the American Federation of Government 

Employees and the National Treasury Employees Union. The Federal Managers Association and 

Senior Executives Association also were represented at the meeting. 

July 13, 2004

Chairman James convened a summer meeting of the Council at which CHCOs discussed 

telework opportunities for Federal employees and the status of regulations related to the new 

SES performance-based compensation system. OPM staff also briefed CHCOs on the 2004 

Federal Workforce Conference, an e-training workforce development roadmap tool for Federal 

HR professionals, and OPM’s continuing efforts to improve the Federal hiring process. 

September 9, 2004

The Council’s last meeting of FY 2004 was held in conjunction with OPM’s Federal Workforce 

Conference in Baltimore, Maryland. The Council received briefings on information technology 

(IT) special salary rates, the Human Resources Line of Business, and the HealthierFeds Physical 

Activity Challenge. In addition, the Council received and approved the report of the 

Subcommittee on Leadership Development and Succession Planning. Finally, Dr. John 

Boudreau, professor of management and organization at the University of Southern California, 

made a presentation to the Council on increasing human capital accountability, noting that the 

President’s Management Agenda and its associated Scorecard send an important signal on the 

importance of results to those engaged in the HR profession. 

 

5

 Pub. L. No. 108-136. 
7

Meetings of the Executive Committee 

The Chairman convened six meetings of the Council’s Executive Committee during FY 2004. 

December 12, 2003

The Executive Committee’s first meeting featured reports of the five subcommittees, a 

discussion of possible legislative proposals for the President’s FY 2005 Budget, and a briefing 

by senior OPM staff on SES compensation. In addition, the Committee decided (1) to allow 

Technical Assistants to the CHCOs to attend full Council meetings on an ad hoc basis when 

deemed necessary by the Committee and (2) to direct the Executive Director to request a portion 

of the Quad Council’s budget for the purpose of developing and maintaining a Council Web site, 

among other initiatives. 

January 29, 2004

The Executive Committee convened for the first time in 2004 to discuss the Council’s 

relationship with other Federal interagency councils, OPM’s survey of Federal workforce 

security and safety measures, and the SES performance-based pay system. The Committee 

designated Executive Director Dovilla the Council’s liaison to the other management councils. 

February 26, 2004

Chairman James and the Executive Committee met to receive briefings on the SES Senior 

Opportunity and Resume System (SOARS), the maximum uniform allowance rate for Federal 

firefighters, and OPM’s Working for America recruitment fairs. The Committee also discussed 

the process for managing external requests for CHCO participation in surveys and received the 

initial reports of the Subcommittee on Employee Conduct and Poor Performers and the 

Subcommittee on Leadership Development and Succession Planning. Chairman James 

requested that input on the reports be provided to the respective subcommittee chairmen before 

further action would be taken by the Executive Committee. 

April 7, 2004

The Executive Committee received a briefing from the Gallup Organization on the Q-12 survey 

instrument and the possible application of the polling corporation’s methodology to the annual 

employee survey mandated by Section 1128 of the National Defense Authorization Act for Fiscal 

Year 2004. The Committee also reviewed the Council’s “principals only” attendance policy, 

which Chairman James implemented to fulfill the legislative intent of elevating the institutional 

profile of the strategic management of human capital in Federal agencies. Finally, members 

discussed the Council’s tactical plan for FY 2004 and comments on subcommittee reports 

received in February. 
8

May 19, 2004

Executive Committee members met to discuss several pending human capital surveys, the 

Human Capital Performance Fund, and subcommittee reports. The Committee approved the 

initial report of the Subcommittee on Employee Conduct and Poor Performers and recommended 

that it be reviewed by the full Council at a future meeting. The chairman of the Subcommittee 

on Leadership Development and Succession Planning also reported that efforts continued on the 

revised draft of his panel’s initial report. The Executive Committee also discussed the agenda of 

the full Council’s upcoming first anniversary meeting at Walter Reed Army Medical Center. 

July 29, 2004

Chairman James convened the final Executive Committee meeting of FY 2004 to receive a 

briefing on candidate and employee assessment products from Aon Consulting. The Committee 

also approved the revised initial report of the Subcommittee on Leadership Development and 

Succession Planning and received the draft report of the Subcommittee on the Hiring Process. 

Activities of the Subcommittees 

During FY 2004, the Council’s five subcommittees began their work in earnest on some of the 

more pervasive and complex challenges confronting the Federal human resources community. 

The working groups realized substantial progress, and three issued initial reports for the 

Council’s consideration. All five subcommittees exhibited considerable engagement on their 

issues, complementing OPM’s efforts by serving as policy sounding boards, partners in 

promoting various seminars and events for HR staff and line managers, and forums for the 

advancement of reform options on a variety of human capital matters. 

