A MESSAGE FROM ACTING OPM DIRECTOR MICHAEL W. HAGER 

CHAIRMAN, CHIEF HUMAN CAPITAL OFFICERS COUNCIL

As Chairman of the Chief Human Capital Officers (CHCO) Council, I am pleased to present our 

Fiscal Year (FY) 2008 annual report to Congress. 

During FY 2008, the Council celebrated the milestone achievement, reaching its fifth 

anniversary in May. Since its inception, the Council has worked collaboratively and in 

partnership with the U.S. Office of Personnel Management to accomplish a number of strategic 

goals. This successful approach has expanded the Council’s influence and visibility within the 

Federal human capital community and beyond. 

In the past, the annual report to Congress has served as a summary document for the Council’s 

activities within a given fiscal year. However, this year’s report is designed to serve as a 

transition guide for the incoming Administration, providing insights into emerging issues 

requiring the Council’s consideration. The topics covered in the “Emerging Issues” section are 

based on input from Council members and discussions at three CHCO Council Transformation 

Summits held in September 2007, June 2008, and September 2008. The report also provides 

details on the key structural issues that have helped the Council build its capacity for success. 

Our hope is that those who will be serving as Chief Human Capital Officers in the new 

Administration will use this document as a template for expanding and enhancing the influence 

and effectiveness of the Council. 

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

Michael W. Hager 

Chairman 
TABLE OF CONTENTS

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

II. Emerging Issues...................................................................................................................4 

III. Critical Elements of the Chief Human Capital Officers Council ........................................5 

 Deputy Chief Human Capital Officers ..........................................................................6 

 Subcommittee Involvement and Leadership..................................................................6 

 Identifying and Sharing Human Capital Practices.........................................................7 

 Staffing the Chief Human Capital Officers Council......................................................9 

IV. Subcommittee Mission Statements and Goals for 2009 ....................................................10 

Appendix 1: Fiscal Year 2008 Chief Human Capital Officers Council Meeting Topics .............13 

Appendix 2: Key Activities of the Subcommittees.......................................................................17 

Appendix 3: Members of the Chief Human Capital Officers Council .........................................21 

Appendix 4: Members of the Executive Committee.....................................................................22 

Appendix 5: Chief Human Capital Officers Council Charter.......................................................23 

2 
 

I. EXECUTIVE SUMMARY AND BACKGROUND 

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 15 Executive departments and nine 

additional agencies to appoint or designate Chief Human Capital Officers (CHCOs) and to 

establish a Chief Human Capital Officers Council (Council). 

Specifically, the Act established the 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 Act’s effective date was May 24, 

2003 (180 days after enactment) making May 2008 the fifth anniversary of the Chief Human 

Capital Officers and their Council. 

The Council is composed of the Director of the Office of Personnel Management (OPM), who 

serves as chair; the Deputy Director for Management of the Office of Management and Budget 

(OMB), who acts as vice chair; the CHCOs of the 15 Executive departments; and the CHCOs of 

additional agencies and the Small Agency Council, as designated by the OPM Director. 

This year’s annual report to Congress outlines several broadly defined emerging strategic human 

capital issues requiring the Council’s attention. The emerging issues include (1) managing the 

public’s expectations of Federal response to highly complex issues; (2) building and sustaining 

Federal employee leadership; and (3) transforming the Federal human resource (HR) profession 

to meet changing demands. The Council members identified these issues in a variety of forums, 

including subcommittee meetings and the CHCO Council Transformation Summits held in 

September 2007, June 2008, and September 2008. 

In addition, this report also provides background on the critical elements that have helped the 

Council evolve and position itself to address the upcoming challenges. Over the past five years, 

the Council has made tremendous strides in improving cross agency collaboration within the 

Federal HR community. Several key contributing factors enabled the Council to expand its 

impact, including (1) adding Deputy CHCOs to the Council; (2) establishing and tracking 

subcommittee goals; (3) identifying and sharing human capital practices; and (4) staffing the 

Council. 

The Council’s FY 2008 annual report to Congress also contains the mission statements and goals 

of the six subcommittees for 2009, several of which directly relate to the emerging issues 

outlined in the report. The report concludes with five appendixes containing historical 

information including subcommittee activities and accomplishments, meeting agenda items 

during FY 2008, Council membership, and the original Council Charter dated June 11, 2003. 

1

 Pub. L. No. 107-296. 

2 5 U.S.C. §1401 note. 

3 
 

II. EMERGING ISSUES 

In May 2008, the Chief Human Capital Officers Council reached the critical milestone of 

celebrating its fifth anniversary. Reflecting on the past five years, the Council can be proud of 

its many accomplishments. However, this section of the annual report looks forward to some of 

the emerging human capital issues facing our Federal workforce. In particular, and most 

importantly, the Council must continue to focus on the Federal Government’s greatest asset, its 

employees. 

One only has to look at the results from the 2006 Federal Human Capital Survey (FHCS) to 

understand the level of commitment and belief Federal employees have in the type of work they 

perform. Results from the 2006 survey indicate 90 percent of Federal employees believe their 

work is important. This incredible statistic, which was the highest rated item on the survey, 

provides an outstanding opportunity for all Departments and agencies to design innovative 

recruitment strategies that showcase the importance of the careers available within the Federal 

Government. 

