Employers in both the public and private sectors have realized that offering work/life programs—such as alternative work schedules, child care, and health and wellness programs—have become an essential element in recruiting and retaining their workforces. The federal government, as a major employer, also recognizes that work/life policies, programs, and practices make good business sense. Congress has recognized the need to provide federal workers workplace flexibilities and has authorized numerous work/life programs for federal agencies to implement. In addition, the executive branch has recognized and supported the benefits of these programs by implementing a range of work/life programs, from flexible work arrangements to child care assistance. Table 1 lists some examples of work/life programs federal agencies provide their employees, as identified by OPM. OPM plays a key role in fostering and guiding improvements in all areas of strategic human capital management—including work/life programs—in the executive branch. As part of that role, OPM can assist in—and, as appropriate, require—building infrastructures within agencies to successfully implement and sustain human capital reforms and related initiatives. For example, OPM promotes human capital leading practices across federal agencies and conducts audits of human capital management within the federal government to ensure compliance with laws, regulations, and policies. To promote coordination among agencies outside of Washington, D.C., OPM works with Federal Executive Boards (FEB) to share guidance and leading practices and obtain feedback from federal agencies on human capital issues. OPM also coordinates its efforts through its involvement in the CHCO Council, which was established to advise and coordinate the human capital activities of its members’ agencies. The CHCO Council has expressed its support of the strategic goals articulated in OPM’s 2010-2015 strategic plan, such as governmentwide initiatives addressing veterans employment, hiring reform, labor-management relations, diversity, and other efforts to hire the best employees for federal service. Additionally, OPM advocates the use of its Human Capital Assessment and Accountability Framework (HCAAF), a set of tools and strategies available to federal agencies that assist officials in achieving results from their human capital programs. The framework guides the assessment of agency human capital efforts, while allowing enough flexibility for federal agencies to tailor their human capital efforts to their missions, plans, and budgets. We have previously recommended that OPM encourage continuous improvement and assist agencies’ efforts in acquiring, developing, and retaining workforce talent. According to OPM officials, OPM fulfills this role in part by assisting federal agencies and serving as a clearinghouse of information for agencies in developing and implementing work/life programs. Within OPM, the office responsible for this mission is the Office of Work/Life/Wellness—a component of the Office of Agency and Veterans’ Support. OPM’s Office of Work/Life/Wellness provides leadership on work/life issues to the federal government by partnering with federal agencies to help them develop and manage work/life programs that meet the human capital needs of the federal workforce, and providing the policies and guidance that form the foundation of these programs. We have also previously reported on the need for OPM to continue its leadership role in identifying and helping agencies apply human capital flexibilities and the need for agencies to develop management infrastructure to make use of available flexibilities. Recently, we reported on the need for agencies to use the flexibilities available to them, including using these flexibilities to retain older and more experienced workers. In addition, in December 2002, we reported the views of agency human capital managers and employee union officers on the effectiveness of human capital flexibilities in managing federal agency workforces. These human capital managers and union officers frequently cited work/life programs as among the effective tools for workforce management. OPM officials describe OPM’s Office of Work/Life/Wellness as a source of assistance, guidance, and information that agencies may use to develop their own work/life programs. For example, OPM provides various tools to assist agencies as they address work/life programs and issues, such as accessible points of contact, formal working groups, and training. OPM also provides guidance to agencies by promulgating regulations and providing informal guidance such as memoranda and bulletins. In addition OPM shares work/life program information through tools such as newsletters and reports—for example, reports on the status of telework and childcare. In its 2006-2010 strategic plan, OPM indicated that it would work with the federal executive boards to share guidance and leading practices across the federal government, and obtain feedback from federal agencies on human capital issues. In addition, one of OPM’s 2010-2015 strategic goals focuses on providing “the training, benefits, and work/life balance necessary for federal employees to succeed, prosper, and advance in their careers.” To meet this goal, OPM proposes to: assist