Subcommittee on the Hiring Process

The Subcommittee on the Hiring Process met on several occasions during FY 2004 and issued its 

initial report in March 2004. Chairman James reviewed the report and recommended changes in 

a July letter to the subcommittee chairman, Dr. David S. C. Chu, Chief Human Capital Officer of 

the Department of Defense. The Executive Committee also reviewed the initial report at its July 

meeting. Chairman James suggested several hiring related topics the subcommittee could 

examine, including (1) the development of attractive job announcements; (2) the use of hiring 

flexibilities; (3) Federal agencies’ internal decision processes; (4) time to hire; (5) training and 

capacity in the professional HR community; and (6) the use of strategic succession planning. Dr. 

Chu said he believed the report represented a starting point and accepted the Chairman’s 

challenge to delve deeper into hiring issues in FY 2005. 
9

Subcommittee on Leadership Development and Succession Planning

The Subcommittee on Leadership Development and Succession Planning conducted extensive 

research of the issues under its jurisdiction, convening a series of meetings with a variety of 

public, private, and non-profit sector experts and issuing its initial report in February 2004. 

Chairman James reviewed the report and recommended changes in a March letter to the 

subcommittee chairman, Mr. William D. Leidinger, Chief Human Capital Officer of the 

Department of Education. After meeting with OPM senior staff in May, the subcommittee 

revised its initial report and issued a second draft in June. The Executive Committee reviewed 

the revised report at its July meeting and approved its presentation to the full Council. At the 

final meeting of the full Council in September, the subcommittee briefed CHCOs on its 

recommendations, which the Council discussed and cleared for implementation. 

Subcommittee on Performance Management

The Subcommittee on Performance Management met numerous times at OPM during FY 2004. 

Members of the subcommittee served as a review panel for options pursued in OPM’s 

development of regulations to implement the new statutory Senior Executive Service 

performance-based compensation system. The subcommittee also received OPM briefings on 

the new personnel systems being developed for the Departments of Homeland Security and 

Defense in order to gain a better understanding of options for performance-based compensation 

at other Federal agencies. 

Subcommittee on Employee Conduct and Poor Performers

The Subcommittee on Employee Conduct and Poor Performers submitted its initial findings and 

recommendations in a memorandum for Executive Director Dovilla on February 18, 2004. The 

Executive Committee reviewed the report and discussed its contents on February 26, 2004, 

recommending its presentation to the full Council. Due to scheduling difficulties, the 

subcommittee’s report to the Council did not occur until December 2004, at which time 

Chairman James directed its recommendations and those of the Subcommittee on Leadership 

Development and Succession Planning to be carried out utilizing a robust implementation 

strategy to be developed by key OPM staff. At the time of this report’s publication, that process 

was well underway. Implementation progress will be outlined in the Council’s FY 2005 Report 

to the Congress. 
10

Subcommittee on Emergency Preparedness

The Subcommittee on Emergency Preparedness held a forum to prepare agencies for the 

Forward Challenge exercise in May 2004. The subcommittee also distributed the Government 

Accountability Office (GAO) report, “Human Capital: Opportunities to Improve Federal 

Continuity Planning Guidance,” to the full CHCO Council. The working group partnered with 

OPM’s Division for Human Capital Leadership and Merit System Accountability to ensure 

Federal Executive Boards across the Nation were aware of their important roles in emergency 

management. This was of particular importance during the national political conventions in 

Boston and New York City during the summer of 2004. The subcommittee also co-hosted with 

OPM two emergency preparedness forums on May 21, 2004 (topic: shelter-in-place and 

evacuation drills) and June 11, 2004 (topic: use of telework during emergencies). 

Involvement of CHCOs in Key Strategic Human Capital Management Issues 

Carrying out the legislative intent of the Chief Human Capital Officers Act of 2002, Chairman 

James encouraged CHCOs to become involved in shaping the Federal Government’s efforts to 

reform America’s civil service for the 21st century through a variety of outreach events. Two 

important human capital initiatives advanced by OPM and supported by CHCOs during the year 

were fixing the hiring process and promoting agency use of telework programs. 

OPM “Working for America” Recruitment Fair

On April 20, 2004, CHCOs from the Departments of Commerce and Justice and the Central 

Intelligence Agency accompanied Chairman James to the last in a series of OPM “Working for 

America” recruitment fairs conducted across the United States. The fair, conducted at Madison 

Square Garden in New York City, attracted more than 15,000 candidates interested in Federal 

employment. In addition to providing job information and opportunities from over 40 federal 

agencies and departments, the fair featured computer linkups to www.usajobs.opm.gov, and 

provided individual interview areas for career assessments, on-the-spot hiring, and workshops on 

interviewing, resume writing and the application process. There was also special outreach to 

veterans, including an educational seminar explaining veterans’ preference. Staff for several 

Members of Congress and alumni of the Presidential Management Fellows Program also 

attended the event. 

Telework Center Site Visit

On July 6, 2004, Chairman James invited Council members and their designees to the Fairfax 

Telework Center in Fairfax, Virginia to see firsthand how telework centers operate and how they 

contribute to the effectiveness and the quality of the Federal workforce. The visit provided key 

representatives from 16 Federal agencies the opportunity to learn how to better implement their 

own telework programs. The event included presentations by representatives of Lockheed 

Martin and George Mason University and featured information on NoCommute.org, an umbrella 

organization that operates several of the 16 Washington metropolitan telework centers. 
11

Chief Human Capital Officers Academy 

At the Council’s inaugural meeting in June 2003, Chairman James announced the establishment 

of a Chief Human Capital Officers Academy, a forum for Council members to discuss Federal 

human resources issues, learn from one another in an informal setting, and share best practices in 

the strategic management of human capital. During FY 2004, the Chairman convened the 

Academy on five occasions. 