Therefore, recognizing that a solid human capital foundation already exists in the Federal 

Government, the CHCO Council should continue to focus on strategies to recruit, hire, and retain 

a diverse workforce with the competencies necessary to help the Departments and agencies 

accomplish their mission and serve the public in an efficient and effective manner. In order to 

achieve this important outcome, the CHCO Council must address several emerging human 

capital challenges, including (1) managing the Federal response to highly complex issues; (2) 

building and sustaining Federal employee leadership; and (3) transforming the Federal human 

resource profession to meet changing demands. 

1) Managing the Federal Response to Highly Complex Issues: 

The expectations of a well-managed Federal response have risen at the same pace as the 

complexity of problems facing our Government. With the increasing demand for real-time 

information, events often occur with little time to react. To adapt to a rapidly changing world, 

agencies must have a strong infrastructure in place that enables them to recruit and retain the 

talent needed to meet an evolving mission. As the CHCO Council moves into the next phase of 

its service, members must find ways to improve the way Government operates by: 

A. Integrating and optimizing a diverse and “blended” Federal workforce with civil servants, 

contractors, and other employees to better serve the American citizen, and ensure 

complete transparency and accountability. 

B. Supporting critical Federal initiatives that require concerted interagency, 

intergovernmental, and public-private action (i.e. crisis management, continuity of 

Government, cyber security, information technology, and acquisition). 

2) Building and Sustaining Federal Employee Leadership: 

Ensuring the proper infrastructure to address complex issues must be complemented by efforts to 

build and sustain the leadership activities of Federal employees. Over the next several years, the 

CHCO Council and OPM must identify and develop recruitment and retention strategies for: 

4 
 

 

A. Attracting and motivating the “next generation” of Federal employees by providing 

opportunities for organizational agility, learning cultures, performance-based rewards, 

and career mobility. 

B. Facilitating inter-agency and intra-agency developmental assignments and career 

paths that enable the creation of collaboration and information sharing networks and 

thus, the capability to deal effectively with interagency crises. 

3) Transforming the Federal Human Resource Profession to Meet Challenging Demands: 

To tie all of these activities together, the Council must ensure that the Human Capital 

Assessment and Accountability Framework (HCAAF) continues to serve as the foundation for 

measuring successful human resource strategies and practices across the Federal Government. 

Serving as the implementing regulations for the Chief Human Capital Officers Act of 2002, the 

HCAAF explains that “strategic human capital management requires a reliable and valid set of 

metrics that provides an accurate baseline against which individual agency progress can be 

assessed.”3

 In short, the HCAAF was developed as a framework that would enable a broader 

evolutionary path for Federal human resources. 

To this end, the Council should continue: 

A. Evolving the Federal human resource profession as a strategic partner and consultant. 

B. Contributing to the development and implementation of human capital metrics to 

measure success. 

C. Developing strategies, including new or enhanced automation, to ensure agencies are 

fully utilizing available human capital flexibilities. 

Addressing each of the emerging issues in a coordinated and thoughtful manner will allow the 

CHCO Council and its members to continue playing a key role in solving the Federal 

Government’s human capital challenges. Ultimately, the Council will contribute to policy and 

programmatic efficiencies that benefit the American public. 

III. CRITICAL ELEMENTS OF THE CHIEF HUMAN CAPITAL OFFICERS COUNCIL 

Over the past five years, the CHCO Council has positioned itself to address the Federal 

Government’s emerging human capital issues outlined above by improving cross-agency 

collaboration within the Federal human resource community. This section of the FY 2008 

annual report to Congress provides background on the critical elements which have helped the 

Council evolve since its inception. Several key contributing factors enabled the Council to 

expand its impact, including (1) adding the Deputy CHCOs to the Council; (2) establishing and 

tracking Subcommittee goals; (3) identifying and sharing human capital practices; and (4) 

staffing the Council. 

3

 Federal Register, 5 CFR Part 250, Final Rule, Monday, April 28, 2008 

5 
 

1) Deputy Chief Human Capital Officers 

In March 2006, the OPM Director requested each CHCO Council member to appoint a 

Deputy. This key organizational change was made to enhance the structure, visibility, 

and subject matter expertise of the CHCO Council. Deputy CHCOs are full partners in 

the Council and attend the meetings, not in lieu of, but in addition to, the Chief Human 

Capital Officer. 

In general, Deputy CHCOs serve three vital functions for the Council. First, they serve 

as the direct link to the Federal human resource community. By organizational design, 

the Deputies are either the HR Directors of their Department/agency or their direct 

supervisors. The addition of the Deputies improved the Council’s ability to communicate 

more broadly with HR practitioners on strategic human capital initiatives. 

Second, Deputy CHCOs also identify and share cutting edge human capital practices. 

One of the major benefits of the CHCO Council is to share and discuss successful 

strategies that have a track record of resolving key challenges within the agencies. 

Through their network and knowledge of promising practices, the Deputy CHCOs serve 

as a vital resource for showcasing human capital strategies at all Council meetings. 

Finally, the Deputies ensure continuity during changes in leadership. Deputies serve as 

the critical staff to lead transitions within their agency and on the Council, especially in 

those agencies where the CHCOs will depart with the change in Administration. 