agencies to evaluate and revise policies, and to address employee satisfaction with work/life programs; guide agencies in implementing these programs; and provide agencies with information and tools that promote work/life programs. Overall, our survey of CHCOs and work/life managers revealed that OPM has been helpful to agencies in implementing their work/life programs. As part of our survey, we asked agency officials to respond on behalf of their departments and/or agencies on how OPM’s involvement helped or hindered their ability to implement work/life programs. As shown in figure 1, of the 33 agency officials who responded to our survey, 24 indicated that OPM’s assistance, guidance, and information sharing greatly helped or helped somewhat in implementing work/life programs. Another six agency officials indicated that OPM’s assistance, guidance, and information sharing helped in some cases and hindered in others. Although our survey provided an opportunity for respondents to elaborate on their responses or cite examples in support of their responses, none of the agency officials responding to our survey did so. OPM officials stated that the Office of Work/Life/Wellness provides various tools to assist federal agencies implement work/life programs. For example, OPM offers training to agency officials that, among other things, helps them develop action plans to address employee satisfaction concerns related to work/life programs. Also, OPM has designated points of contact who can assist agency officials to develop and implement work/life programs. In our survey, we asked agency officials to indicate how satisfied or dissatisfied they were with OPM’s assistance in developing and implementing work/life programs (such as accessible OPM points of contact, formal working groups, informal mentoring, and OPM sponsored training). As seen in figure 2, most of the 33 agency officials responding to our survey were either very satisfied or somewhat satisfied with the timeliness (22), quality (21), accessibility (22), and sufficiency (23) of OPM’s assistance. For example, one agency official stated that OPM officials respond quickly to requests for assistance on work/life policy matters, and another agency official stated that OPM’s work/life staff is always very responsive and helpful. In addition to providing assistance to federal agencies, OPM also guides federal agencies by promulgating regulations for work/life programs and issuing programmatic guides and handbooks that explain the requirements for work/life programs such as employee assistance programs, part-time employment and job sharing, child care, and tobacco cessation. In our survey, we asked agency officials to indicate how satisfied or dissatisfied they were with this guidance. As seen in figure 3, most of the 33 agency officials responded that they were either very satisfied or somewhat satisfied with the timeliness (22), quality (24), accessibility (22), and sufficiency (22) of the guidance they received from OPM. For example, one official stated that OPM greatly assisted his/her agency as it expanded its health and wellness program by providing the agency guidance and by participating in a summit meeting with the agency. According to OPM officials, the agency also shares information with federal agencies on leading practices of work/life programs using various avenues such as posting information to its Web site and notifying federal agencies through interactive listservs. Our survey asked how satisfied or dissatisfied agency officials were with OPM’s efforts to share information on leading practices in work/life programs. As seen in figure 4, most of the 33 agency officials indicated that they were either very satisfied or somewhat satisfied with the timeliness (22), quality (23), accessibility (23), and sufficiency (22) of the information they received from OPM. According to an official who responded to our survey, OPM has communicated the importance of these work/life programs and has provided practical suggestions to support agencies in defining goals and sharing best practices. Our prior work has indicated the need for federal agencies to track and use data that will allow them to measure a program’s effectiveness including the changes in the program over time. Agencies need such measurements to help them determine if a particular human capital program—such as a work/life program—is worth the investment compared to other available human capital flexibilities targeted at employee recruitment and retention. We also have previously recommended that OPM disseminate federal agencies’ leading practices in human capital programs to help agencies recruit and retain their workforces. Additionally, OMB’s fiscal year 2012 budget guidance to federal agencies encourages agencies to: reconsider the basic design of their programs; incorporate the use of data in program design; foster innovation rooted in research; and finally, encourage the evaluation of the program. Also, as part of its 2010-2015 strategic plan, OPM proposes to help agencies collect information that would allow agencies to continually improve their efforts to provide employees with a work/life balance. OPM tracks and collects information for a few work/life programs, notably childcare, telework, and health and wellness programs.