February 19, 2004

The Academy’s inaugural session focused on the use of human resources flexibilities contained 

in title 5, United States Code. The session, facilitated by Dr. Doris Hausser, Senior Advisor to 

the OPM Director and CHCO, Dr. Ronald Sanders, OPM’s Associate Director for Strategic 

Human Resources Policy (SHRP), and several other SHRP staff members, focused on 

flexibilities including direct hire authority, streamlined category rating in lieu of the “Rule of 

Three,” the Federal Career Intern Program, and the Veterans' Recruitment Authority. While 

outlining these and other flexibilities available to agencies, the meeting also emphasized the 

Bush Administration’s commitment to established title 5 principles, such as preserving the Merit 

System, applying veterans’ preference, protecting employees and the public from prohibited 

personnel practices, and maintaining whistleblower protections. 

March 18, 2004

The second Academy session addressed the issue of human resources competitive sourcing. Ms. 

Marta Perez, OPM’s Associate Director for Human Capital Leadership and Merit System 

Accountability (HCLMSA), and other HCLMSA staff members facilitated the session, which 

reviewed OPM’s role in Federal HR competitive sourcing, as well as compliance issues, history, 

trends, results, and the advantages and disadvantages of competitive sourcing in the public and 

private sectors. 

April 22, 2004

The Academy met in April to continue the dialogue on pay reform that Director James began 

with the release of an OPM White Paper, A Fresh Start for Federal Pay: The Case for 

Modernization, at an executive session convened by Harvard University’s John F. Kennedy 

School of Government in April 2002. Dr. Hausser and Dr. Sanders were joined by Mr. Steven 

Cohen, OPM’s senior advisor for homeland security, in leading the discussion of possible future 

reforms to Federal compensation. CHCOs discussed the dramatic changes that have taken place 

in the Federal workforce since the passage of the Classification Act of 1949,

6

 which established 

the General Schedule that governs the pay of most Federal employees and considered the thesis 

that the strategic management of human capital requires the strategic use of compensation in 

order to attract and retain the best and the brightest Federal employees. Mr. Cohen provided 

insights on the compensation system being developed by the Department of Homeland Security 

and OPM, a possible model for future reforms. 

 

6

 Pub. L. No. 81-429. 
12

June 17, 2004

Prior to a summer recess, the Chairman convened the Academy for a discussion of Federal hiring 

flexibilities. Staff from OPM’s Center for Talent and Capacity Policy led CHCOs in a dialogue 

on issues such as appointing authorities for veterans, direct hire authority, category rating, 

student employment, and excepted service employment authorities. 

September 23, 2004

The Academy resumed in the fall for its final FY 2004 session, which addressed presidential 

transitions at Federal agencies. CHCOs Gail Lovelace and John Surina of the General Services 

Administration (GSA) and Department of Agriculture, respectively, briefed their colleagues on 

the transition services GSA provides (e.g., support to the presidential transition team, presidential 

inaugural, appointee orientation, office of the former president, presidential library) and 

additional sources of information on transitions that agencies can utilize in preparing for this 

quadrennial process. OPM staff also provided information on the United States Government 

Policy and Supporting Positions (i.e., the “Plum Book”) and regulations governing appointments 

and bonuses during the 2004 election period. 

Interaction with the Congress 

Oversight Hearing of the House Subcommittee on Civil Service and Agency Organization

On May 18, 2004, the Subcommittee on Civil Service and Agency Organization, House 

Committee on Government Reform, convened a hearing entitled, “First Year on the Job: Chief 

Human Capital Officers.” The purpose of the hearing was to review federal agencies’ 

implementation of the Chief Human Capital Officers Act of 2002. The Subcommittee sought to 

learn what the CHCO Council and agency CHCOs had accomplished in modernizing and 

coordinating human resource systems and identifying problems requiring legislative attention. 

Chairman James testified before the Subcommittee with Dr. Reginald Wells, Deputy 

Commissioner, Human Resources, and CHCO, Social Security Administration, Mr. J. 

Christopher Mihm, Managing Director, Strategic Issues, General Accounting Office; and Mr. 

Kevin M. Simpson, Executive Vice President and General Counsel, Partnership for Public 

Service. Ms. Vicki Novak, Assistant Administrator for Human Resources and CHCO, National 

Aeronautics and Space Administration, was unable to attend the hearing but submitted a 

statement for the record. The Chairman’s testimony appears in Appendix 5 of this report. 
13

Oversight Hearing of the House Subcommittee on Civil Service and Agency Organization

On July 13, 2004, the Subcommittee on Civil Service and Agency Organization, House 

Committee on Government Reform, convened a hearing entitled, “The Federal Hiring Process II: 

The Long and Winding Road.” The purpose of the hearing was to follow up on several key 

issues raised during the Subcommittee’s June 7, 2004, Chicago, Illinois field hearing on the same 

subject. The hearing also provided a forum for the House Subcommittee to examine the efforts 

of the Council’s Subcommittee on the Hiring Process. 