The addition of the Deputy CHCO has made an immediate and lasting impact on the 

overall success of the Council. As noted, by the Government Accountability Office 

(GAO) in its January 2007 report (GAO-07-90) “deputy CHCOs will bring additional HR 

expertise and provide more leadership continuity to the Council.”4

 To help fulfill this 

critical role, the Council’s Executive Director organized several meetings for the 

Deputies, which allowed the Council to forge closer collaborative partnerships with 

OPM. The Deputies meetings were structured to discuss policies, procedures, and 

programs with a focus on the operational aspects of human capital management. Deputy 

CHCOs appreciated these meetings as they provided the opportunity to continue 

discussions on human capital issues in open and collaborative forum. 

2) Subcommittee Involvement and Leadership 

In March 2006, the CHCO Council subcommittees were restructured to more closely 

align with the overarching strategic human capital initiatives impacting the Federal 

Government. In this effort, six subcommittees were created including (1) Emergency 

Preparedness; (2) Hiring and Succession Planning; (3) Human Capital Workforce; (4) 

Human Resources Line of Business; (5) Learning and Development; and (6) Performance 

Management. Specific information regarding the subcommittee mission statements, 

goals, and accomplishments can be found in section IV and Appendix 2 of this report or 

by visiting the “Documents” page on the Council’s website at www.chcoc.gov. 

4

 Key Lessons Learned to Date for Strengthening Capacity to Lead and Implement Human Capital Reforms: GAO -

07-90 (January 2007) 

6 
For transition purposes, this document notes several critical success factors enabling the 

subcommittees to accomplish a number of activities in FY 2007 and 2008. First, in FY 

2007, each subcommittee chair was requested to develop a mission statement and set of 

goals for the twelve month period. It is important to note these goals were established in 

collaboration with the subcommittee members in order to instill a sense of ownership in 

the outcome of the goals. This particular process also allowed the subcommittees to help 

drive the agenda of the Council. 

A successful strategy used in the development of the subcommittee goals was the 

language chosen to frame the goal’s intent. For example, the goals were written in a 

manner that underscored the collaborative partnership between the subcommittees and 

OPM. Many of the goals began with the phrase “Work in partnership with OPM to...” 

This carefully crafted phrasing fortified the shared responsibility needed for developing 

effective goals and accomplishing the activities necessary to fulfill them. 

A critical success factor in the subcommittee organizational structure is the openness of 

its membership and attendees. While the full-Council meetings are usually attended by 

CHCOs and Deputy CHCOs, subcommittee meetings invite subject matter experts from 

agencies and OPM to attend, allowing for a rich exchange of information and ideas 

leading to the accomplishment of the goals. 

In FY 2008, the subcommittees partnered with OPM on a number of successful activities. 

For example, the Hiring and Succession Planning Subcommittee partnered with OPM to 

develop and test a framework and guidance for improving the Federal hiring process. 

The End-to-End Hiring Roadmap gives agencies step-by-step instructions on how to 

successfully implement the five components of effective hiring, and is based on best 

practices and pilot results provided by Subcommittee agencies. The new hiring 

framework can be found at www.opm.gov/staffingportal/EndtoEndRoadmap.asp. The 

collaborative partnership between OPM and Federal agencies on a Governmentwide 

reform initiative of this magnitude should serve as a model for the CHCO Council under 

the leadership and direction of the next Administration. 

3) Identifying and Sharing Human Capital Practices 

As outlined in the Chief Human Capital Officers Act, one of the roles of the CHCOs is to 

identify best practices. As agencies continue to improve their human capital practices, it is 

critical to share those successes so that others may learn from them. One of the most 

effective ways to collect and showcase agency human capital practices is through the 

CHCO Council. Now well into its fifth year, the CHCO Council has become a catalyst for 

identifying, compiling, and sharing human capital strategies within the Federal 

Government. 

To this end, the CHCOs and their staff have maximized the opportunity to showcase and 

communicate their human capital strategies and practices with their peers through a variety 

of Council activities. First, the Council meetings are structured to include time on the 

agenda for CHCOs to showcase their human capital strategies. In FY 2008, several 

agencies presented strategies at Council meetings. For instance, in March 2008, Ms. Mari 

Barr Santangelo, the CHCO from the Department of Justice showcased her office’s efforts 

7 
to create a Department-wide strategic human capital management plan. This collaborative 

effort led to the development of a human capital plan that was signed and endorsed by each 

of the Department’s subcomponents. The March 2008 meeting agenda also included the 

Honorable Dale Klein, Chairman of the Nuclear Regulatory Commission who shared his 

agency’s recruitment strategies and experiences with Council members. 

The Council meetings also provide CHCOs with the opportunity to discuss human capital 

strategies and ideas with outside stakeholders as well. For example, during the May 2008 

annual meeting, Council members discussed two important issues with employee groups – 

human capital strategies that are important to Federal employees during a transition and the 

importance of establishing telework policies and procedures within the agencies. Overall, 

the employee groups made a number of helpful suggestions to the Council. The spirit of 

open communication with the stakeholder community affords the Council and its members 

the opportunity to discuss and consider a wide range of ideas from a number of individuals 

and groups. 