OPM Deputy Director Dan G. Blair testified before the Subcommittee with Dr. David S. C. Chu, 

Under Secretary Personnel and Readiness and CHCO, Department of Defense; Ms. Claudia 

Cross, Director of the Office of Human Resource Management and CHCO, Department of 

Energy; Dr. Ed Sontag, Assistant Secretary for Administration and CHCO, Department of Health 

and Human Services; and Mr. J. Christopher Mihm, Managing Director, Strategic Issues, 

Government Accountability Office. 

Oversight Hearing of the Senate Subcommittee on Oversight of Government Management, the 

Federal Workforce and the District of Columbia

On July 20, 2004, the Subcommittee on Oversight of Government Management, the Federal 

Workforce and the District of Columbia, Senate Committee on Governmental Affairs, convened 

a hearing entitled, “Building the 21st Century Federal Workforce: Assessing Progress in Human 

Capital Management.” The purpose of the hearing was to review Governmentwide workforce 

flexibilities available to Federal agencies, with a focus on those enacted in the Homeland 

Security Act of 2002. The hearing examined the flexibilities’ implementation, use by agencies, 

and related training and education. 

CHCO Council Vice Chairman Clay Johnson, III testified before the Subcommittee along with 

OPM Deputy Director Dan G. Blair; Dr. Ed Sontag, Assistant Secretary for Administration and 

CHCO, Department of Health and Human Services; Ms. Joanne Simms, Deputy Assistant 

Attorney General for Human Resources, Department of Justice; Ms. Vicki Novak, Assistant 

Administrator for Human Resources and CHCO, National Aeronautics and Space 

Administration; and Mr. J. Christopher Mihm, Managing Director, Strategic Issues, Government 

Accountability Office. 
14

Outreach to External Stakeholders 

During FY 2004, Executive Director Dovilla represented Chairman James at a variety of 

conferences, meetings, or other events organized by external stakeholders, including 

 American Society for Training and Development 

 Aon Consulting (“Ask the CHCO” radio program) 

 Coalition for Effective Change 

 Council for Excellence in Government 

 Federal Office Systems Expo (FOSE) 

 Franklin Covey 

 Gulf States Federal Human Resources Council 

 Industry Advisory Council 

 Interagency Resources Management Conference (IRMCO) 

 Logistics Management Institute 

 National Academy of Public Administration 

 Partnership for Public Service 

 Performance Institute 

 Senior Executives Association (“FEDtalk” weekly radio program) 

CONCLUSION

As the Chief Human Capital Officers Council approaches its second anniversary, it continues to 

make a strong contribution to the public policy discourse on the future of America’s civil service. 

The position of Chief Human Capital Officer has elevated the institutional profile of the strategic 

management of human capital within Federal agencies. The Council is involved in setting the 

course the Federal Government takes in its efforts to modernize how it manages people in this 

new century. Its subcommittees are fulfilling the intent of the statute, formulating policy 

recommendations for regulatory and statutory reforms. The CHCO Academy is serving as a 

beneficial forum for the exchange of best practices in human resources. In the coming year, the 

Council will maintain its central role in the development of human resources policy, dedication 

to the American civil service, and attention to results in the strategic management of human 

capital. 

CONTACTS

For further information on this report, please contact Mr. Michael D. Dovilla, Executive 

Director, Chief Human Capital Officers Council, on (202) 606-1000, or visit the Council’s Web 

site: www.chcoc.gov. 
15

APPENDIX 1 

CHIEF HUMAN CAPITAL OFFICERS COUNCIL 

FULL COUNCIL

MAY 2005

MR. DAN G. BLAIR, CHAIRMAN 

Acting Director 

Office of Personnel Management 

MR. MICHAEL J. HARRISON 

Assistant Secretary for Administration 

Department of Agriculture 

MR. OTTO J. WOLFF 

Assistant Secretary for Administration 

Department of Commerce 

DR. DAVID S. C. CHU 

Under Secretary for Personnel and Readiness 

Department of Defense 

MR. WILLIAM LEIDINGER 

Assistant Secretary for Management 

Department of Education 

MS. CLAUDIA CROSS 

Director of Human Resources Management 

Department of Energy 

MR. ROBERT HOSENFELD 

Deputy Assistant Secretary for Human Resources 

Department of Health and Human Services 

MR. RONALD JAMES 

Chief Human Capital Officer 

Department of Homeland Security 

MS. DARLENE F. WILLIAMS 

General Deputy Assistant Secretary for Administration 

Department of Housing and Urban Development 

MR. SCOTT J. CAMERON 

Deputy Assistant Secretary for 

Performance, Accountability, and Human Resources 

Department of the Interior 

MS. DEBRA M. TOMCHEK 

Acting Chief Human Capital Officer 

Department of Justice 

MR. PATRICK PIZZELLA 

Assistant Secretary for 

 Administration and Management 

Department of Labor 

AMB. W. ROBERT PEARSON 

Director General of the Foreign Service 

 and Director of Human Resources 

Department of State 

MR. VINCENT T. TAYLOR

Assistant Secretary for Administration 

Department of Transportation 

MR. CLAY JOHNSON, III, VICE CHAIRMAN

Deputy Director for Management 

Office of Management and Budget 

MS. PATRICIA POINTER 

Acting Deputy Assistant Secretary for Human Resources 

Department of the Treasury 

MR. R. ALLEN PITTMAN 

Assistant Secretary for Human Resources and Administration 

Department of Veterans Affairs 

MR. H. MICHAEL MEARS 

Chief Human Resources Officer 

Central Intelligence Agency 

MR. DAVID J. O’CONNOR 

Deputy Assistant Administrator for 

 Administration and Resources Management 

Environmental Protection Agency 

MS. GAIL T. LOVELACE 

Chief People Officer 

General Services Administration 

MS. VICKI A. NOVAK 

Assistant Administrator for Human Resources 

National Aeronautics and Space Administration 

MR. ANTHONY ARNOLIE 

Director of Information and Resource Management 

National Science Foundation 

MR. PAUL E. BIRD 

Director, Office of Human Resources 

Nuclear Regulatory Commission 

MR. ROBERT F. DANBECK 

Associate Director for Management Services 

 and Chief Human Capital Officer 

Office of Personnel Management 

DR. REGINALD WELLS 

Deputy Commissioner, Human Resources 

Social Security Administration 

MR. JOHN SEAL 

Chairman, Small Agency Council 

Chief Management and Human Capital Officer 

Pension Benefit Guaranty Corporation

MR. MICHAEL D. DOVILLA 

Executive Director 

Chief Human Capital Officers Council 
16

APPENDIX 2 

CHIEF HUMAN CAPITAL OFFICERS COUNCIL 

EXECUTIVE COMMITTEE

MAY 2005

MR. DAN G. BLAIR 

CHAIRMAN 

Acting Director 

Office of Personnel Management 

MR. CLAY JOHNSON, III 

VICE CHAIRMAN 

Deputy Director for Management 

Office of Management and Budget 

MR. OTTO J. WOLFF 

Assistant Secretary for Administration 

Department of Commerce 

DR. DAVID S. C. CHU 

Under Secretary for Personnel and Readiness 

Department of Defense 

MR. WILLIAM LEIDINGER 

Assistant Secretary for Management 

Department of Education 

MR. RONALD JAMES 

Chief Human Capital Officer 

Department of Homeland Security 

MR. PATRICK PIZZELLA 

Assistant Secretary for Administration and Management 

Department of Labor 

MR. VINCENT TAYLOR 

Assistant Secretary for Administration 

Department of Transportation 

MR. R. ALLEN PITTMAN 

Assistant Secretary for Human Resources and Administration 

Department of Veterans Affairs 

MS. GAIL T. LOVELACE 

Chief People Officer 

General Services Administration 

MR. MICHAEL D. DOVILLA 

Executive Director 

Chief Human Capital Officers Council 
17

APPENDIX 3 

CHIEF HUMAN CAPITAL OFFICERS COUNCIL 

SUBCOMMITTEES

MAY 2005

Subcommittee on the Hiring Process 

David Chu, Department of Defense, Chairman

Robert Hosenfeld, Department of Health and Human Services 

R. Allen Pittman, Department of Veterans Affairs 

David O’Connor, Environmental Protection Agency 

Subcommittee on Leadership Development and Succession Planning 

William Leidinger, Department of Education, Chairman

Claudia Cross, Department of Energy 

W. Robert Pearson, Department of State 

H. Michael Mears, Central Intelligence Agency 

Paul Bird, Nuclear Regulatory Commission 

Subcommittee on Performance Management 

Otto Wolff, Department of Commerce, Chairman

Michael Harrison, Department of Agriculture 

Scott Cameron, Department of the Interior 

Robert Danbeck, Office of Personnel Management 

Reginald Wells, Social Security Administration 

John Seal, Small Agency Council 

Subcommittee on Employee Conduct and Poor Performers 

Patrick Pizzella, Department of Labor, Chairman

Darlene Williams, Department of Housing and Urban Development 

Debra Tomchek, Department of Justice 

Patricia Pointer, Department of the Treasury 

Vicki Novak, National Aeronautics and Space Administration 

Subcommittee on Emergency Preparedness 

Gail Lovelace, General Services Administration, Chairman

Ronald James, Department of Homeland Security 

Vincent Taylor, Department of Transportation 

John Seal, Small Agency Council 
18

APPENDIX 4 

Charter 

UNITED STATES GOVERNMENT

CHIEF HUMAN CAPITAL OFFICERS COUNCIL

Adopted: 

June 11, 2003 

The White House 

INTRODUCTION 

In his Management Agenda, the President has stated that the Federal Government’s workforce is 

one of its most valuable assets. Our employees are a national resource, and the American public 

expects the Federal workforce to be managed effectively and efficiently on their behalf. The 

Congress, through law, also supports this goal and has required that agencies establish a system 

of human capital management with plans that are strategically developed, leadership that has 

authority and accountability, and performance that is measured and continuously improved. 