The CHCO Council Training Academy is another forum for showcasing cutting edge 

human capital practices the Council has identified. Held six times a year, the Training 

Academy has been a very successful way to share strategies from Federal agencies and 

private industry. For example, in April 2008, the CHCO Council Training Academy 

focused on the Federal hiring process. Presentations were made by OPM, the Nuclear 

Regulatory Commission (NRC), the Department of Army, and the National Aeronautics 

and Space Administration (NASA). OPM began the academy session by providing an 

overview of the Deputy Director’s strategic End-to-End hiring initiative. The NRC 

presentation discussed highlights of the agency’s comprehensive recruitment strategy and 

the Department of Army showcased how Lean Six Sigma techniques were employed to 

improve their hiring process. NASA rounded out the agenda by discussing the agency’s 

comprehensive orientation strategy, including an on-line tool that has improved the 

employee experience during this critical process. 

In June 2008, the Training Academy session focused on “Innovative Training Methods.” 

The session was hosted at the National Defense University and was provided to agencies 

via webcast and broadcast onto the Web via Second Life. A record number of 136 

attendees participated in this event. This forward-looking session had 66 in-person 

attendees, while 70 others participated through virtual worlds, which included 46 unique 

avatars in Second Life. Over the FY 2007 and FY 2008 cycle, over 700 staff attended 

the twelve academy sessions, making this one of the most successful ways to share 

cutting edge practices with the Federal human resource community. 

Finally, the CHCO Council identified, collected, and shared human capital strategies and 

issued its first Collection of Human Capital Practices. The document, released in March 

2008, contains several human capital strategies from agencies on topics including 

performance management, learning and development, closing competency gaps, and 

telework. Each individual synopsis was submitted by the agency implementing the 

highlighted strategy. Agency practices included in the document were identified through 

the 2006 FHCS, the CHCO Council Training Academy sessions, and the Council’s 

subcommittees. The practices outlined in this collection facilitated cross-agency 

collaboration, fostered strategic partnerships, and promoted successful strategies. 

8 
4) Staffing the Council 

Although the position of CHCO and the Council were established in statute, the 

dedication of a full-time staff member to organize the activities of the Council is at the 

discretion of the Director of OPM. However, it is important to note that the Council has 

had an Executive Director since its inception to (1) direct the daily operations of the 

Council; (2) serve as strategic planning advisor to the Chairman and principal liaison to 

Council members; and (3) act as a catalyst for facilitating collaboration on 

Governmentwide human capital issues. Moving forward, the next OPM Director should 

staff the Council with, at the very least, an Executive Director to coordinate and lead the 

important activities of this critical interagency organization. Given its scope and impact, 

there are a number of ways to dedicate additional staff resources to the CHCO Council in 

a tight budget environment, including drawing on detailees from a variety of professional 

development programs. By utilizing programs such as the Presidential Management 

Fellows and the Executive Potential Program, among others, the CHCO Council will also 

be providing an excellent example on addressing one of the emerging issues outlined in 

this report – Building and Sustaining Federal Employee Leadership. 

9 
IV. SUBCOMMITTEE GOALS FOR 2009 

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 2009 

• Actively assist OPM in improving human capital policies, procedures, and networks, 

including Federal Executive Boards, to enable Federal agencies to continue their 

operations during an emergency. (Links to Emerging Issues 1-A and 1-B) 

• Continue working with OPM to improve and finalize measures for Federal telework 

programs. (Links to Emerging Issues 2-A) 

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission 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 2009 

• Continue the partnership with OPM on the End-to-End Hiring initiative. (Links to 

Emerging Issues 3-A, 3-B, and 3-C)

• Develop strategies to ensure agencies are fully utilizing the human capital flexibilities 

available and identify changes needed to existing rules or programs to improve the ability 

of agencies to recruit and retain diverse talent. (Links to Emerging Issue 1-B, 2-A, 2-B, 

and 3-C) 

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission of the subcommittee. 

10 
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 2009 

• Partner with OPM and the Council’s Human Resource Line of Business (HRLOB) 

Subcommittee to develop strategies and showcase ways to transform the Federal human 

resource profession. (Links to Emerging Issues 1-B, 3-A, 3-B, and 3-C) 

• Partner with OPM to create a Federal Human Capital Leadership network. (Links to 

Emerging Issues 3-A) 

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission 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 2009 

• Support and provide strategic direction to the HRLOB on the establishment, ongoing 

operations, and migration to Shared Service Centers. (Links to Emerging Issues 1-b, 3-A 

and 3-B) 

• Partner with OPM and the Council’s Human Capital Workforce Subcommittee to 

develop strategies and showcase ways to transform the Federal human resource 

profession. (Links to Emerging Issues 3-A and 3-B)

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission of the subcommittee. 

Subcommittee on Learning and Development 

11 
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 2009 

• Partner with OPM to improve the Federal Government’s tools and technologies for 

learning and development. (Links to Emerging Issues 1-B) 

• Work with OPM to identify, implement, and improve innovative ways to develop and 

sustain civil service leadership at all levels, including inter and intra-agency 

developmental assignments. (Links to Emerging Issue 2-B) 

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission 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 2009 

• Partner with OPM and the Performance Improvement Council to enhance the Federal 

Government’s performance management systems. (Links to Emerging Issue 2-A) 

• Continue working with OPM to implement the lessons learned for the FY 2009 cycle of 

the Senior Executive Service Performance Appraisal Assessment Tool (SES-PAAT). 