Chief Human Capital Officers (CHCOs) are essential to the success of human capital 

management throughout the Federal Government. They are vested with stewardship 

responsibilities for Federal employees and agencies and also share a collective accountability 

with OPM for improving the strategic management of human capital throughout the executive 

branch. They exercise that accountability in part through the CHCO Council, as strategic 

partners with the Office of Personnel Management (OPM) and the Office of Management and 

Budget (OMB). 

AUTHORITY

The CHCO Council (Council) is formally established by the Chief Human Capital Officers Act 

of 2002 (Act), which was enacted as part of the Homeland Security Act, Public Law 107-296, on 

November 25, 2002. The provisions are effective May 24, 2003. 
19

PURPOSES

The purposes of the Council are to: 

 Advise OPM, OMB, and agency leaders on human capital strategies and policies, as well as 

on the assessment of human capital management in Federal agencies. 

 Inform and coordinate the activities of its member agencies on such matters as modernization 

of human resources systems, improved quality of human resources information, and 

legislation affecting human resources management operations and organizations. 

 Assist member CHCOs and other officials with similar responsibilities in fulfilling their 

individual responsibilities to: 

(1) Implement the laws governing the Federal civil service, as well as the rules and 

regulations of the President, OPM, and other agencies with regulatory authority that 

affects Federal employees; 

(2) In accordance with those laws and regulations, advise and assist agency heads and 

other senior officials in carrying out their responsibilities for selecting, developing, 

training, and managing a high-quality, productive workforce in accordance with merit 

system principles; 

(3) Assess workforce characteristics and future needs and align the agency’s human 

resources policies and programs with the agency’s mission, strategic goals, and 

performance objectives; 

(4) Advocate and assure a culture of continuous learning and high performance, 

developing and implementing effective strategies to attract, develop, manage, and 

retain employees with superior abilities; 

(5) Identify human capital best practices and benchmarks, and apply those exemplars to 

their agencies and the Federal Government as a whole. 

 Provide leadership in identifying and addressing the needs of the Federal Government’s 

human capital community, including training and development. 

MEMBERSHIP

The Act establishes as permanent members of the Council: 

(1) the Director of OPM; 

(2) the Deputy Director for Management of OMB; and 

(3) the Chief Human Capital Officers of Executive departments. 

The Act also provides that the Director of OPM may designate other members of the Council. 

Such additional members may include, but are not limited to: 
20

(1) the Chief Human Capital Officers of other Executive agencies; and 

(2) members who are designated on an ex officio basis and who may be invited to 

contribute to projects, as particular skills and expertise are needed. 

The Act provides that the Director of OPM serves as Chairperson of the Council, and the Deputy 

Director for Management of OMB serves as Vice Chairperson. 

OTHER ATTENDEES

As required by the Act, at least once a year, representatives of employee labor organizations will 

be invited to attend a Council meeting. At the discretion of the Chair, representatives of other 

organizations may be invited to attend Council meetings. 

MEETINGS

Meetings will be scheduled at the direction of the Chair. Attendance will generally be limited to 

principals and members, as described above, and to others who are specifically invited or 

approved by the Chair. 

When votes are taken, each Council member (other than ex officio members) will have one vote. 

Members must be present to vote. 

Invited guests who are not Federal employees may express their views, but will not participate in 

deliberations or decisions on policy matters, unless the meeting has been opened to the public in 

accordance with the Federal Advisory Committee Act (FACA). Note in this regard that FACA 

does not normally apply to Council meetings. 

Minutes of meetings will be prepared by the Secretary/Treasurer, and copies will be provided to 

all members. The Secretary/Treasurer will maintain an official archive of all minutes and other 

official Council documents. 

COMMITTEES

The Chair may establish standing committees of the Council and appoint committee chairs and 

members. The Chair may also establish one or more ad hoc committees to deal with specific 

issues or initiatives. 

ANNUAL REPORT

The Act requires that the Council submit each year to Congress a report on the activities of the 

Council. 
21

STATEMENT OF 

THE HONORABLE KAY COLES JAMES 

DIRECTOR 

U.S. OFFICE OF PERSONNEL MANAGEMENT 

before the 

SUBCOMMITTEE ON CIVIL SERVICE AND AGENCY ORGANIZATION 

COMMITTEE ON GOVERNMENT REFORM 

U.S. HOUSE OF REPRESENTATIVES 

on 

“FIRST YEAR ON THE JOB: CHIEF HUMAN CAPITAL OFFICERS” 

MAY 18, 2004 

Madam Chairwoman and Members of the Subcommittee: 

I am pleased to be able to appear before you today to discuss the Office of Personnel Management’s 

(OPM) implementation of the Chief Human Capital Officers (CHCO) Act of 2002. 