• Provide assistance during the Presidential transition process on human capital issues that 

support the mission of the subcommittee. 

12 
APPENDIX 1 

FY 2008 CHCO Council Meeting Topics 

FY 2008 Full Council Meeting Agenda Items 

September 9, 2008 

• OPM Updates 

o Focus on Customer Service 

o Federal Employee Health Benefits Program and Dental Vision Update 

o 2008 Federal Human Capital Survey Update 

o Overview of SES Performance Ratings 

o Federal Executive Board Update 

• Update on the End-to-End Hiring Initiative 

• Update on the National Security Professional Development Program 

• Update on Transition Activities 

• Interim Pay Issues for Retirees 

• Subcommittee Reports 

• Human Capital Recruiting – Best Practice Presentation from PricewaterhouseCoopers 

July 8, 2008 

• OPM Updates 

o End-to-End Hiring Initiative 

o Federal Executive Board Activities 

o Combined Federal Campaign 

• Update on GSA Transition Activities 

• Discussion on SES Requirements for the National Security Professional Development 

Program 

• Subcommittee Updates 

• Briefing on the Independent Evaluation of the Human Capital Program by the Human 

Resources Research Organization 

May 13, 2008, Annual Meeting with Employee Organizations 

• American Federation of Government Employees Presentation on Accreditation for 

Training 

• Update from the Office of Personnel Management on Presidential Transitions 

• Open Discussion on human capital issues that are important during Presidential 

Transitions 

• Open Discussion on the benefits of Telework 

• Subcommittee Updates 

March 13, 2008 

• Innovative Recruitment Strategies at the Nuclear Regulatory Commission 

• U.S. Department of Justice Human Capital Planning 

• Conducting a Certified Assessment of the Human Resources System at the U.S. 

Department of Energy Laboratory 

• Human Resources Competency Model 

13 
• Preview of the New Vacancy Announcement Template 

• Subcommittee Updates 

February 12, 2008 

• General Services Administration and Presidential Transitions 

• Office of Personnel Management and Presidential Transitions 

• Discussion on the Role of the Chief Human Capital Officers in Preparing for Presidential 

Transitions 

November 13, 2007 

• Partnership for Public Service Update 

• National Security Professional Development Program Update 

• Subcommittee Reports and adoption of FY 2008 Goals 

• Overview of NASA’s Workforce Planning Initiatives 

• Unleashing Value – Getting Execution Right – Presentation by Dr. George Weathersby 

FY 2008 Deputy CHCO Meeting Agenda Items 

July 30, 2008 

• Compensation for Federal Employees in Combat Zones 

• Transition Issues 

• Career Patterns 

• Update on Proud to Be 5 and 6 

• Supervisory Position Evaluation Guide 

• Discussion on Senior Executive Service Candidate Development Programs 

April 28, 2008 

• Update on 5 CFR 250 Regulations 

• Update on Time in Grade 

• Update on 2007 Human Capital Management Reports 

• Discussion on the Survey of the Senior Executive Service 

• Proud to Be Discussion 

• Upcoming Council Activities 

• 2008: Looking Ahead for the Deputy Chief Human Capital Officers 

February 5, 2008 

• Thurgood Marshall College Fund Briefing 

• Human Capital Scorecard Revalidation Briefing 

• Results from CHCO Council Transformation Summit 

• Career Patterns Update 

• Improving the Federal Hiring Experience 

• 2008: Looking Ahead for the Deputy Chief Human Capital Officers 

October 4, 2007 

• Federal Employee Relocation Program Oversight 

• Validation of Proud to Be 5 Scorecard 

14 
• Independent Evaluation of the Human Capital Program 

• OPM Hiring Toolkit Demonstration 

FY 2008 CHCO Council Training Academy Sessions 

August 14, 2008 

• On Thursday, August 14, 2008, the CHCO Council held an academy session in the 

Campbell Auditorium at the U.S. Office of Personnel Management. This session 

highlighted some of the lessons learned from the recent Senior Executive Service (SES) 

survey. Agency representatives from the Social Security Administration (SSA), the 

Nuclear Regulatory Commission (NRC), and the Department of Defense (Air Force) 

showcased three important areas (1) establishing and implementing tiered SES pay 

structures; (2) how to effectively leverage Performance Review Boards for an SES payfor-performance system; and (3) centrally managing SES careers and mobility. 

June 24, 2008 

• On June 24, 2008, the CHCO Council hosted a training academy session on “Innovative 

Training Methods.” The session was hosted at the National Defense University and was 

also provided to the agencies via webcast and broadcast into the Web via Second Life. A 

record number of 136 attendees participated in this event. 66 attended in person while 70 

participated through virtual worlds, including 46 unique avatars in Second Life and 24 

via the video stream. Presentations were made by IBM, National Defense University, 

and Forterra. Each presenter discussed ways to shape virtual worlds for Government 

through training and education. The session finished with a simulated emergency 

preparedness virtual world training exercise. 

April 10, 2008 

• On Thursday, April 10, 2008, the CHCO Council held a Training Academy on the 

Federal hiring process. Presentations were made by the OPM, the Nuclear Regulatory 

Commission (NRC), the Department of Army, and the National Aeronautics and Space 

Administration (NASA). OPM began the academy session by providing an overview of 

the Deputy Director’s End-to-End Hiring initiative. Next, the NRC presentation 

discussed highlights of the agency’s comprehensive recruitment strategy, while the 

Department of Army showcased how they have employed Lean Six Sigma techniques to 

improve their hiring process. NASA finished up the presentations by showcasing their 

comprehensive orientation process. 

February 14, 2008 

• On Thursday, February 14, 2008, the CHCO Council Training Academy held a session to 

discuss the Results-Oriented Performance Culture indicator from Proud-to-Be 5 of having 

70 percent of the workforce covered by performance management systems that 

effectively: 

o link to agency mission, goals, and outcomes; 

o hold employees accountable for results appropriate for their level of 

responsibility; 

o differentiate between various levels of performance (i.e., multiple performance 

levels with at least one summary rating above Fully Successful); and 

15 
o provide consequences based on performance 

Presentations were provided by the OPM, NASA, the General Services Administration 

(GSA), and the Environmental Protection Agency (EPA). 

December 4, 2007 

• This training academy session focused on closing skills gaps and strategic planning for 

talent management. Presentations were made by the American Society for Training and 

Development, the SSA, and from Competitive Futures, Inc. 

October 11, 2007 

• This academy session, scheduled in conjunction with Work and Family month, 

highlighted progressive work/family policies at the Defense Information Systems 

Agency, the Central Intelligence Agency, the Department of Labor, and the Department 

of Veterans Affairs. Specific presentations were delivered on health and wellness 

programs, leave bank programs, child care subsidies, and Employee Assistance 

Programs. 

16 
 

APPENDIX 2 

Key Activities of the Subcommittees 

The CHCO Council’s six subcommittees have been extremely active since they were reorganized 

in April 2006. Overall, the subcommittees were responsible for a number of accomplishments and 

activities that raised the profile of the Council and facilitated the sharing of human capital practices 

for its members. 

The following provides a summary of the key milestones since April 2006: 

Subcommittee on Emergency Preparedness 

• The subcommittee established a subgroup to consider news ways to measure the 

effectiveness of telework. At the time of this report, efforts of this subgroup were 

ongoing and progress is being made to examine more effective measures to accurately 

capture telework in the Federal Government. 

• Members of the subcommittee provided feedback to OPM on the provisions of telework 

legislation introduced in both chambers of the United States Congress. 

• The subcommittee partnered with the Interagency Security Committee and the National 

Institute of Occupational Safety and Health to identify best practices for the prevention of 

violence in the workplace. A final work product will be issued during FY 2009. 

• The subcommittee provided several recommendations to OPM regarding the 

development of a human capital related communications strategy for employees on 

pandemic influenza. The suggested strategies focused on such topics as (1) including a 

discussion on the human capital policies and options available during an emergency; (2) 

soliciting union input when developing the communication plan; (3) delivering the 

message through various communication tools, e.g., webcasts; and (4) establishing a 

coordinated outreach program with local Federal Executive Boards, that in turn, can 

communicate to their assigned Federal agencies. 

• The subcommittee provided recommendations to OPM for human capital considerations 

that should be included in emergency preparedness table top exercises. 

Recommendations were based on exercises conducted by several Federal agencies which 

were designed to assess pandemic influenza preparations in the areas of (1) the capability 

of civilian personnel to continue assigned mission essential functions and (2) the 

organization’s ability to provide for the well being of employees prior to, during, and 

following an outbreak. 

• The subcommittee also worked with OPM on the pandemic influenza “town hall” 

meetings to educate the Federal workforce on policies and procedures relating to an 

outbreak. By the end of FY 2007, four Departments and Agencies (Department of 

Education, the OPM, the GSA, and the Department of Energy) held town hall meetings 

for their employees. 

17 
• The subcommittee arranged a briefing on a Department of the Navy automated tool for 

tracking employees during an emergency. One CHCO Council agency adopted the tool 

and several others are considering its applicability. 

Subcommittee on Hiring and Succession Planning 

• The subcommittee partnered with OPM to develop a framework and guidance on the 

project to improve the End-to-End hiring process. 

• The subcommittee also worked with OPM to update the Management Satisfaction Survey 

and the Applicant Satisfaction Survey. The management survey continues to measure 

hiring managers’ satisfaction with the job announcement, applicant quality and quantity, 

and hiring flexibilities available to obtain the candidate of choice. Specific questions 

have been revised regarding the use of hiring flexibilities and additional questions have 

been added to help agencies better understand the manager’s interaction with HR during 

the hiring process. While the new Applicant Satisfaction Survey will gauge applicants’ 

satisfaction with the Federal hiring process, targeting satisfaction with job 

announcements , the overall satisfaction with applying for a federal job, and the clarity of 

requirements. 

• Working with OPM and the Partnership for Public Service, several agencies from the 

subcommittee participated in a pilot to capture the return on investment (ROI) of the 

Federal Career Day Job Fairs. Feedback from the ROI tool is being used to improve the 

job fair program. 