The passage of this important legislation as part of the Homeland Security Act reconfirms a goal we all 

share: providing a government of service to the American people envisioned by President George 

W. Bush in his Management Agenda. That strategy, released in August 2001, includes as its first 

Governmentwide initiative the Strategic Management of Human Capital. OPM is the agency 

responsible for driving this key management initiative, advising Federal departments and agencies on 

human resources flexibilities, and holding them accountable for their human capital management 

practices. Under the President’s leadership, agencies are focused, like never before, on strategically 

managing the civil servants in their workforce – their human capital. The CHCO Act provides 

additional conduits for advancing this important agenda. 

First, the statute requires the heads of Cabinet level departments and nine major agencies to appoint 

or designate a Chief Human Capital Officer to “advise and assist the head of the agency in carrying 

out...responsibilities for selecting, developing, training, and managing a high-quality, productive 

workforce in accordance with merit system principles.” In April 2003, OPM issued a memo to 

agency heads on the appointment or designation of these important new positions. The memo 

noted that the CHCO will require qualities and competencies that differ from those traditionally 

found in a Federal agency’s typical personnel or human resources staff function. We emphasized 

that a CHCO is above all else a leader and someone very results oriented. In addition, we advised 

agency heads that, although not required by statute, the spirit of the law would best be fulfilled by 

designating individuals as CHCOs who serve as integral members of agencies’ leadership team. 

When the Act took effect on May 23, 2003, all 24 agencies had designated CHCOs. I am pleased to 

report that the individuals selected are talented professionals who bring a wealth of experience to 

their positions. The majority of CHCOs hold other significant responsibilities within their agencies, 

from assistant secretaries for administration to directors of human resources management. Many 
22

have served the Federal Government with distinction as career members of the Senior Executive 

Service (SES), while others have earned the trust of the President and the confirmation of the Senate 

to serve as top-level political appointees. Demonstrating a long-standing need for attention to be 

focused on human resources issues at the highest levels of management, several agencies not listed 

in the Act embraced the spirit of the legislation and designated CHCOs as well. These agencies 

include the Central Intelligence Agency, Federal Labor Relations Authority, Internal Revenue 

Service, and Peace Corps. 

Second, the Act establishes a Chief Human Capital Officers Council to advise and coordinate 

agencies’ activities on the “modernization of human resources systems, improved quality of human 

resources information, and legislation affecting human resources operations and organizations.” As 

OPM Director, I am honored to serve as chairman of the Council, and the Deputy Director for 

Management of the Office of Management and Budget (OMB) acts as the vice chairman. 

Under the statute, the Council is composed of Cabinet department CHCOs and others designated 

by the OPM Director. Employing this authority, I designated the CHCOs of several large Executive 

agencies as members of the Council. Not all statutory CHCOs are members of the Council, while 

some non-statutory CHCOs are members. We sought to achieve a representative sample of small 

agencies on the Council. Accordingly, I selected for membership several statutory CHCOs from 

small agencies. In addition, to highlight the necessity of excellent strategic human capital 

management in the Intelligence Community and the Federal Government’s myriad small agencies, I 

designated as Council members the CIA CHCO and a representative of the Small Agency Council, 

the voluntary management association of approximately 80 sub-Cabinet, independent agencies. 

The Chief Human Capital Officers Council has had an active first year. Less than three weeks after 

the Act took effect, I convened the Council for its inaugural meeting. To emphasize the importance 

President Bush places on the Strategic Management of Human Capital, we met in the Indian Treaty 

Room of the Eisenhower Executive Office Building at the White House. In calling the meeting to 

order, I described the Council as an additional body through which to drive the implementation of 

Federal personnel flexibilities within agencies. I told members that this would be a “make-stuffhappen” Council. And it has been just that. 

Since last June, the Council has met six times, adopted a charter, established an Executive 

Committee to help steer the Council and five initial subcommittees to address important 

Governmentwide human capital issues, conducted a two-day retreat at OPM’s Federal Executive 

Institute in Charlottesville, Virginia, drafted a tactical plan for the current Fiscal Year, created a 

CHCO Academy as a forum for Council members to learn from one another and share best 

practices in an informal setting, and appointed an Executive Director to oversee the Council’s daily 

operations. Let me highlight a few of these accomplishments. 

The Council’s five subcommittees, established shortly after our inaugural meeting, are focused on 

some of the key areas for Federal civil service modernization. 

• To complement OPM’s efforts to encourage agencies to adopt a successful 45-day hiring 

model, the Council’s Subcommittee on the Hiring Process is exploring ways to expedite the 

recruitment, evaluation, and appointment of top talent to Federal positions. 
23

• We established the Subcommittee on Emergency Preparedness to help ensure agencies are 

doing everything possible to protect our Federal workforce in the post-9/11 environment. 

Two upcoming training sessions at OPM will highlight further these important CHCO 

responsibilities. These sessions are cosponsored by OPM and the Council’s subcommittee. 

In addition, CHCOs have been involved in emergency surveys of their workforces and have 

been serving as the nexus between human capital teams and security teams within their 

agencies. 