• The subcommittee continues to work with OPM on the functionality of the USAJOBS 

website, including providing guidance and assistance to update the manager and applicant 

surveys. 

• The subcommittee provided policy recommendations to OPM on ways to improve and 

streamline the hiring process. The recommendations included (1) creating flexibility for 

part-time schedules in transition to retirement without a penalty to an employee’s 

retirement and (2) developing a comprehensive policy for agencies to employ annuitants 

on a short-term basis. 

Subcommittee on Human Capital Workforce 

• The subcommittee worked with OPM to develop, host, and co-sponsor three Human 

Capital Transformation Summits. During these sessions, the Council members discussed 

the future direction of Federal human capital management with prominent thought 

leaders from private industry, academia, and Government. Input from the summits are 

reflected and included in the “Emerging Issues” section of this annual report. 

• The subcommittee’s recommendation to add six new Human Resource competencies to 

the Federal Competency Assessment Tool – Human Resources (FCAT-HR) was adopted 

by the full Council. Agencies now have an additional set of criteria to identify, capture,

and measure competency gaps in the Federal human resource occupation. 

18 
• This subcommittee held a one day meeting with the human resource executive team at 

America On-Line (AOL) in order to learn and share human capital practices with private 

industry. 

Subcommittee on Human Resources Line of Business 

• Subcommittee members provided input to OPM on the draft Migration Planning 

Guidance (MPG) Version 2.0. Version 1.0 contained information agencies could use in 

planning for and conducting migrations to shared service centers. Version 2.0 was 

expanded to provide information agencies may find useful in conducting public-private 

competitions as envisioned by the HRLOB Competition Framework. 

• The subcommittee sponsored and organized the April 2007 CHCO Council Training 

Academy session on the Human Resource Line of Business (HRLOB). Presentations 

were made by OPM, the Department of Defense, the GSA, and the Environmental 

Protection Agency. 

• The subcommittee worked with OPM and OMB on a list of frequently asked questions 

for the HRLOB initiative, which are posted on OPM’s website. 

• Subcommittee members worked with OPM and OMB on business case options related to 

agency migration to shared service centers. 

• The subcommittee chair briefed the Multi-Agency Executive Steering Committee, the 

interagency governance component of the HRLOB, to share goals of the subcommittee 

and discuss the importance of this migration. 

• The subcommittee met with GSA officials involved in various aspects of Lines of 

Business, including the component establishing the private sector schedule with OPM. 

Subcommittee on Learning and Development 

• This subcommittee sponsored and organized several CHCO Council Training Academy 

sessions, including the June 24, 2008, event which was the first one ever to be conducted 

via webcast and broadcast into the Web via Second Life. 

• The subcommittee provided recommendations on a professional development strategy for 

a critical component of the Federal workforce, the National Security Professional 

Development Program. 

• The subcommittee partnered with OPM and the Young Government Leaders to collect 

information from current and former Presidential Management Fellows to identify 

agencies that ran effective programs. OPM hosted an agency PMF coordinators meeting 

on August 20, 2008, which included a panel discussion from four of the survey 

respondents. 

• The subcommittee worked with OPM to develop a list, which was made public on July 

28, 2008, when the OPM Director issued a memorandum to the Chief Human Capital 

19 
Officers which detailed the priority occupations for future competency model 

development. The occupations included those in the field of financial administration: 

Accounting, Financial Management, Auditing, and Budget Analysis. 

• The subcommittee partnered with OPM to enhance the search capability function of the 

Catalogue of Leadership and Development Programs, which is an electronic library of 

programs offered by Federal Departments and agencies to foster the development of 

leadership skills in their employees. The catalogue is available on www.opm.gov 

• The subcommittee, working with OPM, identified a list of Federal agencies that currently 

conduct ROI for training. Some of this information will be included in the Council’s 

human capital practices document which was issued in March FY 2008. 

• The subcommittee, working with OPM, identified a list of Federal agencies with Distance 

Learning programs. Information compiled from those agencies was incorporated in the 

Council’s March 2008 human capital practices document. 

Subcommittee on Performance Management 

• Members of the subcommittee provided input to OPM on a survey to identify the lessons 

learned for the Senior Executive Service Performance Appraisal Assessment Tool. 

• This subcommittee sponsored and organized several CHCO Council Training Academy 

sessions, including the August 14, 2008, event that highlighted some of the lessons

learned from the recent SES survey. Agency representatives from the SSA, the NRC, 

and the Department of Defense (Air Force) showcased three important areas (1)

establishing and implementing tiered SES pay structures; (2) how to effectively leverage

Performance Review Boards for an SES pay-for-performance system; and (3) centrally

managing SES careers and mobility. 

• After the results of the 2006 Federal Human Capital Survey (FHCS) were released, the 

subcommittee identified the top agencies with greatest improvements in performance 

management based on the results of the FHCS from 2004 and 2006. Information 

compiled from those agencies was incorporated into the Council’s March 2008 human 

capital practices document. 

• The subcommittee also compiled input from CHCO Council agencies with the highest 

scores on the results oriented performance culture index of the HCAAF, which was 

incorporated into the Council’s March 2008 human capital practices document. 