• The Subcommittee on Performance Management has played an integral role in developing 

regulations for the new SES performance-based compensation system and considering how 

best to employ the Human Capital Performance Fund, both of which also have been 

discussed extensively by the full Council. 

• Individual training and development and strategic workforce planning in light of projected 

retirements are being considered by the Subcommittee on Leadership Development and 

Succession Planning. 

• Finally, the Subcommittee on Employee Conduct and Poor Performers is reviewing statutes 

and regulations for ways to streamline the process needed to counsel and, if necessary, 

terminate employees who are not performing at an acceptable level. 

The Council’s two-day retreat at the Federal Executive Institute – originally scheduled for last 

September, but postponed until November due to Hurricane Isabel – demonstrates the high priority 

that Council members place on their new roles. For nearly two dozen top officials, many with wideranging management responsibilities in their departments and agencies, to spend two full days away 

from their offices makes a clear statement about CHCOs’ dedication to have a positive impact on 

how we manage our Federal workforce. 

Our CHCO Academy, launched in February, is already proving to be a productive forum for 

discussing human resources issues among small groups of CHCOs. The Academy, which meets on 

a monthly basis, has considered topics such as (1) current workforce flexibilities in title 5, United 

States Code, and associated regulations; (2) human resources competitive sourcing, and (3) 

compensation reform. Next month, I will be leading a session that explores possible options for the 

next wave of reform in OPM’s continuing effort to modernize America’s civil service. 

My decision to appoint an Executive Director represented a departure from the management of 

other interagency councils. I wanted to ensure the Chief Human Capital Officers Council had a 

dedicated staff to manage its day-to-day activities, serve as a central point of contact for Council 

members, and report directly to me on our progress. 

In addition to these accomplishments, the Council already has become more than a body that simply 

discusses issues. OPM is actively including the Council in considering and making 

recommendations on policy issues, including the following: 

• The new SES pay regulations not only were discussed at length by the Council at its January 

and February meetings but distributed among members for vetting prior to review by OMB. 
24

• Draft regulations to implement the President’s recent Executive order establishing the 

Presidential Management Fellows (PMF) Program include language that will give the Council 

an important role in determining the number of PMFs needed annually by agencies. 

• CHCOs are assisting agency heads in enforcing OPM’s policy that there is no place in 

Federal employment for degrees or credentials from diploma mills. Over the past year, more 

than 750 agency officials have been trained on the issue of bogus degrees, and CHCOs are 

working closely with OPM’s Division for Human Capital Leadership and Merit System 

Accountability on this matter. 

• CHCOs are communicating internally OPM’s policies on the adjudication of background 

investigations and security clearances. Under Executive order 10450, agencies are required 

to notify in a timely manner OPM’s Center for Investigations Services of such actions. 

• CHCOs are playing an integral role in observing veterans’ preference statutes and regulations 

as they hire new employees. Next week, the Council will hold a meeting that includes a 

training session held in conjunction with veterans’ service organizations on the importance 

of veterans’ preference and hiring. This event will take place at Walter Reed Army Medical 

Center, an appropriate location to reflect on the valuable contributions many of our Nation’s 

veterans have made in the civil service after completing their military service. 

Looking ahead, there are many exciting initiatives on the horizon for the CHCO Council. 

• Next week’s meeting at Walter Reed will celebrate the body’s first anniversary. Prominently 

featured on our agenda is a dialogue with representatives of several Federal employee labor 

organizations, fulfilling an annual statutory requirement and providing the Council valuable 

input from these stakeholders. 

• Our first annual report to Congress is forthcoming, and this document will contain 

information about the Council’s progress during Fiscal Year 2003. 

• To enhance communication among CHCOs and with external stakeholders, OPM will soon 

launch a website containing key information about the Council. 

• Subcommittees are advancing their issues and will be making recommendations for possible 

reforms to the Executive Committee and full Council in the near future. 

The Chief Human Capital Officers Council Act of 2002 is adding value to the public policy dialogue on 

the future of America’s civil service. The appointment of CHCOs across the Federal Government 

has elevated the institutional profile of the Strategic Management of Human Capital as never before. 

As the Council approaches its first anniversary next week, it already has assumed a prominent place 

among the interagency management councils that are helping to drive the initiatives of the 

President’s Management Agenda. In short, this important law is having a positive effect on how we 

manage the Government’s most important resource – people. 
25

In a letter to the Council on the occasion of its inaugural meeting, the author of the Act, Senator 

George Voinovich, remarked on the new body’s role, “Yours is an important task, as the quality of 

taxpayer services delivered by the Federal Government depends on the quality of our 

workforce....Working together to bring our civil service system into the 21st century is an endeavor 

of which to be proud.” 

The members of the CHCO Council take seriously these important responsibilities. With continued 

attention to the President’s charge to achieve results, the American civil service will only grow 

stronger as it continues to provide the Nation with the critical services our citizens expect. 

Thank you again for this opportunity to discuss OPM’s progress in implementing the Chief Human 

Capital Officers Act of 2002. I would be pleased to respond to any questions the Subcommittee may 

have. 

###