20 
 

 

APPENDIX 3 

MEMBERS OF THE CHIEF HUMAN CAPITAL OFFICERS COUNCILy

MR. MICHAEL W. HAGER, CHAIRMAN 

Acting Director 

Office of Personnel Management 

MR. BOYD RUTHERFORD 

Assistant Secretary for Administration 

Department of Agriculture 

Deputy: Ms. Roberta Purcell 

MR. OTTO J. WOLFF 

Assistant Secretary for Administration 

Department of Commerce 

Deputy: Ms. Deborah Jefferson 

DR. DAVID S. C. CHU 

Under Secretary for Personnel and Readiness 

Department of Defense 

Deputy: Ms. Patricia Bradshaw 

MR. CHRISTOPHER MARSTON 

Assistant Secretary for Management and 

 Chief Human Capital Officer 

Department of Education 

Deputy: Ms. Debra Bennett 

MS. RITA FRANKLIN 

Acting Chief Human Capital Officer 

Department of Energy 

Deputy: Ms. Rita Franklin 

MS. ANTONIA HARRIS 

Deputy Assistant Secretary for Human Resources 

Department of Health and Human Services 

Deputy: Mr. Gary Steinberg 

MR. THOMAS CAIRNS 

Chief Human Capital Officer 

Department of Homeland Security 

Deputy: Mr. Gregg Pelowski 

MR. KEITH A. NELSON 

Assistant Secretary for Administration 

Department of Housing and Urban Development 

Deputy: Ms. Sharman Lancefield 

MR. JAMES CASON 

Associate Deputy Secretary 

Department of the Interior 

Deputy: Ms. Kathleen Wheeler 

MS. MARI BARR SANTANGELO 

Deputy Assistant Attorney General for Human Resources 

Department of Justice 

Deputy: Mr. Rodney Markham 

MR. PATRICK PIZZELLA 

Assistant Secretary for Administration and Management 

Department of Labor 

Deputy: Ms. Susan Barker 

MS. LINDA J. WASHINGTON 

Assistant Secretary for Administration 

Department of Transportation 

Deputy: Ms. Nancy Mowry 

•

As of the end of Fiscal Year 2008 

MR. CLAY JOHNSON III, VICE CHAIRMAN 

Deputy Director for Management 

Office of Management and Budget 

AMBASSADOR, HARRY THOMAS 

Director General of the Foreign Service and Director of Human Resources 

Department of State 

Deputy: Ms. Linda Taglialatela 

MS. ROCHELLE F. GRANAT 

Deputy Assistant Secretary for Human Resources and 

Chief Human Capital Officer 

Department of the Treasury 

Deputy: Mr. Rick Hastings 

MR. WILLIE HENSLEY 

Acting Principle Deputy Assistant Secretary for Human Resources 

Department of Veterans Affairs 

Deputy: Mr. Willie Hensley 

MR. LUIS A. LUNA 

Assistant Administrator for 

 Administration and Resources Management 

Environmental Protection Agency 

Deputy: Ms. Susan Hazen 

MS. GAIL T. LOVELACE 

Chief People Officer 

General Services Administration 

Deputy: Mr. Steve McPeek 

MS. ANTONIA DAWSEY 

Assistant Administrator for Human Capital Management 

National Aeronautics and Space Administration 

Deputy: Mr. Jay Henn 

MR. JAMES F. McDERMOTT 

Chief Human Capital Officer 

Nuclear Regulatory Commission 

Deputy: Ms. Miriam Cohen 

MR. RONALD C. FLOM 

Associate Director for Management Services 

and Chief Human Capital Officer 

Office of Personnel Management 

Deputy: Mr. Mark Reinhold 

DR. REGINALD F. WELLS 

Deputy Commissioner, Human Resources 

Social Security Administration 

Deputy: Ms. Feli Sola-Carter 

DR. RONALD P. SANDERS 

Associate Director of National Intelligence for Human Capital and 

Intelligence Community Chief Human Capital Officer 

Office of the Director of National Intelligence 

Deputy: Dr. Elizabeth Kolmstetter 

MR. ANTHONY A. ARNOLIE 

Small Agency Council Representative 

and Director of Information and Resource Management 

National Science Foundation 

Deputy: Mr. Charles Schnieder 

MR. JOHN C. SALAMONE 

Executive Director 

Chief Human Capital Officers Council 

Office of Personnel Management 

21
APPENDIX 4 

MEMBERS OF THE EXECUTIVE COMMITTEE y

MR. MICHAEL W. HAGER 

CHAIRMAN 

Office of Personnel Management 

MR. CLAY JOHNSON III 

VICE CHAIRMAN 

Office of Management and Budget 

DR. DAVID S. C. CHU 

Department of Defense 

MS. RITA FRANKLIN 

Department of Energy 

MS. GAIL T. LOVELACE 

General Services Administration 

MR. JAMES McDERMOTT 

Nuclear Regulatory Commission 

MR. KEITH A. NELSON 

Department of Housing and Urban Development 

MR. PATRICK PIZZELLA 

Department of Labor 

DR. RONALD P. SANDERS 

Office of the Director of National Intelligence 

MR. JOHN C. SALAMONE 

Office of Personnel Management 

•

As of the end of Fiscal Year 2008 

22 
 APPENDIX 5 

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. 

23
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. 

24 
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: 

(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. 

25